Agenda of Ordinary Council Meeting - Tuesday, 23 April 2024

Item No: 2.1
Title: Monthly Finance Report March 2024
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Reference: F2020/03205 - D16140426

Author: Leslie Chan, Team Leader Financial Accounting

Executive: Emma Galea, Director Corporate Services (Acting)

Recommendation

That Council receives the Monthly Financial Report – March 2024.

Report purpose

To present to Council the monthly financial report for March 2024.

Executive Summary

This report presents the March 2024 monthly financial report.

For 2023/2024 FY Council has budgeted, on a consolidated basis, an operating surplus before capital income of $8.3M. As at 31 March 2024, Council has an operating surplus of $35.4M, compared to a YTD budget of an operating deficit of ($2.0M). The budgeted net operating position will fluctuate throughout the financial year, reflecting income and expenditure timing.

Background

The monthly financial reports have been prepared in accordance with the requirements of the Local Government Act 1993, the Local Government (General) Regulation 2021, and the relevant accounting and reporting requirements of the Office of Local Government prescribed Code of Accounting Practice and Financial Reporting and Australian Accounting Standards.

Consultation

The preparation of the March 2024 monthly financial report included consultation with business units across Council to ensure all revenue and expenditure attributable to the 2023/2024 FY is captured.

Financial Considerations

This report presents the financial position of Council as at 31 March 2024. Variations from budgeted amounts are detailed and an explanation provided. For the reporting period, Council is performing better than budget. To date, there are no concerns regarding Council’s financial performance for the remainder of the financial year.

Consolidated Operating Statement

As at 31 March 2024, Council has a consolidated net operating surplus of $35.4M, before capital income, which is favourable to YTD budget by $37.5M, The variance is driven by a YTD favourable variance in operating income of $21.4M, and a favourable variance in operating expenses ($16.1M), mostly in materials and services ($15.9M).

Net operating surplus including capital income is $87.2M which is favourable to YTD budget by $43.2M.

An overview of consolidated financial performance against budget, and variance analysis is as follows:

Operating Revenue – $21.4M favourable to YTD Budget

· Rates +$0.1M

Overall Rates are on track (within 0.1% of budget).

· Annual charges +$0.2M

Overall Annual charges are on track (within 0.2% of budget).

· User charges +$0.9M

o $1.1M favourable variance in Trade Waste user charges.

o $0.3M favourable variance in Sewerage services user charges.

o ($0.5M) unfavourable variance in Water supply user charges.

· Fees +$3.0M

o $1.7M favourable variance on RMS User Charges.

o $0.5M favourable variance in Pool Fees.

o $0.4M favourable variance in Tourist Park fees.

o $0.4M favourable variance from statutory and regulatory function fees.

· Other revenue +$6.3M

o $5.1M favourable variance in unrealised gain on investments, floating rate notes and bonds. Net unrealised gain of $4.2M March YTD.

o $0.6M favourable variance in fines income.

o $0.4M favourable variance in insurance recoveries.

o $0.2M favourable variance in miscellaneous sales income.

· Interest +$7.3M

Favourable variance predominantly from an increased interest rate environment, hence receiving more interest on investments than budgeted.

· Grants and contributions +$4.0M

Favourable, timing only difference relating to:

o $1.7M in operating grants relating to Bushfire and Emergency Services.

o $1.5M in operating grants relating to Environmental Programs.

o $0.7M in Financial Assistance Grant Top Up Payment (total grant to be received in 23/24 is still unknown).

o $0.3M in operating grants relating to Child Care.

· Gain on Disposal +$1.5M

o $0.9M favourable variance from disposals of Operational land.

o $0.6M favourable variance from disposals of plant & equipment.

· Other Income +$0.4M

o $0.3M favourable variance in Community Facilities rental income.

o $0.1M favourable variance in Commercial Rentals.

· Internal revenue ($2.3M)

o ($0.8M) unfavourable variance in plant pool hire.

o ($0.4M) unfavourable variance in tipping fees.

o ($0.4M) unfavourable variance in plant and fleet permanent hire.

o ($0.3M) unfavourable variance in road rehabilitation income.

o ($0.2M) unfavourable variance in facilities management charges.

o ($0.2M) unfavourable variance in plant and fleet casual hire.

Operating Expenses – $16.1M favourable to YTD Budget

· Employee costs + $4.0M

o $4.0M favourable variance due to vacancies across multiple Units.

· Borrowing costs +$1.1M

o $1.1M favourable variance due to timing differences only.

· Materials and services +$15.9M

o $10.4M favourable variance in contract, labour hire and consultant costs.

o $2.1M favourable variance in materials purchased.

o $0.9M favourable variance in garbage collection.

o $0.7M favourable variance in software licenses, memberships and software expenses.

o $0.5M favourable variance in training costs.

o $0.4M favourable variance in green waste processing contract costs.

o $0.3M favourable variance in electricity and gas costs.

o $0.3M favourable variance in legal expenses.

o $0.2M favourable variance in postage expenses.

o $0.1M favourable variance in street lighting expenses.

Some of these variances are timing differences only.

· Depreciation ($1.0M)

Overall depreciation are on track (within 0.7% of budget).

· Other expenses + $0.3M

Overall other expenses are on track (within 0.8% of budget).

· Loss on Disposal ($4.9M)

Unfavourable due to disposals of assets that were unbudgeted for, including:

o Roads ($2.2M)

o Sewerage Network ($1.1M)

o Stormwater Drainage ($0.7M)

o Open Space/Recreation Assets ($0.4M)

o Bridges ($0.2M)

o Buildings ($0.2M)

o Plant and Equipment ($0.1M)

· Internal expenses +$0.7M

o $1.1M favourable variance in Plant and Fleet Permanent Hire.

o ($0.4M) unfavourable variance in External Plant Hire.

Capital Items – $5.8M favourable to YTD Budget

· Capital Grants +$0.6M

Timing only difference relating to:

o $3.3M of capital grants relating to Parks, Gardens and Beaches.

o $2.8M of capital grants relating to Roads to Recovery.

o ($2.3M) of capital grants relating to RMS.

o ($3.2M) of multiple other capital grant categories.

· Capital Contributions +$5.2M

Favourable timing only differences relating to:

o $3.4M of Non-cash contributions in roads works, roads land, open space works, community facilities works and shire wide works.

o $1.1M of s7.12 capital contributions.

o $0.7M of other small amounts from multiple categories of capital contributions.

Financial Performance by Fund

The following tables summarise the financial performance for the reporting period by Fund.

Financial Performance Benchmarks

Below is a summary of Council’s performance, on a consolidated basis against main industry financial performance benchmarks set by the Office of Local Government.

Financial Performance Ratio	Industry Benchmark	Ratio as at 31/03/24
Operating Performance Ratio	> 0%	7.6%
Own Source operating Revenue Ratio	> 60%	87.2%
Unrestricted Current Ratio	>1.5x	4.5x
Cash Expense Cover Ratio	> 3 months	6.9 months
Buildings and Infrastructure Renewals Ratio	> = 100%	85.9% (year to date)

As at the end of the March 2024, on a consolidated basis, Council exceeded the mandated benchmark for the operating result, achieving 7.6%.

Council has also performed favourably against the unrestricted current ratio, achieving 4.5x against a benchmark of >1.5x. This ratio considers all assets and liabilities, including cash.

Council maintained positive performance regarding the cash expense cover. Council is in a strong liquidity position.

As at 31 March 2024, Council was tracking well to meet the building and infrastructure renewals benchmark by the end of the financial year.

Cash and Investments

Details on cash and investments as at March 2024 is included in the Monthly Investment Report March 2024, included as a separate report in this business paper.

Restricted Funds

A summary of restricted and unrestricted funds is as follows:

Details on Council’s restriction balances as at March 2024 is included in the Monthly Investment Report March 2024, included as a separate report in this business paper.

Emergency Loans

In 2020 Council obtained emergency loans totalling $150M. These loans were required to finance Council’s working capital, cash reserves, maturing debt facilities and capital expenditure.

In December 2023, the $100M Emergency Loan was settled and repaid in full, extinguishing the requirement to refinance any amount.

Council will continue to internally restrict funds with the aim of settling the remaining $50M in November 2025, without the need to refinance any amount. The interest rates environment will be monitored and the timing and amount of any repayment or extinguishment of the loan will be optimised accordingly.

Capital Works

As at 31 March 2024 capital expenditure is $150.5M against a YTD budget of $166.6M for the same period, and a 2023/2024 FY budget of $254.8M.

Narara Community Centre - Community solar battery

Council note the partnership with Ausgrid to install a large Community solar battery at the Narara Community Centre. The battery is fully funded, owned and maintained by Ausgrid. One of the main drivers for Ausgrid to install the battery in that location is to allow more solar into the network from the surrounding residents, schools, commercial and community buildings. As part of the project, to demonstrate the benefits of the battery, Ausgrid have agreed to fully fund a solar PV system at Narara Community Centre and donate the system to Council. Council will deliver the projects and invoice Ausgrid. The cost of works is $24,000 with an annual depreciation of $1,200 to Council.

Link to Community Strategic Plan

Theme 4: Responsible

Goal G: Good governance and great partnerships

R-G2: Engage and communicate openly and honestly with the community to build a relationship based on trust, transparency, respect and use community participation and feedback to inform decision making.

Attachments

Nil

Item No: 2.2
Title: Investment Report for March 2024
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Reference: F2004/06604 - D16140439

Author: Leslie Chan, Team Leader Financial Accounting

Manager: Michelle Best, Section Manager Financial Accounting and Assets

Executive: Emma Galea, Director Corporate Services (Acting)

Recommendation

That Council:

1 Notes the Investment Report for March 2024.

2 Allocates the required unrestricted funds available in the General Fund to meet its March 2024 unrestricted funds deficit of $33.68M in the Drainage Fund.

Report purpose

To present the monthly Investment Report in accordance with cl. 212 of the Local Government (General) Regulation 2021 which states as follows:

1 The Responsible Accounting Officer of a Council

a must provide the council with a written report (setting out details of all money that the council has invested under section 625 of the Act) to be presented—

i. if only one ordinary meeting of the council is held in a month, at that meeting, or

ii. if more than one such meeting is held in a month, at whichever of those meetings the council by resolution determines, and

b must include in the report a certificate as to whether the investment has been made in accordance with the Act, the regulations and the council's investment policies.

2 The report must be made up to the last day of the month immediately preceding the meeting.

Executive Summary

This report details Council’s investments as at 31 March 2024.

Background

Council’s investments are made in accordance with the Local Government Act 1993, Local Government (General) Regulation 2021, Council’s adopted Investment Policy, Ministerial Investment Order issued February 2011 and Division of Local Government (as it was then known) Investment Policy Guidelines published in May 2010.

Current Status

Council’s current cash and investment portfolio totals $746.54M as at 31 March 2024. A summary of investments as at 31 March 2024 is attached as Attachment 1 to this report.

Table 1 - Council’s Cash and Investment Portfolio by Type

Type	Value ($’000)
Investment Portfolio	$663,227
Transactional accounts and cash in hand	$83,312
Total	$746,539

During March 2024, Council’s total cash and investments decreased by $15.88M from $762.42M to $746.54M. Council’s cash inflows including investment maturities have been used to manage outflows with maturities during the month re-invested taking into consideration operational cashflow requirements.

Table 2 – Council’s Portfolio by Fund

Council’s Portfolio is held in separate funds by purpose and is summarised as follows:

Fund	General Fund ($’000)	Drainage Fund ($’000)	Consolidated General Fund ($’000)	Water Fund ($’000)	Sewer Fund ($’000)	Domestic Waste Fund ($’000)
External Restricted Funds	226,620	38,834	265,454	17,725	28,695	106,001
Internal Restricted Funds	116,382	68	116,450	974	935	45
Total Restricted Funds	343,002	38,902	381,904	18,699	29,630	106,046
Unrestricted Funds	85,844	(33,681)	52,163	12,058	130,433	15,605
Total funds by Fund	428,846	5,221	434,067	30,757	160,064	121,651

Note: The above table consolidates General Fund and Drainage Fund. From 1 July 2026, Drainage Fund fees and charges will no longer be regulated by IPART and will become part of Council’s General Fund.

Detailed restrictions have been provided in Attachment 2. The unrestricted funds balances above, across the five Funds will increase and decrease during each financial year as revenues are received and expenditures occur.

Council has now commenced setting aside funds to enable extinguishment of the remaining emergency loan in November 2025 restricting $1.4M each month for this purpose.

Council is continuing to manage the reported negative unrestricted funds balance in the Drainage Fund through its consolidation with the General Fund. The negative unrestricted funds balance in the Drainage Fund is currently $33.68M. From 2026/2027 the Drainage Fund will become part of Council’s General Fund as IPART will no longer regulate Stormwater Drainage prices.

In the interim, the unrestricted funds deficit of $33.68M in the Drainage Fund is proposed to be funded through the General Fund’s available unrestricted cash balance as at 31 March 2024 of $85.84M.

Portfolio Management

Council’s Investment Portfolio is managed through term deposits, floating rate notes and bond maturities and placements.

The total value of Council’s investment portfolio as at 31 March 2024 is outlined in Table 3 below. Total net return on the portfolio for Council in March 2024, comprising entirely of interest earned, was $2.86M.

Table 3 – Portfolio Movement (Investments only)

The market value of Council’s investment portfolio, excluding interest, as at 31 March 2024 is $663.23M.

Council’s investments are evaluated and monitored against a benchmark appropriate to the risk (APRA Standards BBB long term or above) and time horizon of the investment concerned.

A summary of the term deposit and floating rate notes maturities is presented in Table 4 below.

Table 4 - Investment Maturities

The investment portfolio is concentrated in AA (19.70%), A (44.01%), and BBB (36.29%).

Council monitors and manages the portfolio taking into consideration credit ratings of financial institutions, interest rates offered for the maturity dates required and counterparty exposure. In this regard, all of Council’s investments were within policy guidelines as at 31 March 2024.

The current spread of investments and counterparty exposure for March 2024 are shown in Graphs 1 and 2 respectively in Attachment 3.

Environmental, Social and Green (ESG) Investments

Council continues to look for ESG investment opportunities subject to prevailing investment guidelines. A list of current ESG investments held is contained on the Investment listing in Attachment 1 and are highlighted in green.

Council currently holds 2.47% or $16.35M in ESG investments as at 31 March 2024.

Portfolio Return

Interest rates on investments in the month, ranged from 1.15% to 6.40%. The monthly Bank Bill Swap Rate (BBSW) benchmark was 4.30%. Changes in economic conditions have led to the Reserve Bank of Australia (RBA) maintaining the cash rate at 4.35% at its meeting in March 2024. The next RBA meeting is scheduled for 6-7 May 2024. BBSW has also followed cash rate trends and has been increasing steadily. Comparative interest rates are shown in the table below.

Table 5 – Interest Rate Increases

Month	RBA Cash Rate	1 Month Bank Accepted Bills
January 2023	3.10%	3.08%
February 2023	3.35%	3.28%
March 2023	3.60%	3.54%
April 2023	3.60%	3.60%
May 2023	3.85%	3.81%
June 2023	4.10%	4.07%
July 2023	4.10%	4.10%
August 2023	4.10%	4.05%
September 2023	4.10%	4.05%
October 2023	4.10%	4.08%
November 2023	4.35%	4.26%
December 2023	4.35%	4.29%
January 2024	4.35%	4.31%
February 2024	4.35%	4.30%
March 2024	4.35%	4.30%

Source: RBA Statistics Interest Rates and Yields – Money Market – Monthly – F1.1

Investments are made within Council policy and at the best rates available at the time of placement. Interest rate rises have meant that earnings from some prior month investments have fallen below the current monthly BBSW rate.

The weighted running yield for March 2024 is 4.69%. Performance Statistics for Council are shown in Table 1 in Attachment 3.

Trading Limits are detailed in Attachment 4. Market values reflected in the Portfolio valuation report in Attachment 5 have been used to record the unrecognised gains/(losses) in tradeable fixed rate bonds and floating rate notes. Interest accrued has been recorded separately and is not reflected in portfolio valuations.

Financial Considerations

Council’s investment portfolio includes rolling maturity dates to ensure that Council has sufficient liquidity to meet its ongoing obligations.

Certification:

I hereby certify the investments summarised in the report have been made in accordance with section 625 of the Local Government Act 1993, clause 212 of the Local Government (General) Regulations 2021 and Council’s Investment Policy.

Emma Galea, Responsible Accounting Officer

Link to Community Strategic Plan

Theme 4: Responsible

Goal G: Good governance and great partnerships

R-G4: Serve the community by providing great customer experience, value for money and quality services.

Risk Management

Council’s bank and investment accounts are reconciled daily to ensure sufficient funds are maintained for the provision of services.

Options

Not Applicable

Attachments

1	Summary of Investment as at 31 March 2024	Provided Under Separate Cover	D16147025
2	Restrictions as at 31 March 2024	Provided Under Separate Cover	D16147699
3	Investment Report Graphs and Table for March 2024	Provided Under Separate Cover	D16147037
4	Trading Limits Reports as at 31 March 2024	Provided Under Separate Cover	D16147039
5	Portfolio Valuation Report as at 31 March 2024	Provided Under Separate Cover	D16147043

Item No: 2.3
Title: Exhibition of the Draft Operational Plan 2024-25
Department: Environment and Planning
23 April 2024 Ordinary Council Meeting

Reference: F2024/00101 - D16115860

Author: Sharon McLaren, Section Manager Corporate Planning and Reporting

Vivienne Louie, Senior Financial Project Coordinator.Finance

Manager: Emma Galea, Director Corporate Services (Acting)

Executive: Luke Sulkowski, Director Environment and Planning (Acting)

Recommendation

That Council:

1 Endorses the following documents for the purposes of public exhibition from Monday 29 April to Monday 27 May 2024 and invite public submissions in accordance with the Local Government Act 1993:

a) Draft Operational Plan 2024-25 – Attachment 1

b) Draft Fees and Charges 2024-25 – Attachment 2

c) Fees and Charges Comparison Table – Attachment 3

d) Draft Four Year Works Program 2024-25 to 2027-28 – Attachment 4

2 Authorises the Chief Executive Officer to make appropriate amendments to the draft documents to correct identified numerical, grammatical or typographical error prior to formal public exhibition.

Report purpose

The purpose of this report is to recommend that the following documents are endorsed for public exhibition for a period of 28 days:

· Draft Operational Plan 2024-25 – Attachment 1

· Draft Fees and Charges 2024-25 – Attachment 2

· Fees and Charges Comparison Table – Attachment 3

· Draft Four Year Works Program 2024-25 to 2027-28 – Attachment 4

Executive Summary

Under the Integrated Planning and Reporting (IP&R) Framework and in accordance with the Local Government Act 1993 and Local Government (General) Regulations 2021, Council is required to develop an Operational Plan before the commencement of each financial year and publicly exhibit that plan for a period of no less than 28 days.

The Draft Operational Plan for the 2024-25 financial year is the third year of the Delivery Program (2022-23 to 2024-25) and has been prepared in accordance with the above framework and legislation. It includes:

· Details on the region, the organisation and other key information.

· Operational actions and indicators that Council intends to carry out in the 2024-25 financial year and capital projects. These operational and capital activities are linked to the services that Council provides and aligned to the Community Strategic Plan (CSP).

· Financial information, including the operational and capital income and expenditure, Statement of Revenue, proposed rates, and the Fees and Charges (under separate cover) planned for 2024-25.

In summary, it is proposed that in 2024-25 Council will receive $723.5M in operational revenue and spend $712.8M on services and operational functions, which results in a small surplus of $10.7M (excluding capital grants and contributions). This includes:

· Continued work to transition back to an elected Council with the review and update of procedures and processes around Council and Committee Meetings, education to staff, and onboarding of elected representatives following September 2024 election.

· Continued progress on strategic documents, including the review of the Community Strategic Plan, Local Strategic Planning Statement and Tuggerah Lakes Flood Study, development of the Integrated Transport Strategy, Narara Creek Floodplain Risk Management Plan, and Coastal Management Programs for Open Coast, Coastal Lagoons, Tuggerah Lakes and Hawkesbury Nepean

· Delivery and support of community events and community building and education programs, such as Harvest Festival, Flavours by the Sea, 16 Days of Activism, disaster preparedness projects, NAIDOC Week, Seniors Festival, Youth Week and responsible pet ownership event

· Continued service delivery across Council’s cultural, recreation, sporting and learning facilities, with delivery of high-quality programs, productions and exhibitions with the aim of attracting more than 2 million visitors during 2024-25.

It is also proposed that Council invests $309.9M in capital projects in 2024-25, with a focus on renewing Council’s existing asset portfolio. This includes:

· Road and drainage upgrades and renewals

· Water and sewer network improvements

· Leisure centre and sportsground upgrades

· Playground upgrades and renewals

· Coastal, natural bushland, reserve and asset protection renewals and upgrades

· Community and cultural facility building works and upgrades

· Town centre and tourism facility upgrades

· Waste and resource recovery upgrades and enhancements.

The Draft Operational Plan and Draft Fees and Charges for the 2024-25 financial year are presented in Attachments 1 and 2 and are recommended to be placed on public exhibition for community review. Additional supporting information includes the Fees and Charges Comparison Table and Draft Four Year Works Program 2024-25 to 2027-28 presented in Attachments 3 and 4.

Background

Council is required to develop and exhibit its Operational Plan prior to the commencement of the upcoming financial year. The Operational Plan is a requirement under the Integrated Planning and Reporting (IP&R) Framework and must be prepared in accordance with the Local Government Act 1993 and Local Government (General) Regulations 2021. The Operational Plan is required to set targets, include the projects and actions to be undertaken during the financial year, as well as include information about Council’s income, expenditure, proposed rates and special rates to be levied, and the proposed fees to be charged.

Current Status

The Draft Operational Plan and Draft Fees and Charges for the 2024-25 financial year have been prepared in accordance with the IP&R Framework and legislation. The Draft Operational Plan 2024-25, contained in Attachment 1, includes the proposed income and expenditure, with details of the projects and actions that will be carried out based on the available budget. The Draft Fees and Charges 2024-25, contained in Attachment 2, include the types of fees and amount to be charged by Council. These are supported by the Fees and Charges Comparison Table and the Draft Four Year Works Program 2024-25 to 2027-28, contained in Attachments 3 and 4.

It is now recommended that the Draft Operational Plan 2024-25 (Attachment 1), Draft Fees and Charges 2024-25 (Attachment 2), Fees and Charges Comparison Table (Attachment 3), and Draft Four Year Works Program 2024-25 to 2027-28 (Attachment 4) be placed on public exhibition from Monday 29 April 2024 to Monday 27 May 2024.

Report

The Draft Operational Plan 2024-25, contained in Attachment 1, includes the following:

· Introduction – this includes information about the Central Coast Local Government Area, the organisation and other information that is necessary when reading the document, such as the Community Strategic Plan (CSP) framework

· Operational Plan – this includes operational and capital projects, actions and indicators proposed for 2024-25, which are linked to the services and aligns to the CSP

· Financial Information – this includes a financial overview, and details on the operating and capital income and expenditure for 2024-25

· Statement of Revenue – this includes the proposed rates and annual charges for 2024-25.

This is supported by the Draft Four Year Works Program (Attachment 4), which details the capital projects proposed for the 2024-25, 2025-26, 2026-27 and 2027-28 financial years. While this allows the community to view proposed projects over the next four years, the projects and budgets in the outer financial years are proposed only and subject to change based on priorities, funding and resourcing availability. Each year as part of the Operational Plan development a review of the works program is undertaken to include projects based on a number of factors including but not limited to condition of Council infrastructure, investment in assets to reduce ongoing reactive maintenance costs, legislative requirements and usage. The projects listed for 2024-25 will be considered for adoption as part of the 2024-25 budget in June 2024 once public submissions have been considered. It is noted for projects that commence in 2024-25 and span over multiple financial years, funding will be included in Council’s Long Term Financial Plan to allow for timely award of the relevant contracts.

The Draft Fees and Charges (Attachment 2), includes the proposed fees and charges for Council services in 2024-25. This is supported by the Fees and Charges Comparison Table (Attachment 3), which provides a comparison of fees and charges to 2023-24.

Details of operational and capital projects, actions and indicators aligned to the CSP Themes are provided in the table below:

CSP Theme	Deliverable
Belonging	· Arts and culture activities such as exhibitions, productions, performances and building works at the Gosford Regional Art Gallery, Laycock and Peninsula Community Theatres, and The Art House. · Delivery of 10 events such as Harvest Festival, The Lakes Festival, Love Lane Festival, etc, with a target of attracting in 100,000 participants. · Administering 3 community grant programs to support local initiatives. · Review of the Central Coast Youth Strategy, with delivery of 5 contemporary youth programs.
Smart	· Delivery of place making activities and projects to support social enterprises, increase activation and improve visitor experience in town centres at The Entrance, Wyong and Gosford. · Continued progress with the Gosford Waterfront project. · Renovation works at the holiday parks for Canton Beach, Budgewoi, Toowoon Bay, Norah Head and Patonga Campground · Wayfinding signage works to support the Destination Management Plan.
Green	· 5,000m³ of wrack and algae collection on Tuggerah Lakes. · Gross pollutant trap upgrades at Bateau Bay and Toukley · Seawall renewal works at Picnic Point The Entrance, Blackwall and MacMasters Beach. · 100% compliance to the Lagoon Opening procedure. · Implementation of renewal energy program across various Council buildings. · Continued progress towards a Food Organics and Garden Organics (FOGO) solution.
Responsible	· Implement the Proactive Public Health Inspection Program with 75% of high-risk businesses inspected (includes hairdressers, skin penetration, public swimming pools and caravan parks). · Implement the Proactive Food Inspection Program with 75% for high and medium risk business inspected. · Road and drainage upgrades, with 32km of road resurfacing, 15km of road pavement renewed and 2.7km of drainage infrastructure renewed, upgraded or newly built. · Water and sewer network improvements including sewer treatment plant works, and water and sewer pump station upgrades at Charmhaven, Kincumber, Gwandalan and Mardi.
Liveable	· Continued development of an Integrated Transport Strategy. · Attract more than 1 million visitors to Council’s leisure centres and pool through programs and upgrade works. · Continued progress of the Gosford Regional Library and target more than 1 million in physical and digital loans, and more than 7,000 new members across Council’s library branches. · Upgrades and renewal of parks and playgrounds at Kingfisher Shores, Yarramalong and Tascott. · Sportsground improvements, including continued progress towards the Colongra Sporting Facility and Lake Munmorah Recreation Facility, and amenity renewals at Buff Point Oval and Halekulani Oval. · Shared pathway construction at West Gosford and Ettalong Beach, and continued construction of Magenta and Tuggerawong shared pathways.

CSP Theme

Deliverable

Belonging

· Arts and culture activities such as exhibitions, productions, performances and building works at the Gosford Regional Art Gallery, Laycock and Peninsula Community Theatres, and The Art House.

· Delivery of 10 events such as Harvest Festival, The Lakes Festival, Love Lane Festival, etc, with a target of attracting in 100,000 participants.

· Administering 3 community grant programs to support local initiatives.

· Review of the Central Coast Youth Strategy, with delivery of 5 contemporary youth programs.

Smart

· Delivery of place making activities and projects to support social enterprises, increase activation and improve visitor experience in town centres at The Entrance, Wyong and Gosford.

· Continued progress with the Gosford Waterfront project.

· Renovation works at the holiday parks for Canton Beach, Budgewoi, Toowoon Bay, Norah Head and Patonga Campground

· Wayfinding signage works to support the Destination Management Plan.

Green

· 5,000m³ of wrack and algae collection on Tuggerah Lakes.

· Gross pollutant trap upgrades at Bateau Bay and Toukley

· Seawall renewal works at Picnic Point The Entrance, Blackwall and MacMasters Beach.

· 100% compliance to the Lagoon Opening procedure.

· Implementation of renewal energy program across various Council buildings.

· Continued progress towards a Food Organics and Garden Organics (FOGO) solution.

Responsible

· Implement the Proactive Public Health Inspection Program with 75% of high-risk businesses inspected (includes hairdressers, skin penetration, public swimming pools and caravan parks).

· Implement the Proactive Food Inspection Program with 75% for high and medium risk business inspected.

· Road and drainage upgrades, with 32km of road resurfacing, 15km of road pavement renewed and 2.7km of drainage infrastructure renewed, upgraded or newly built.

· Water and sewer network improvements including sewer treatment plant works, and water and sewer pump station upgrades at Charmhaven, Kincumber, Gwandalan and Mardi.

Liveable

· Continued development of an Integrated Transport Strategy.

· Attract more than 1 million visitors to Council’s leisure centres and pool through programs and upgrade works.

· Continued progress of the Gosford Regional Library and target more than 1 million in physical and digital loans, and more than 7,000 new members across Council’s library branches.

· Upgrades and renewal of parks and playgrounds at Kingfisher Shores, Yarramalong and Tascott.

· Sportsground improvements, including continued progress towards the Colongra Sporting Facility and Lake Munmorah Recreation Facility, and amenity renewals at Buff Point Oval and Halekulani Oval.

· Shared pathway construction at West Gosford and Ettalong Beach, and continued construction of Magenta and Tuggerawong shared pathways.

Financial Summary

The 2024-25 operating budget has been developed based on the Long-Term Financial Plan adopted by Council in November 2023 as a guide and implements elements of the Financial Sustainability Strategy supporting the Plan.

The delivery of actions and projects identified in Council’s Operational Plan 2024-25 is underpinned by an operational budget generating a consolidated operating surplus of $10.7M.

The General Fund has an operating surplus of $5.0M compared to $11.8M projected in Council’s adopted Long-Term Financial Plan. The revised projected surplus reflects updated assumptions, and an investment in several one-off initiatives to support ongoing efficiencies and strong governance. The Long-Term Financial Plan is currently being updated to reflect the proposed 2024-25 budget and updated assumptions to ensure the Plan remains current and provides a robust basis for short and long-term decision making. The updated Plan will be submitted to Council by 30 June 2024.

The Water and Sewer Funds and Domestic Waste have an operating surplus of $7.1M and $2.4M, respectively. The Drainage Fund continues to have an operating deficit, which for 2024-25 is $3.8M.

The projected financial position continues Council’s positive financial performance of two consecutive financial years generating operating surpluses. The 2024-25 operating budget reflects the operating requirements of Council based on maintaining services and service levels for the community, whilst investing in and continuing to strengthen Council’s governance and financial planning frameworks.

Council’s financial position continues to reflect financial stability, with the projected results meeting industry benchmarks and ensuring that the Council remains on the trajectory of ongoing financial sustainability.

The 2024-25 operating budget continues to reflect a financial position that generates sufficient cash to support operating requirements. Council’s prudent financial management has enabled the full extinguishment of one of the emergency loans taken out by Council when it was facing financial challenges. During 2023-24 Council has commenced setting aside funds to fully extinguish the second emergency loan when it becomes due for refinancing in November 2025. The payment of these two loans that were obtained to support operational activities will enable Council to focus its borrowings strategy on long lived assets to support inter-generational equity going forward.

The operating budget responds to the community’s desire for a Council that has robust governance frameworks to support the incoming Councillors in effective financial management of ratepayer’s funds and the delivery of services that meets the community’s needs whilst maintaining ongoing financial sustainability.

Financial Summary	2023-24 (Original Budget)	2024-25
	$ 000’s	$ 000’s
Operating Income	672,820	723,447
Operating Expenditure*	(670,007)	(712,747)
Net Operating Result (excluding Capital Grants and Contributions)	2,813	10,700
Capital Grants and Contributions	77,354	109,202
Net Operating Result (including Capital Grant and Contributions)	80,167	119,902

* Includes net internal revenue and expense

NB: Figures are subject to rounding

Operating Statement	2023-24 (Original Budget)	2024-25
	$ 000’s	$ 000’s
Operating Income
Rates and Annual Charges	421,456	461,037
User Charges and Fees	163,782	170,284
Other Revenue	13,683	15,532
Other Income	8,775	10,462
Interest and Investment Revenue	15,244	21,604
Operating Grants and Contributions	49,880	44,528
Total Income Attributable to Operations	672,820	723,447
Operating Expenses
Employee Costs	(195,069)	(213,144)
Borrowing Costs	(13,746)	(12,010)
Materials and Services*	(224,443)	(236,715)
Depreciation and Amortisation	(192,226)	(202,942)
Other Expenses	(44,523)	(47,936)
Total Expenses Attributable to Operations	(670,007)	(712,747)
Operating Result excluding Capital Income	2,813	10,700
Capital Grants and Contributions	77,354	109,202
Operating Result including Capital Income	80,167	119,902

Operational Budget

In developing the Draft Operational Plan 2024-25, consideration has been given to Council’s 2023-24 Quarter 2 budgeted position, as well as current trends and wider economic factors.

Assumptions relating to revenue and expenditure are in accordance with the following:

· Rate peg at 4.8% (IPART determined)

· Annual Charges increased in line with cost to provide the service, or as determined by IPART

· Interest and investment income based on current and anticipated interest rates

· Increased income for some services reflecting increased utilisation of various Council facilities and improved regulatory activities

· Increase in income as a result of a review of fees in line with costs incurred to provide services, market benchmarking or as stipulated by legislation

· Increase in employee costs based on Award requirements

· Materials and services in line with current CPI

· Borrowing costs based on current interest rates

· Depreciation projections based on current and projected asset values.

Capital Expenditure

Investment in infrastructure to support Council’s services is a major focus for 2024-25. The works program has been informed by Council’s adopted strategies and considers longer term asset renewal and growth requirements.

An infrastructure pipeline of works has been developed and includes all the projects that are planned for delivery in 2024-25 and beyond. The infrastructure pipeline focuses on the renewal of current infrastructure to ensure that Council can continue to provide services through a sustainable asset portfolio over the long term. The pipeline also includes works to upgrade infrastructure to provide additional capacity or improve the current functionality. For 2024-25 the majority of upgrade projects are focussed on renewing assets.

An extensive infrastructure renewal program is planned for 2024-25 to continue to improve the condition of Council infrastructure and reduce ongoing reactive maintenance costs. Renewal works will be carried out to restore or extend the useful life of the infrastructure to maintain its ability to provide service to the community at the intended capacity over time. It also involves carrying out works to ensure the infrastructure continues to function effectively and efficiently.

Asset renewal works will generally include an element of asset upgrade that is required to meet contemporary technical standards. The renewal or replacement of an asset provides a cost-effective opportunity to provide the community with modern and fit for purpose infrastructure.

In 2024-25, investment in upgraded and new assets is generally limited to demand generated by growth in the region. Investment in new assets is aligned with strategic management of existing assets and responding to identified community needs.

The 2024-25 Works Program is targeted at renewing existing assets, with $125.7M, or 40.6% of the $309.9M Works Program, to address the asset backlog. Council is investing $140.2M, or 45.2% of the Works Program, to upgrade existing assets to provide additional capacity or functionality. Council has also budgeted $44.0M, or 14.2% of the Works Program, for new assets where the project predominately provides additional capacity or function.

Works Program by Type of Works	2024-25	% of spend for 2024-25
	$ million	% percentage
Works Program
Renewal	125.7	40.6%
Upgrade	140.2	45.2%
New	44.0	14.2%
Total Works Program	309.9	100.0%
Pending Grants
Upgrade	31.9	98.5%
New	0.5	1.5%
Total Pending Grants	32.4	100.0%
Total	342.3

NB: Figures are subject to rounding

The table below provides a summary of the proposed Works Program by the primary asset type for the project and the percentage of the total Works Program.

Works Program by Asset Type	2024-25	% of spend for 2024-25
	$ million	% percentage
Bridges	0.8	0.3%
Buildings	42.7	13.8%
Footpaths	8.2	2.7%
Information Technology	1.1	0.3%
Open Space Assets	18.0	5.8%
Other Assets	1.9	0.6%
Other Infrastructure Assets	0.8	0.2%
Other Structures	6.2	2.0%
Plant and Fleet	17.8	5.8%
Roads Assets	74.1	23.9%
Sewerage Network	64.4	20.8%
Stormwater Drainage	10.2	3.3%
Swimming Pools	1.2	0.4%
Waste Management Facility Assets	4.7	1.5%
Water Supply	57.8	18.6%
Total	309.9	100.0%

NB: Figures are subject to rounding

It is noted that additional to the above, the capital budget includes projects totalling $32.4M that are dependent on pending external grant funding.

For 2024-25, out of the total of $309.9M, only $70.1M is funded through General Fund revenue, with the remaining being funded through external grants, Developer Contributions Plans, restricted funds and loans. The loan funding ($40M) relates to the continuation of the Mardi Water Treatment Plant upgrade project, commenced in the current year.

Works Program by Expenditure Type	2024-25	Type of Works
Works Program by Expenditure Type	2024-25	Renewal	Upgrade	New
	$ million	$ million	$ million	$ million
Grants	85.3	27.1	53.4	4.8
Developer Contributions	38.0	1.7	23.8	12.5
Restricted Funds	76.5	42.7	11.0	22.8
External Loans	40.0	-	40.0	-
General Fund General Revenue	70.1	54.2	12.0	3.4
Sub-Total	309.9	125.7	140.2	44.0
Pending Grants	32.4	-	31.9	0.5
Total	342.3	125.7	172.1	44.5

Statement of Revenue

Ordinary Rates

For 2024-25, IPART approved a rate peg of 4.8%, with no population factor, as the maximum increase in Council’s permissible rates income.

Under the Valuation of Land Act 1916 Council is required to use the most current land values when calculating ordinary and special rates. These values are provided by the NSW Valuer General (VG), the independent statutory authority responsible for determining land values in NSW. The latest values provided by the VG are being used for levying rates in 2024-25 and have a base date of 1 July 2022.

For 2024-25 Council will retain the same rating structure being an ad valorem rate applied to land value with a Minimum Rate applicable to the Residential, Business and Farmland Categories, and the Business-Local Retail sub-category, and an ad valorem rate applied to land value for the Business -Major Retail sub-category and the Mining Category.

Special Rates as detailed in the Statement of Revenue will continue to apply, with the application of the 4.8% rate-peg increase.

The ad valorem rates, and the minimum rates as included in the Statement of Revenue are indicative and are subject to change until the final fixing of the rates that will be submitted to Council at its meeting in June. The final rates will reflect the rating base at the time, with the allowable rate-peg increase applied accordingly.

Annual Charges

The annual charges for water supply, wastewater, stormwater drainage and ancillary services are presented in accordance with IPART’s pricing determination released in May 2022, adjusted by an estimate of the 2024-25 CPI multiplier of 4.1% as the final determinations were made in 2022-23 dollars. The March Quarter 2024 CPI figures are due to be published in late April 2024 and the prices will be updated once the final CPI multiplier is available. The 2024-25 fees as updated will be reported to Council in May 2025.

Waste Annual Charges have increased by 6% to reflect the cost of providing the service. The Domestic Waste Management Service charges for the Eastern and Western Areas have not increased since 2021-22. The increase to these charges in 2024-25 is due to the increased cost to provide the service and is an annual increase of $31 and $28 for the Eastern and Western areas respectively.

Fees and Charges

The user fees and charges have been set in line with the cost of providing the service, benchmarking with the market, or as stipulated by legislation, as applicable. Fees and charges and the associated pricing categories have been reviewed to ensure applicable fees and charges are clear and easily understood by the community. More than 10% of fees are set by legislation, with most of those not being able to be increased to reflect the cost of providing the associated service. Most other fees have been increased by 6% or less, and where applicable changed to reflect the market relevant to the fee.

In 2024-25 Council will be removing the remaining subsidy for the Juniors sports usage fees.

The Draft Fees and Charges 2024-25 document is contained in Attachment 2. This is supported by the Fees and Charges Comparison Table in Attachment 3, which provides a comparison of fees and charges to 2023-24.

Consultation

It is recommended that the Draft Operational Plan 2024-25 (Attachment 1) and the Draft Fees and Charges 2024-25 (Attachment 2), Fees and Charges Comparison Table (Attachment 3) and Four Year Works Program 2024-25 to 2027-28 (Attachment 4) are publicly exhibited from Monday 29 April 2024 to Monday 27 May 2024. During this time the documents will be available to view online at www.yourvoiceourcoast.com. Copies of these documents will be available at Council’s Wyong administration building, at the Gosford Customer Service Centre.

Members of the community may make a submission by writing via:

Online: www.yourvoiceourcoast.com

Email: ask@centralcoast.nsw.gov.au

Post: PO Box 20, Wyong NSW 2259

Financial Considerations

The details included in this report and attachments reflect the financial implications arising from the subject of this report.

Link to Community Strategic Plan

Theme 4: Responsible

Goal G: Good governance and great partnerships

R-G3: Provide leadership that is transparent and accountable, makes decisions in the best interest of the community, ensures Council is financially sustainable and adheres to a strong audit process.

Risk Management

This exhibition ensures Council meets its requirements and aims to mitigate the risk of being in breach of legislation.

Options

Council has the option to:

1 Endorse the Draft Operational Plan 2024-25, Draft Fees and Charges 2024-25, Fees and Charges Comparison Table and Draft Four Year Works Program 2024-25 to 2027-28 for exhibition. The Draft Operational Plan 2024-25 (Attachment 1), Draft Fees and Charge 2024-25 (Attachment 2) and supporting documents, Fees and Charges Comparison Table (Attachment 3), and Four-Year Works Program 2024-25 to 2027-28 (Attachment 4) have been prepared in accordance with relevant legislation. Endorsing these documents for exhibition is in accordance with requirements and seeks to ensure that Council meets its legislative responsibilities. This is the recommended option.

2 Resolve not to endorse the Draft Operational Plan 2024-25, Draft Fees and Charges 2024-25, Fees and Charges Comparison Table and Draft Four Year Works Program 2024-25 to 2027-28 for exhibition. Council may choose to not endorse for exhibition, however this would put Council at risk of not meeting its legislative requirements (not recommended).

Critical Dates or Timeframes

It is proposed that the Draft Operational Plan 2024-25, Draft Fees and Charges 2024-25, Fees and Charges Comparison Table and Draft Four Year Works Program 2024-25 to 2027-28 are publicly exhibited from Monday 29 April 2024 to Monday 27 May 2024. Council is required to consider all submissions it receives prior to adopting these documents. A summary of those submissions, consideration of recommended changes and adoption of the final Operational Plan 2024-25 and final Fees and Charges 2024-25 will be presented to Council by 30 June 2024.

Attachments

1	Draft Operational Plan 2024-25	D16156148
2	Draft Fees and Charges 2024-25	D16156190
3	Draft Fees and Charges 2024-25 Comparison Table	D16156204
4	Four Year Works Program 2024-25 to 2027-28	D16156157

Item No: 2.4
Title: Outcomes of Community Consultation for the Draft Airport Concept Masterplan
Department: Environment and Planning
23 April 2024 Ordinary Council Meeting

Reference: F2021/01634 - D16130014

Author: Breelle Varman, Property Development Manager

Deb Streit, Project Design Officer

Manager: Jamie Barclay, Unit Manager Economic Development and Property

Executive: Luke Sulkowski, Director Environment and Planning (Acting)

Recommendation

That Council:

1 Notes the feedback and key themes identified during the exhibition of the Draft Central Coast Airport Master Plan.

2 Notes that the feedback and key themes identified from the exhibition period will be incorporated into the final draft Central Coast Airport Masterplan.

3 Authorises the project team to amend and finalise the draft Central Coast Airport Masterplan and report back to Council with a final draft plan for consideration of adoption.

Report purpose

To provide an update on the outcome of the community consultation and the feedback received during the public exhibition of the Draft Central Coast Airport Master Plan.

To seek approval to finalise the draft Central Coast Airport Master Plan and to report on the engagement of specialist consultants preparing additional technical studies to inform an amended draft Central Coast Airport Master Plan for adoption.

Executive Summary

At the Ordinary Council Meeting of 12 December 2023, Council was presented with the draft Central Coast Airport Master Plan and resolved to exhibit the draft Masterplan for community and industry feedback, as well as to concurrently seek feedback on the proposed Porters Creek Wetland stewardship site and proposed future investigation area.

The following recommendations were endorsed by Council (225/23 Resolved):

That Council:

1. Endorses the Draft Central Coast Airport Masterplan (Attachment 1) for public exhibition for not less than 60 days, with removal of reference to the Helicopter.

2. Seeks feedback on the proposed Porters Creek Wetland stewardship site.

3. Receives a further report in relation to the Airport Masterplan that considers community and aviation sector feedback.

As per resolution 225/23, Council undertook community consultation and exhibition of the draft Central Coast Airport Masterplan and proposed Porters Creek Wetland stewardship site, between 14 December 2023 and 13 February 2024. The results from the online consultation, including feedback and responses are attached to this report.

Additionally, a statistically valid random telephone survey was undertaken by Micromex Research to assess awareness of the public exhibition, reactions to the proposed development, broader measures of community attitudes towards the airport in general and the role of the Masterplan. The outcomes of this data are noted in the report below, as well as available in the attachments.

This report also addresses resolution points 1 and 2, and provides an update to point 3, regarding the progresses of the Aviation Sector Consultation. This report also seeks to authorise the project team to amend and finalise the Central Coast Airport Masterplan prior to reporting it back to Council for adoption.

Background

The Central Coast Airport has a long history in the Central Coast, operating as an aerodrome since the 1970s. In 1991, Wyong Council revised the 1989 Airport Masterplan with a full Environmental Impact Statement (EIS) along with a Fauna Impact Statement (FIS). Both documents were publicly exhibited, and public meetings were held with comments from various State Government agencies also received. The EIS works were lodged as a Development Application (DA) with Wyong Council and the DA was approved in 1994 (DA 554/93). Construction works commenced, however the onsite works were suspended due to the implementation of the Warnervale Airport (Restrictions) Act 1996 (WAR ACT).

In 2020, The Warnervale Airport (Restrictions) Repeal Bill 2020 (the bill) was introduced in the

Legislative Assembly. On 16 February 2021, NSW Parliament voted to repeal the Warnervale Airport (Restrictions) Act 1996. Consequently, on 13 April 2021 at the ordinary Council meeting, Council resolved (resolution 103/21) to approve the development of a Masterplan for the Central Coast Airport at Warnervale.

The below timeline is a brief overview of the work undertaken by the project team since the Council resolution to inform the development of the Central Coast Airport Masterplan:

Current Status

Between 14 December 2023 and 13 February 2024, the Draft Central Coast Airport Master Plan was placed on Public Exhibition to seek Community Feedback. The Draft Central Coast Airport Master Plan is a culmination of community and industry feedback, testing various scenarios and weighing up the opportunities and constraints of the site.

The proposed land use strategy mapping, including an indicative Biodiversity stewardship site were available for online viewing on Your Voice Our Coast. An interactive social pin-point mapping was also available for community comments regarding the masterplan short- and long-term strategy proposed upgrade works.

A specialist consultant has been appointed by Council to undertake the Aviation Sector Consultation. This industry consultation work is currently underway, and the results of this study will guide the feasibility modelling.

Report

The purpose of the Public Exhibition was to:

· Inform the community about the development of the draft Central Coast Airport Masterplan

· Seek feedback on the draft Master Plan

· Understand community preferences for the Central Coast Airport

· Work with stakeholders and the community to identify issues which may affect the proposal.

Consultation has been designed in accordance with Central Coast Council’s Engagement Framework. Consultation methods included inviting residents and stakeholders to make a written submission via email, the online submission form on yourvoiceourcoast.com, or post. In addition, an interactive map was developed for the community to provide feedback on.

Council promoted the public exhibition to ensure the community and stakeholders were aware of the opportunity to participate. Promotional activities included:

• Media Releases

• Coast Connect articles

• Your Voice – Our Coast website - Online project page launched 14 December 2023

• Social media

• Letterbox distribution of promotional flyers

118 written submissions were received, with 3,858 views of the Your Voice Our Coast consultation page and around 40,000 flyers distributed to surrounding suburbs.

Of the 118 written submissions that were received during the exhibition of the draft Airport Masterplan, 65% or 76 submissions were in favour of the masterplan, and 28% or 33 were opposed with 9 or 7% neutral submissions. If an individual made more than one submission, these were combined and counted as a single submission.

The masterplan exhibition identified key themes, opinions and suggestions raised through the written submissions and interactive map and focused on the following topics:

· Economy and employment

· Implementation and funding

· Opportunities

· Design

· Passenger services

· Impact on residents

· Environmental impacts and biodiversity stewardship

· Decision making

· Emergency services

· Surrounding infrastructure

· Safety

· Flight schools

In 2022, an independent statistical survey was undertaken by Woolcott Research and Engagement, which determined 75% support for the development of the Central Coast Airport Masterplan. In comparison, Micromex Research’s random telephone survey was conducted between the 14 and 20 March 2024 with 294 Central Coast residents (Landline – 72 and mobile – 222). The respondents were selected on the criteria of 32 suburbs flagged as potentially ‘affected suburbs’, meeting the definition of “are in the north/north east of the LGA and are therefore closer to Central Coast Airport (and could arguably benefit from more employment/business opportunities at the site) and/or closer to some of the more common light aircraft flight paths along the coast and over Tuggerah Lakes.”

The key findings of the telephone survey are as follows:

· 83% of residents are at least somewhat supportive of the Plan – significantly higher level of support amongst those aged 18-34.

· 72% of residents were aware of the Central Coast Airport, owned by Council and 1 in 3 were aware of Council’s Draft Masterplan to develop the airport.

· Key drivers of the Masterplan’s importance to the region were noted as, sustainable growth, local employment and supporting vulnerable community members; with concerns in regard to not knowing enough about the Plan, environmental protection and noise pollution.

Community priorities are further categorised in the snapshot table below. Sustainable growth, employment opportunities and balancing these considerations against the natural environment rated the highest for the community:

It is noted that 74% of respondents agree that protecting the environmentally sensitive land surrounding the airport as important, and 55% agree that access to local aviation services also rate as a high consideration:

In progressing the airport masterplan, respondents to the survey want to ensure that the environmentally sensitive land surrounding the airport is protected in doing so.

The additional lands that are considered for potential expansion of the airport, shown in dark blue in Yourvoiceourcoast.com, are part of an exhaustive ecological analysis of the surrounding biodiversity values adjacent to the Airport lands expected to be completed by June 2024. Additionally, the NSW Department of Planning and Environment is considering a Central Coast wide Strategic Biodiversity Certification which includes the airport and surrounding lands. It is important to note, that expansion of the airport plans into these areas will only be possible if biodiversity certification is successfully achieved through the legislative process.

The draft masterplan provided a short and medium to long term vision for the future of Central Coast Airport, with infrastructure upgrades to comply with the aviation requirements of a Code 2B airport. Following community consultation further additional key technical studies are required to be undertaken to give greater clarity into the future operations at the airport. These additional technical studies are noted below:

· Noise Impact Assessment, including the development of a ‘Fly Neighbourly Policy’ and Air Noise Exposure Forecast (ANEF) contour mapping.

· A review of the General Arrangements with technical setouts to ensure compliance with civil aviation legislation and sustainable infrastructure development.

· Development of economic feasibility modelling to inform a Business Case to be considered by the newly elected Council.

The noise study will give greater transparency into the aviation movements and associated sound levels that occur in and around the airport for the community. Additionally, the amended general arrangements plan will provide detailed diagrams for technical setouts and minimum offset requirements to safely operate the airport. These diagrams will inform the subdivision plan to finalise boundary requirements between the Airport and Porters Creek Wetlands.

The economic feasibility will be used to ascertain the economic models for the development and operation of Central Coast Airport. This report will provide clarity on the future economic outcomes the airport provides to the region and be included in a business case report. The conclusions of the business case and recommendations on delivery model will be presented to the elected Council for consideration.

All additional reports will inform the final Central Coast Airport Masterplan.

Consultation

In terms of statistically valid survey data for community sentiment on the Airport Masterplan, there has been an increase in community support from 75% in 2022, to 83% in 2024 indicating strong general support for the Airport Masterplan.

The consultation process also found that 74% of respondents agreed with wanting to protect the environmentally sensitive land surrounding the airport, and 55% agreed that access to local aviation services is important for local trade and tourism to be able to compete with other major centres.

The consultation infers that there is strong support for the airport but highlighted the importance of striking a balance between sustainability and protection of environmentally sensitive lands. As per the engagement report, the plan for the final draft Airport Masterplan will need to demonstrate that the airport is developed as a “benchmark for environmentally sensitive and sustainable development in the region” in addition to the other objectives within the report.

After the additional technical studies are completed, the Central Coast Airport Masterplan will be amended and presented to Council for adoption. The adoption of the masterplan is a framework for Council to proceed and understand the options available to progress various investment models. The amended masterplan and financial feasibility analysis will consider the outcomes of both the community consultation as well as the Aviation Sector Consultation.

Financial Considerations

At its meeting held 19 October 2020, Council resolved the following:

1108/20 That any motions put before Council for the remainder of this term of Council that have financial implications require the Chief Executive Officer to provide a report on how those additional costs will be met.

The following statement is provided in response to this resolution of Council.

The cost of community consultation and aviation market engagement is included in Council’s adopted 2023/24 Budget.

There is sufficient 2023/24 budget to engage suitably qualified consultants to complete the additional technical studies.

Moreover, in response back to the exhibition submissions Council will engage specialist services for the development of a financial feasibility analysis to support a business case for the Airport. This report will identify economic delivery models for the proposed upgrades noted in the masterplan. This Business Case and various investment options to progress the Airport will be presented to the elected Council for consideration at a future time.

Link to Community Strategic Plan

Theme 2: Smart

Goal C: A growing and competitive region

S-C1: Target economic development in growth areas and major centres and provide incentives to attract businesses to the Central Coast.

Goal C: A growing and competitive region

S-C3: Facilitate economic development to increase local employment opportunities and provide a range of jobs for all residents.

Goal H: Delivering essential infrastructure

R-H4: Plan for adequate and sustainable infrastructure to meet future demand for transport, energy, telecommunications and a secure supply of drinking water.

Goal I: Balanced and sustainable development

R-I3: Ensure land use planning and development is sustainable and environmentally sound and considers the importance of local habitat, green corridors, energy efficiency and stormwater management.

Goal J: Reliable public transport and connections

L-J4: Design long-term, innovative and sustainable transport management options for population growth and expansion.

Risk Management

Prior to completion of the amended masterplan, a detailed business plan will be prepared to identify the costs associated and potential funding sources. These will likely include private sector investment for general aviation facilities, as well as investment from Council and other levels of government (through grant funding) for airport infrastructure.

The adoption of the Central Coast Airport masterplan will not commit Council to any future financial obligations until the business case is finalised and endorsed by Council.

Options

1. That Council note the feedback and themes arising from exhibition of the Draft Central Coast Airport Master Plan. That Council authorise the project team to amend and finalise the Central Coast Airport Masterplan for adoption – This is the recommended option.

2. Resolve not to authorise the project team to amend and finalise the Central Coast Airport Masterplan. This is not the recommended option.

Attachments

1	Micromex Research statistically valid random telephone Report - Central Coast Airport Master Plan	Provided Under Separate Cover	D16144447
2	Consultation report_Central Coast Airport Masterplan DRAFT	Provided Under Separate Cover	D16148928

Item No: 2.5
Title: Update on Coastal Management Program for the Open Coast
Department: Environment and Planning
23 April 2024 Ordinary Council Meeting

Reference: F2016/02332 - D16120405

Author: Ben Fullagar, Section Manager Catchments to Coast

Manager: Peter Sheath, Unit Manager, Environmental Management

Executive: Luke Sulkowski, Director Environment and Planning (Acting)

Recommendation

That Council:

1 Notes the report.

2 Endorses continued development of the Open Coast Coastal Management Program and planned consideration of the exhibition draft by Council in October 2024.

Report purpose

To provide an update to Council on the Coastal Management Program (CMP) for the Open Coast area. To recommend consideration of the exhibition draft by Council in October 2024 following completion of Stage 3 of the program.

Executive Summary

The Open Coast CMP is currently under development with consultant Worley engaged to undertake Stages 3 and 4. Community consultation was undertaken during January and February 2024 for Stage 3 to understand the issues and help frame management actions for the open coastline. A large response was received from the community with many comments being received on a wide range of issues and in some cases with contradictory opinions in regard to strategic coastal management.

Given the response, it is proposed to bring the draft CMP to the new Council in October 2024 to seek endorsement for placing the draft on public exhibition. Council staff and the consultant are working closely with the NSW Department of Department of Climate Change, Energy, the Environment and Water (DCCEEW) to ensure compliance with the coastal management framework and ultimately ensure suitability for certification by the Minister for Environment.

Background

Council is developing several Coastal Management Programs (CMP) for the Central Coast region to strategically manage the coastline and estuaries, resulting in a 10-year action plan that feeds into Council’s Integrated Planning and Reporting Framework. This follows the requirements and steps outlined in the NSW Government’s coastal management framework that includes a coastal management manual.

CMP Stages as outlined in the Coastal Management Manual are:

· Stage 1: Scoping Study.

· Stage 2: Technical Studies to address knowledge gaps.

· Stage 3: Identify and evaluation management options.

· Stage 4: Prepare, exhibit, finalise, certify and adopt the CMP.

· Stage 5: Implement, monitor, evaluate and report.

The Coastal Management Programs for the Central Coast are:

· Lake Macquarie Coastal Management Program,

· Open Coast Coastal Management Program,

· Tuggerah Lakes Coastal Management Program,

· Coastal Lagoons Coastal Management Program,

· Hawkesbury – Nepean Coastal Management Program (incorporating Brisbane Water and Broken Bay Beaches).

The Coastal Management Program for Lake Macquarie has been completed and was certified by the NSW Minister for Environment in September 2023. This CMP was completed by Lake Macquarie City Council with Central Coast Council input and includes the southern lake area that is within the Central Coast local government area.

The Open Coast CMP includes the coastline from Budgewoi Beach in the north to Killcare Beach in the south. The Stage 1 Scoping Study was completed in 2021. The Stage 2 technical studies were completed during 2023 and 2024. Following a competitive tendering process, Council engaged Worley consulting to complete Stages 3 and 4 of the CMP. The NSW Government is supporting this engagement via 2:1 (State : Council) funding support under the coastal and estuary grant program.

Community engagement for Stage 3 of the Open Coast CMP was undertaken during January and February 2024 to help identify issues and develop options. This engagement included the following:

· Your Voice Our Coast - Engagement webpage page updated (see Our Coast, Our Waterways | Your Voice Our Coast

· An online map based Social Pin Point page for the community to drop location pins and make comments. This platform received a large number of responses, in total 1066 comment pins were made.

· 6 pop up sessions were held where community members could talk to staff and provide comments to be included in the Social Pinpoint page.

· 2 targeted group sessions were held with community stakeholders, focusing on issue-based group discussions.

The engagement focused on the key themes of:

- Ecological Environment

- Coastal Hazards

- Building and Encroachment

- Access and Safety

- Amenities

- Other

An engagement outcomes report has been drafted and will be provided on the Your Voice Our Coast page summarising the outcomes of the engagement.

Current Status

Work on Stage 3 is progressing with consultant Worley currently undertaking the risk assessment and identification of management options. Management options are synthesised through consideration of existing coastal technical knowledge, additional technical information obtained through Stage 2, and consideration of feedback received from the community through Stage 3 engagement. Further workshops with stakeholders are proposed to help develop and evaluate options.

The preparation of the Stage 4 draft Coastal Management Program reports are occurring in parallel to the Stage 3 options development. Completion of the draft Coastal Management Program reports are scheduled for mid-2024.

Council staff and the consultant are working closely with the NSW Department of Department of Climate Change, Energy, the Environment and Water (DCCEEW) to ensure compliance with the coastal management framework. This includes a detailed review by both regional and state-wide DCCEEW staff at key stages and ultimately a review to determine suitability for certification by the Minister for Environment.

As per the requirements of the Coastal Management Manual it is proposed to place the draft Coastal Management Program reports on public exhibition for at least 28 days. A further report to Council is proposed for October 2024 to seek endorsement of the new Council to place the draft Coastal Management Program on public exhibition for comment.

Following exhibition and review of feedback the CMP reports will be updated as required. It is then expected that staff will then bring the updated draft CMP back to Council for recommended endorsement, and to then send to the Minister requesting certification. The CMP will become an adopted strategy of Council, supersede existing Council adopted Coastal Zone Management Plans (CZMPs) and feed into Council’s Integrated Planning and Reporting Framework.

Consultation

Substantial community engagement has already been undertaken both in Stage 1 of the CMP and now in Stage 3as outlined within this report and in more detail on the Your Voice Our Coast project page.

Further consultation is proposed for the development and exhibition of the draft CMP later in 2024.

Financial Considerations

At its meeting held 19 October 2020, Council resolved the following:

The following statement is provided in response to this resolution of Council.

There is no financial implication associated with the recommendation to note this report.

Link to Community Strategic Plan

Theme 3: Green

Choose Focus Area

G-F1: Protect our rich environmental heritage by conserving beaches, waterways, bushland, wildlife corridors and inland areas, and the diversity of local native species.

Risk Management

Council is minimising risk during development of the CMPs by working closely with the NSW DCCEEW staff and community stakeholders to ensure compliance with the coastal management framework and the manual providing Council the best opportunity to have an action plan that reflects the needs of the region and is certified by the Minister.

Options

Council is following the prescriptive NSW coastal management framework and the steps outlined within the coastal management manual, which means there are no other options available for Council regarding the development of the CMPs.

Attachments

Nil.

Item No: 2.6
Title: Surf Life Saving Central Coast and Surf Club Financial Partnership Support 2024-25 to 2027-28
Department: Community and Recreation Services
23 April 2024 Ordinary Council Meeting

Reference: F2024/00015 - D16137472

Author: Phil Cantillon, Unit Manager. Leisure Beach Safety and Community

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That Council:

1 Adopts the recommendations as outlined in this report to provide financial partnership support to Surf Life Saving Central Coast (SLSCC) and the Central Coast’s 15 Surf Clubs for four consecutive years from 2024-25 to 2027-28.

2 Approves the annual distribution of $213,500 through the following:

a) $38,000 to SLSCC to coordinate beach safety activities and educational messaging across the Central Coast.

b) $78,000 to SLSCC to administer the purchase of the following equipment on behalf of the Central Coast’s 15 Surf Clubs. This includes:

i. Inflatable Rescue Boat (IRB) motors over a multi-year replacement scheduled cycle;

ii. IRB hulls over a multi-year replacement scheduled cycle;

iii. service radios annually for all Surf Clubs;

iv. service oxygen equipment annually for all Surf Clubs; and

v. purchase of one rescue board for each Surf Club.

c) $6,500 direct to each of Central Coast’s 15 Surf Clubs to support beach safety operations.

Report purpose

To consider the recommendations to provide financial partnership support to Surf Life Saving Central Coast (SLSCC) and the Central Coast’s 15 Surf Clubs for four consecutive years from 2024-25 to 2027-28 at a combined value of $213,500 per year.

Executive Summary

Council provides a lifeguard service across 15 patrolled beach locations Monday to Friday from late September to April annually. The service provides a safe beach and aquatic environment for the residents and visitors of the region. SLSCC through the individual Surf Clubs, provides lifesaver patrols on the weekends and public holidays, covering the same span of hours and beach locations as our Council service. This creates a seven day a week seamless service for the community.

Background

Council previously provided financial support with agreements in place from 2017 to 2024, at a combined value of $213,500 per year. Separate financial partnership support agreements were also in place in the former Gosford City Council and Wyong Shire Council, that jointly accumulated to the combined value proposed.

This continued support will allow SLSCC and the Surf Clubs to deliver vital beach safety patrols and educational programs on the weekend and public holidays to Central Coast’s residents and visitors, keeping them safe and informed of the importance to “Swim Between the Flags”.

The Central Coast’s 15 Surf Clubs are as follows:

- The Lakes Surf Life Saving Club

- Soldiers Beach Surf Life Saving Club

- North Entrance Surf Life Saving Club

- The Entrance Surf Life Saving Club

- Toowoon Bay Surf Life Saving Club

- Shelly Beach Surf Life Saving Club

- Wamberal Surf Life Saving Club

- Terrigal Surf Life Saving Club

- North Avoca Surf Life Saving Club

- Avoca Beach Surf Life Saving Club

- Copacabana Surf Life Saving Club

- MacMasters Beach Surf Life Saving Club

- Killcare Surf Life Saving Club

- Ocean Beach Surf Life Saving Club

- Umina Beach Surf Life Saving Club

It is recommended that Council provides $213,500 in direct financial support for four consecutive years from 2024-25 to 2027-28, which is the same value to previous annual financial support provided.

This financial partnership support has historically been presented to SLSCC and Surf Clubs through an annual cheque presentation event held at the start of the patrol season in October, with SLSCC representatives and Surf Club Presidents in attendance.

The financial partnership support will be structured in the same manner as the previous agreements, following close consultation with Surf Life Saving Central Coast. The approach and ongoing partnership will ensure that the Central Coast is a leader in beach safety and an equipment replacement cycle is fully implemented.

Current Status

The proposed annual financial partnership support consists of:

1 $38,000 to SLSCC to coordinate beach safety activities and educational messaging across the Central Coast.

2 $78,000 to SLSCC to administer the purchase of the following equipment on behalf of the Central Coast’s 15 Surf Clubs. This includes:

a Inflatable Rescue Boat (IRB) motors over a multi-year replacement scheduled cycle;

b IRB hulls over a multi-year replacement scheduled cycle;

c service radios annually for all Surf Clubs;

d service oxygen equipment annually for all Surf Clubs; and

e purchase of one rescue board for each Surf Club.

3 $6,500 direct to each of Central Coast’s 15 Surf Clubs to support beach safety operations. A total of $97,500 provided.

Council provides shared fleet and equipment, with beach vehicles and jet ski’s utilised by Surf Clubs on weekends and public holidays. This in-kind support is approximately $50,000 value per year based on usage at the weekends and public holidays. Surf Life Saving also provide jet-skis that Council lifeguards utilise at specific sites.

Additionally, Council provides subsidised rental fees for Council owned Surf Clubs. In 23/24 Council had a surf club maintenance budget of $180,000 for pro-actively maintaining surf clubs, with necessary repairs and renewals. This expenditure varies and typically increases depending on the reactive nature of repairs and damage, whilst $200,000 was assigned in 2023-24 for capital renewals. Future capital funds are assigned based on the condition of surf clubs, lifecycle of assets and resource priorities in line with Council’s asset management plans.

In 2022-23, Surf Life Saving Central Coast had a total of 8,541 active members across the fifteen Surf Clubs, who delivered over 93,400 patrolling hours, with 26,193 preventative actions and 621 rescues completed. SLSCC support operations team also responded to 46 emergency call outs and incidents and eight (8) Community Rip Demonstrations were conducted including the black spot area of The Entrance channel. A high number of community education programs were delivered with school bookings, including 55 days of surf fun. These educational programs are aligned to Council’s own beach safety messaging, that is delivered throughout the year.

A Social and Economic Value Study of Surf Life Saving in Australia was completed by Deloitte’s in August 2020, which reported that the total net benefit of Surf Life Saving Australia to the Australian community is $97 billion across 15 years, and that every dollar invested provides a return of $20.20 for the Australian community. This Cost Benefit Analysis identifies four specific benefits including - coastal safety and lifesaving, education and training, social benefit of volunteering and increased physical activity. The cost to Council to provide an extended lifeguard service at the weekends and public holidays at the current fifteen beach locations would be approximately $860,000 per annum. This includes weekend and public holiday employee penalty rates and loading, and fleet cost. This indicates the value for money that the financial partnership with SLSCC provides to the community.

Consultation

Leisure, Beach Safety and Community Facilities Unit Manager has worked closely with the Chief Executive Officer for Surf Life Saving Central Coast to ensure the ongoing support provides the most benefit for the community and maximises resources between the two organisations.

Financial Considerations

At its meeting held 19 October 2020, Council resolved the following:

The following statement is provided in response to this resolution of Council.

Funding of $213,500 for the financial partnership support for 2024/25 is included in the 2024/25 Draft Operational Plan.

Funding for the three years from 2025/26 to 2027/28 is included in Council’s Long Term Financial Plan.

Link to Community Strategic Plan

Theme 1: Belonging

Goal L: Healthy lifestyle for a growing community

B-A4: Enhance community safety within neighbourhoods, public spaces and places.

Risk Management

There is a reputational and safety risk to the community, if the financial partnership support ceases or is significantly reduced, due to insufficient funds aligned to replace rescue equipment, complete educational programs, and support beach safety patrols. This presents a risk of future drownings on the beaches. Regular consultation and discussion have occurred with Surf Life Saving Central Coast to maintain ongoing education programs and patrol delivery to the same levels of the previous three-year agreement.

The cost to Council replacing this service on weekends and public holidays internally is significant, costing over four times the financial support provided.

Options

1 To provide the recommended financial partnership support to Surf Life Saving Central Coast and the 15 Surf Clubs of $213,500 for four consecutive years from 2024-25 to 2027-28. This is the recommended option.

2 Council could decide to provide less financial support to Surf Life Saving Central Coast and the 15 Surf Clubs. This presents a significant risk of rescue equipment not being satisfactory, educational programs being reduced and patrols not occurring.

Not recommended.

Attachments

Nil.

Item No: 2.7
Title: Renewal of Leases for Central Coast Surf Life Saving Clubs
Department: Community and Recreation Services
23 April 2024 Ordinary Council Meeting

Reference: F2024/00015 - D16060560

Author: Phil Cantillon, Unit Manager. Leisure Beach Safety and Community

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That Council:

1 Adopts the recommendations as outlined in this report and in Confidential Attachment 1 for the renewal of leases for Central Coast Surf Clubs with annual fixed tier fees.

2 Notes that surf clubs who wish to enter a new lease prior to any current expiration, transition by remaining on their current fee with CPI applied annually, until they reach their current lease expiry date.

3 Resolves, pursuant to section 11(3) of the Local Government Act 1993, that Attachment 1 remains confidential in accordance with section 10A(2)(d)(iii) of the Local Government Act as it contains commercial information of a confidential nature.

Report purpose

To consider the recommendations to provide a new renewal model for surf club leases that is fair and transparent, whilst providing security of tenure for clubs with a realistic and affordable leasing model for both Council and surf clubs.

Executive Summary

In August 2020, Council developed and adopted a Leasing and Licensing Policy, which provides consistency and transparency in fees, tenure, and maintenance responsibilities for all Council’s community facilities. Lease tenure is typically five years and extends to 10 years based on a community groups investment into the facility. Council provides a range of rental subsidy to sporting groups, community groups and not for profit groups. The subsidy ranges from a 100% rental subsidy to full market rent, which is applicable to businesses and commercial operations.

Surf Clubs were excluded from the policy at the time, as most clubs had long term tenure, and have a mix of community and commercial activity in the facility. It is acknowledged that the commercial activity is utilised to support surf club operating costs, and building improvements, as the clubs are not for profit.

Background

Central Coast Council owns and manages 12 surf clubs across the region which are operated by the surf clubs under a lease arrangement. Additionally, three surf clubs (The Lakes, North Entrance, MacMasters) have direct leases with NSW Government Crown lands and are not Council assets. From the 12 Council surf club assets five are on Council land and seven are on Crown land.

Most of the surf clubs have long term tenure with existing 10-year leases in place, for the northern surf clubs, 20-year leases were issued (10 year by 10-year option) by the former Wyong Council. However, there are several surf clubs in the southern region of the coast that are due to expire from their initial 20-year lease. Kilcare, Avoca, and Terrigal surf clubs’ leases are due to expire in 2026. Umina (2017) and North Avoca (2022) are currently operating on hold over provisions. Council currently provides a significant rental reduction to surf clubs, which is based on historical market rent, when the leases were first executed.

Whilst the buildings are utilised for surf lifesaving activities, the facilities also provide a place for the community to meet and socialise with a range of positive activities such as exercise and physical activity classes, meetings, functions, events, and carnival presentations taking place. Some clubs also have a kiosk, café and/or restaurant, which are operated on a commercial basis, and sub leased by the club. The club utilise the income they receive from subletting to help support building improvements. The clubs are responsible for the cost of their usage of any water, and utilities.

Council is responsible for maintaining the structure of the building with repairs and replacements to roof, windows, and exterior walls, whilst the club is responsible for the operational maintenance and general upkeep. All of the regions surf clubs are pro-active in seeking and securing funding opportunities from State and Federal Government for improvements to the buildings. Upgrades to surf clubs in recent years include improvements to bathrooms, changing rooms, toilets, awnings, first aid rooms, training rooms, all made possible through securing external funding. Council also provides community grants that benefit the renewal of surf club equipment, and activities, with many clubs successful in their funding applications throughout the year.

Additionally, Council provides a total of $213,000 annually in surf lifesaving financial partnership support with $6,500 directly for each 15-surf clubs, $78,000 to Surf Life Saving Central Coast (SLSCC) for the purchase of operational equipment such as oxygen, boards, IRB hulls for the surf clubs and $38,000 for the coordination of beach safety educational activities by SLSCC.

Council provides approximately $50,000 per year in shared fleet equipment, Council also uses jet ski equipment that belongs to Surf Life Saving.

Current Status

Council spends approximately $180,000 per year in pro-actively maintaining the twelve surf clubs, with necessary repairs and renewals. This expenditure varies depending on the reactive nature of repairs and damage.

Council’s capital budget expenditure in 2023/24 was $200,000. Council plans for a number of roof replacements, lift replacements, structural building works, and floor fitting upgrades occurring over the next 10 years with a rolling program in place across the surf clubs.

Council staff have worked with Surf Life Saving Central Coast to develop a realistic and affordable leasing model which aims to give security of tenure to clubs, ensure the financial sustainability of the facilities and provide consistency and rationale across the leasing model. Three strategic options were provided to the Chief Executive Officer for Surf Life Saving Central Coast (SLSCC), SLSCC President and NSW Surf Life Saving Chief Operating Officer outlining the collective and individual financial impact to surf clubs. Meetings were also held to discuss the three options in detail. The options included:

1. Fixed fee tiered model

2. Varying market rent subsidy

3. Same subsidy for all surf clubs

The preferred option for Surf Life Saving representatives was a fixed fee tiered approach with capped fees, and surf clubs with the greater commercial opportunities paying a higher fee.

That surf clubs who wish to enter a new lease prior to any current expiration, transition by remaining on their current fees, with CPI applied annually. Once they reach their current lease expiry date, they would adopt the fixed fee tiered approach.

This option was also supported by Council staff.

Term Inclusions for Renewals

- Leases are for a tenure of a 20-year period with a review date of 15 years into the term of the lease, which provides security and long-term tenure.

- CPI increase applied annually based on an average of the previous three-year actual CPI.

- Clear maintenance responsibilities for both Council and surf clubs are aligned to Council’s Leasing and Licensing Policy-Annexure.

- That surf clubs who wish to enter a new lease prior to any current expiration, transition by remaining on their current fees, with CPI applied annually (based on an average of the previous three-year actual CPI). Once they reach their current lease expiry date, they would adopt the fixed fee tiered approach.

- All sub-leases to be reviewed by Council for approval.

- Council staff to review and approve surf club building upgrades, redevelopment plans, funding submissions to ensure they meet building code, planning legislation and community need.

Consultation

Leisure, Beach Safety and Community Facilities Unit Manager and Director Community and Recreation Services have collaborated with the Chief Executive Officer for Surf Life Saving Central Coast (SLSCC), SLSCC President and NSW Surf Life Saving Chief Operating Officer to develop the model including proposing three options and providing clear strategy.

Financial Considerations

At its meeting held 19 October 2020, Council resolved the following:

The following statement is provided in response to this resolution of Council.

The model proposes a slight increase to Council through additional lease fees.

Link to Community Strategic Plan

Theme 1: Belonging

Goal L: Healthy lifestyle for a growing community

B-A4: Enhance community safety within neighbourhoods, public spaces and places.

Risk Management

There is a risk to Council if lease fees are fixed at 100% commercial rate that would be detrimental to the financial sustainability of surf clubs, and their ability to operate.

There is a risk to Council if lease fees are not closely aligned to the current Leasing and Licencing Policy and similar fee support currently provided to other community groups. The proposed model supports surf clubs with a higher subsidy to those that have limited commercial opportunities, whilst surf clubs with significant sub-lease opportunities which yield commercial income pay the most, which is fair and equitable.

Options

1. That Council adopt the recommendations as outlined in this report and Confidential Attachment 1 for the renewal of leases for Central Coast Surf Clubs with a fixed tiered fee. - This is the recommended option.

2. Council could adopt the varying market rent subsidy model which would result in significant increases to some clubs. - Not recommended

3. Council could adopt the same subsidy for all surf clubs. This would be unfair for the smaller clubs who have limited commercial opportunities, who would pay similar fees to clubs with kiosks, café, and restaurant sub-lease income. - Not recommended

4. Council could decide to increase the commercial lease income to 100% commercial rate or alternatively offer peppercorn rent ($1) for surf clubs. - Not recommended.

Attachments

CONFIDENTIAL - Renewal of Surf Club Leases - Current and Proposed Fees -

Provided Under Separate Cover

D16138070

#	*Policy Title*	*Directorate*	*Business Unit*	*Reason for Revocation*
1	Single Use Plastic Policy	Infrastructure Services	Waste and Resource Recovery	The intent and statement of this policy has been superseded by other policies, guidelines, procedures and legislation introduced by both the NSW Government and Council, and as such, the policy itself has been rendered redundant. Council continues to support the aim of the policy in principle through other strategic documents, including the Community Strategic Plan, Waste Resource Management Strategy 2020-2030, Procurement Policy and Sustainable and Plastic Free Events Policy. The NSW Government has also introduced a wide range of initiatives, including the NSW Plastics Action Plan 2021, the NSW Waste and Sustainable Materials Strategy 2041 and the Plastic Reduction and Circular Economy Act 2021.
2	Gifts and Benefits Policy	Corporate Services	Governance Risk and Legal	The content of this policy is already contained within Council’s Code of Conduct.
3	Social Media for Councillors Policy	Corporate Services	Governance Risk and Legal	This policy is very general in nature and many of the principles are covered in other Council policies, such as the Code of Conduct, Social Media Policy and Communications and Media Relations Policy.

Item No: 2.9
Title: Outcomes of Public Exhibition Night-Time-Economy Discussion Paper
Department: Environment and Planning
23 April 2024 Ordinary Council Meeting

Reference: F2024/00015 - D16104520

Author: Andrew Powrie, Business Economic Development Manager

Manager: Jamie Barclay, Unit Manager Economic Development and Property

Executive: Luke Sulkowski, Director Environment and Planning (Acting)

Recommendation

That Council:

1 Notes that public exhibition has occurred for the draft Central Coast Night-Time Economy Discussion Paper.

2 Adopts the attached Central Coast Night-Time Economy Discussion Paper amended as follows:

a) Included Central Coast Local Health District (CCLHD) and Business NSW as example stakeholders for the action – “Establish Night-Time Economy Working Group”.

b) Added “Use Night-Time Activities Mapping Project in conjunction with the Central Coast Local Health District and the NSW Police to help inform the extended business hours trial action for Special Entertainment Precincts”.

c) Amended “Undertake a Tourism Branding and Marketing Strategy for Central Coast, with a focus on Gosford as a priority” to “Implement new 3-Year Destination Central Coast Marketing Strategy, with a focus on Gosford and sub regional proposition priorities”.

d) Added “Direct local businesses to Destination NSW’s NSW First Program in order to establish bookable night-time products and experiences”.

e) Added “Work with industry and the Office of the 24-hour Commissioner to enrol businesses in the Uptown Accelerator Program and subsequent Uptown Grant Programs”.

3 Supports the identified potential projects within the discussion paper for staff to continue to pursue and implement as existing resources and grant funding opportunities allow.

Report purpose

To enable Council to consider the outcomes of the community consultation on the Draft Central Coast Night-Time Economy Discussion Paper (as resolved by Council on 28 November 2023) and to present to Council the final, amended, Central Coast Night-Time Economy Discussion Paper for adoption.

Executive Summary

This draft Central Coast Night-Time Economy Discussion Paper provides a strategic framework with potential projects identified for the long-term development and growth of the night-time economy across all towns on the Central Coast.

Council considered the draft Discussion Paper at its meeting of 28 November 2023 and resolved to,

(1) Endorse the draft Central Coast Night-Time Economy Discussion Paper for public exhibition for not less than 28 days.

(2) Following exhibition, receive a report on submissions for consideration along with a recommendation on the finalisation of the Central Coast Night-Time Economy Discussion Paper.

Following the resolution Council undertook community consultation on the draft Discussion Paper between 28 November 2023 and 12 February 2024. The online consultation survey form, survey responses, online feedback and letters received can be found in Attachments 1 to 4.

Council staff have reviewed the submissions and have updated the Central Coast Night-Time Economy Discussion Paper (Attachment 5) to incorporate the feedback received during the community consultation. Several recommended amendments have been made to the exhibition draft which are further discussed in this report and recommended for adoption by Council.

This report has been prepared to seek a Council resolution to adopt the Central Coast Night-Time Economy Discussion Paper.

Background

The concept of the night-time economy has gained increasing currency over the last couple of decades. It refers to the range of leisure activities and experiences associated with patterns of collective night-time socialising and entertainment. The activities that take place after dark in town centres play a significant role in shaping the image and liveability of those locations.

Core night-time economy businesses are typically the types of businesses people would associate with a vibrant ‘night life’. These are important for providing residents and visitors with places to go, to socialise and enjoy the night hours. They include food, drink, and entertainment venues such as restaurants, cafes, pubs, bars, night clubs, theatres, cinemas, stadiums, and live music venues.

The range of activities and experiences within the night-time economy are important in terms of the expression of local identity, as well as investment, employment, and consumer spending. From an economic development perspective, the night-time economy provides a variety of jobs, particularly for younger people. An appealing night-time economy is equally an important factor in attracting a talented workforce, addressing the question - what is there to do at night?

A well-functioning night-time economy involves partnership, support and collaboration between government, private enterprise, and community interest groups. The successful facilitation of vibrant night-time economies and entertainment precincts can develop cultural and community vitality and improve local economies (through tourism and employment growth) while also offering opportunities for the production and consumption of art and culture.

Central Coast Council’s Economic Development Strategy 2020-2040 identifies the opportunity to develop the night-time economy on the Central Coast, specifically it has a priority action to prepare a night-time economy discussion paper, exploring options for enhancing the diversity and size of our night-time economy.

The Central Coast Destination Management Plan 2022-2026 also has an action to undertake a night-time activation and enhancement strategy which identifies intervention concepts for night-time economy precincts, understanding barriers to night-time activity (including zoning, compliance).

This Discussion Paper addresses these two strategic actions and provides a strategic framework with potential projects identified for the development of the night-time economy on the Central Coast.

The Strategic Framework sets four themes and subsequent projects and potential projects that have been prioritised over short (1-2yrs), medium (2-4yrs), and long-term (4yrs+) timeframes. The four themes are:

1. Policy & Leadership - Policy, planning and governance structures to enable and support the night-time economy.

2. Activation - Cultural and social activity to create vibrancy.

3. Visual Amenity - An attractive, immersive, and vibrant public realm to bring places to life at night.

4. Enabling Infrastructure -Well-functioning infrastructure and services to ensure the night-time economy can be accessed and enjoyed safely.

The Discussion Paper identifies that establishing a successful and well-functioning night-time economy on the Central Coast is an important economic development objective for Council, and requires partnership, support and collaboration between government, private enterprise, and the community.

Current Status

Council considered the draft Night-Time Economy Discussion Paper at its meeting of on 28 November 2023 and resolved to,

(1) Endorse the draft Central Coast Night-Time Economy Discussion Paper for public exhibition for not less than 28 days.

(2) Following exhibition, receive a report on submissions for consideration along with a recommendation on the finalisation of the Central Coast Night-Time Economy Discussion Paper.

Following the resolution, Council undertook community consultation between 28 November 2023 and 12 February 2024. The Discussion Paper was shared with industry, stakeholders, and the broader Central Coast community through Central Coast Council marketing channels.

The report advises on outcomes of the community consultation and presents an updated Central Coast Night-Time Economy Discussion Paper to Council to consider for adoption.

Report

The draft Discussion Paper was placed on yourvoiceourcoast.com and it was communicated to industry and the broader community via a range of marketing channels. There was information provided on the strategic development of the Discussion Paper and a guided submission survey to complete along with the opportunity to provide written comments.

There were 445 page views with 288 downloads of the Discussion Paper. There were 389 online respondents, with 59% completing the full survey and 40% providing written comments and feedback. There were also 7 individual separate submissions (letters) provided.

Of the 389 online responses:

· 95% were local residents.

· 75% had read the Draft Discussion Paper.

· There was a good and equitable mix of ages represented, with the overwhelming majority between 25 years and 74 years.

· 31% owned or represented a business, 20% of that number represented the hospitality or tourism industry.

· 25 said they were interested in being part of the Night-Time Economy Working Group that will be established to guide the delivery of projects. This was an excellent response and shows industry and the community’s passion to support the development of the Night-Time Economy on the Coast.

What the community provided as feedback to the survey questions about the draft night Time Economy Discussion paper and the priority actions proposed:

· Respondents were asked to give their level of agreement, on a 5-point rating scale from strongly disagree to strongly agree, with the 6 key insights uncovered through consultation and analysis. And the vast majority agreed or strongly agreed with all the key insights identified in the Discussion Paper.

Discussion Paper Key Insights	Agree
There is a lack of vibrancy and things to do at night, especially for families.	88%
The region is highly dispersed with a lack of transport infrastructure and parking.	85%
The public infrastructure in many areas is unattractive and poorly maintained.	86%
There are concerns about security, safety and alcohol related antisocial behaviour.	67%
Noise complaints prevent the progression of late-night economic activity.	85%.
Council policies are unclear and delays in approvals can prevent investment.	73%

· Respondents were then asked to give their level of agreement, on a 5-point rating scale from strongly disagree to strongly agree, with the with the short-term priority actions (1-2 years) identified for Council. And, again, the vast majority agreed or strongly agreed with all the early priority actions.

Short Term Priority Actions	Agree
Deliver Safer Cities: Her Way pilot initiatives	72%
Establish a working group to encourage collaboration and guide project delivery.	78%
Create a roadmap for managing business enquiries within Council.	81%
Establish a business concierge to assist investment in the night-time economy.	79%
Maintain strong working relationships with state partners.	78%
Manage community expectations around noise in key night-time precincts.	83%
Establish ‘Special Entertainment Precincts’ in key locations on the Coast.	90%
Trial an extended business hour policy for Special Entertainment Precincts.	90%
Trial automatic outdoor dining permit approvals for Special Entertainment Precincts.	90%
Support delivery of live music micro-festival events at night-time.	94%
Advocate for funding through the Office of the 24-hour commissioner.	77%
Support night-time events and activities such as night markets.	95%
Facilitate live music and busking after dark across the coast.	94%
Encourage local food businesses to deliver late night meals to bars and live music venues.	90%
Collaborate with Transport for New South Wales to trial pilot on demand bus service.	90%

The written submissions:

· There were 146 written responses on the draft Discussion Paper – 139 online and 7 written letters and, by and large, the greater majority were very supportive of the intent to activate the night-time-economy on the Coast.

· The submissions offered a wide range of perspectives, thoughts and ideas.

· Feedback and comments ranged from;

o examples from other locations and countries

o ensuring support for the many locations across the Coast

o highlighting the need for things to do for families and children

o advocating for the role live music can play along with events

o the need for infrastructure

o safety and alcohol management plans being at the forefront involving the Police and Local Health District

o the ongoing public transport challenges

o focusing on Gosford and the Waterfront/City revitalisation

o assisting business with policy guidance and the journey through Council.

· Collectively the feedback emphasized the importance of a well-rounded approach to developing the night-time-economy in a way that is inclusive, safe, appropriate and vibrant.

· All community members who provided written feedback, online and letters, (who provided an email address) were responded to and thanked for their input.

After considering all submissions, the majority of the feedback provided is contained within the narrative of the Discussion paper under the 4 Strategic Themes and potential projects identified.

The Discussion paper has a key early action of establishing a Night-Time Economy Working Group incorporating internal and external stakeholders. Once that Working Group is formed a key piece will be ensuring all community feedback is reviewed and is front and centre as collaboration occurs to guide the delivery of proposed actions and potential projects.

It is anticipated the delivery of potential projects will be managed via 1-year implementation plans, with the currency of the proposed potential projects sitting within the Discussion Paper to be reviewed each year by the Working Group as the next year’s plan is created. Industry and community engagement and communications will be a cornerstone of all activity undertaken.

The following recommended amendments have been made to the draft Night-Time Economy Discussion Paper following the exhibition period and with consideration of submissions received:

1. Included Central Coast Local Health District (CCLHD) and Business NSW as example stakeholders for the action – “Establish Night-Time Economy Working Group”.

2. Added “Use Night-Time Activities Mapping Project in conjunction with the Central Coast Local Health District and the NSW Police to help inform the extended business hours trial action for Special Entertainment Precincts”.

3. Amended “Undertake a Tourism Branding and Marketing Strategy for Central Coast, with a focus on Gosford as a priority” to “Implement new 3-Year Destination Central Coast Marketing Strategy, with a focus on Gosford and sub regional proposition priorities”.

4. Added “Direct local businesses to Destination NSW’s NSW First Program in order to establish bookable night-time products and experiences”.

5. Added “Work with industry and the Office of the 24-hour Commissioner to enrol businesses in the Uptown Accelerator Program and subsequent Uptown Grant Programs”.

Following Council’s endorsement of the exhibited draft Discussion Paper, there have been a number of key occurrences from the Office of the 24-Hour Commissioner:

· A Night-Time Economy Toolkit for Local Government has been launched.

· The Uptown Accelerator Growth and Grant Program for hospitality business has been extended to include the Central Coast (was previously just Sydney metro).

· There has been a Director from the Commission appointed for the Hunter and Central Coast.

· The 24-Hour Economy Legislation Amendment (Vibrancy Reforms) Act 2023 and the 24-Hour Economy Commissioner Act 2023 passed through NSW Parliament on 30 November 2023. The reforms cover 6 key areas related to the night-time-economy and will be rolled out in a staged process:

1. Sensible venue sound management

2. Vibrant, coordinated precincts

3. An activated outdoors

4. Empowering the 24-Hour Economy Commissioner to deliver a sustainable, thriving night-time economy

5. Streamlined, contemporary licensing

6. Improving the night-time for workers

Staff have given consideration to these developments, and advise that the draft Discussion Paper, with the recommended amendments remains appropriate and consistent with these changes. These developments reinforce the findings and recommendations in Council’s draft Discussion Paper, and the recommendations to ratify it. There will be a great opportunity for Council to be at the forefront of activating our night-time-economy in collaboration with, and using all the tools, resources and funding available from, the Office of the 24-Hour Commissioner.

Consultation

The exhibited draft Central Coast Night-Time Economy Discussion Paper has been updated after consultation with the community to ensure alignment with Council’s corporate approach to community engagement.

Financial Considerations

At its meeting held on 19 October 2020, Council resolved the following:

The following statement is provided in response to this resolution of Council.

As night-time economy projects are scoped and assessed, funding will need to be considered from existing programs and budgets, and as part of Council’s annual operational budget considerations. Therefor the adoption of the Night-Time economy Discussion paper will not impact Council’s Long-Term Financial Plan. The Discussion Paper also includes an action of advocating for and securing funding to deliver projects. Relevant Council departments will also continue to apply for grant opportunities to execute projects as identified through future plans.

Link to Community Strategic Plan

Theme 2: Smart

Goal C: A growing and competitive region

S-C3: Facilitate economic development to increase local employment opportunities and provide a range of jobs for all residents.

Risk Management

There are reputational and financial risks of both implementing and not implementing proposed actions. These risks are mitigated through stakeholder consultation and incorporation of proposed actions, should they be adopted, into existing work programs.

Options

1 Endorse and adopt the amended Central Coast Night-Time Economy Discussion Paper – This is the recommended option.

2 Resolve not to endorse and adopt the updated Central Coast Night-Time Economy Discussion Paper. This is not the recommended option.

Attachments

1	Your Voice Online Engagement Draft NTE Discussion Paper Submission Form	Provided Under Separate Cover	D16104582
2	NTE Discussion Paper Online Survey Responses	Provided Under Separate Cover	D16104586
3	Online Submissions Draft NTE Discussion Paper Exhibition	Provided Under Separate Cover	D16104587
4	Letter Submissions Draft NTE Discussion Paper Exhibition	Provided Under Separate Cover	D16104589
5	Central Coast NTE Discussion Paper Final for Adoption	Provided Under Separate Cover	D16105856

Item No: 2.10
Title: Exhibition of the Central Coast Section 7.12 Local Infrastructure Contributions Plan 2023
Department: Environment and Planning
23 April 2024 Ordinary Council Meeting

Reference: F2019/01285 - D16121239

Author: Shannon Turkington, Unit Manager Strategic Planning

Manager: Luke Sulkowski, Director Environment and Planning (Acting)

Executive: Luke Sulkowski, Director Environment and Planning (Acting)

Due notice is given of this matter in accordance with Council’s Code of Meeting Practice.

The report and any relevant attachments will be provided prior to the Ordinary Meeting of 23 April 2024.

Item No: 2.11
Title: Settlers Road Natural Disasters Works
Department: Infrastructure Services
23 April 2024 Ordinary Council Meeting

Reference: F2024/00015 - D16111349

Author: Renee Williams, Personal Assistant

Manager: Michael Ross, Unit Manager Procurement and Project Management

Executive: Boris Bolgoff, Director Infrastructure Services

Recommendation

That Council:

1 Resolves, for the purposes of Section 55(3)(i) of the Local Government Act 1993, that a satisfactory result will not be achieved by inviting tenders for Contract CPA5497 Natural Disaster Remediation Works Ch60 to Ch100 Settlers Rd, Wisemans Ferry for the following reasons:

a) Delaney Civil Pty Ltd were engaged following a competitive tender process by Hawksbury City Council for works associated with the replacement of Thomas James Bridge.

b) Delaney Civil Pty Ltd are currently completing works between Ch250 to Ch450 in accordance with a Memorandum of Understanding between Central Coast Council and Hawksbury City Council.

c) The anticipated contract expenditure has been confirmed by a registered Quantity Surveyor to demonstrate value for money.

d) To engage another contractor at this stage would result in additional costs, project delays, complexities in site access, commercial risk associated with multiple contractors working in the same vicinity and further disruption and delay to the community.

2 Approves the execution of a contract with Delaney Civil Pty Ltd for CPA5497 Natural Disaster Remediation Works Ch60 to Ch100 Settlers Rd, Wisemans Ferry with an estimated value as detailed in confidential attachments 2 and 3.

3 Resolves, pursuant to section 11(3) of the Local Government Act 1993, that Attachments 2 and 3 remain confidential in accordance with section 10A(2)(c) and 10A(2)(d)(iii) of the Local Government Act as it contains commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it and because consideration of the matter in open Council would on balance be contrary to the public interest as it would affect Council’s ability to obtain value for money services for the Central Coast community.

Report purpose

To support the direct engagement of Delaney Civil Pty Ltd for CPA5497 Natural Disaster Remediation Works Ch60 to Ch100 Settlers Rd, Wisemans Ferry in accordance with Sect 55 (3) (i) (extenuating circumstances) of the Local Government Act 1993.

Executive Summary

Central Coast Council and Hawkesbury City Council suffered extensive damage to road infrastructure within their respective Local Government Area’s over the past four years that have been attributed to Natural Disaster. The section of Settlers Road, Wisemans Ferry that relates to this report impacts both Local Government Area’s as the Local Government Area boundary is the centre line of the road and a major landslip on the Central Coast Council side has resulted in a lane closure for approximately 350m further along Settlers Road with minor narrowing of the road at this location. The works are required to be completed to stabilise the embankment and enable the road to return to two lanes, thereby reducing further impact on the community and nearby residents.

Currently, Hawkesbury City Council, through a contract awarded to Delaney Civil Pty Ltd is completing required remediation works along Settlers Road along with works associated with the Thomas James Bridge remediation. Initial Natural Disaster grant funding was based on requirements around Chainage 250 to 450 based on a report commissioned by Transport for NSW and omitted the damage down to the lower Chainage portion of the road that had also suffered a landslip. During inspections it was identified that this landslip did in fact impact the road and Transport for NSW have agreed and approved additional grant funding through the Commonwealth Government Disaster Recovery Funding Arrangements (DRFA) for these works to be undertaken.

Due to the close proximity of these additional works to the current works being undertaken by Delany Civil Pty Ltd there is opportunity to achieve significant cost and time savings through awarding a contract for these works directly to Delaney Civil Pty Ltd. These related works need to be completed as soon as practicable as to avoid further dilapidation of the road and escarpment. It is also of significant benefit to the community to ensure all related works within the vicinity of Settlers Road and Thomas James Bridge are completed in parallel as to minimise the duration of disruption and related road closures. This proposed delivery approach of awarding the contract directly to Delaney Civil Pty Ltd enables the above opportunities to be realised, whilst eliminating the commercial risks and coordination complexities of having multiple contractors working on adjacent projects within close proximity.

Proposed costing provided by Delany Civil Pty Ltd for this portion of work, which has subsequently been assessed by a registered Quantity Surveyor has determined that the proposal demonstrates value for money, predominantly due to Delaney Civil Pty Ltd already having a presence onsite, negating site establishment and reducing site management and traffic control costs. It is considered that this option is the most advantageous for Council and demonstrates the best value for money outcome.

The works are fully funded under the Commonwealth Government Disaster Recovery Funding Arrangements (DRFA), which is administered by Transport for NSW (TfNSW).

The reason this matter is being brought to Council is that in accordance with the requirements of Section 55 of the Local Government Act, it is considered that a satisfactory result will not be achieved by inviting tenders in accordance with part 7 (Tendering) of the Local Government (General) Regulation. Therefore, and in accordance with the provisions of Section 55(3)(i) a Council resolution is being sought to deviate from a standard tender process due to extenuating circumstances as detailed within this report. As the proposed delivery approach provides a cost saving, it represents value for money and is efficient in delivering the project with minimal impact to the community.

Background

Recent Natural Disasters have resulted in extensive damage to Councils Road network. The State Government through the Australian Government Disaster Recovery Funding Arrangements (DRFA) are providing grant funding to remediate the damages, with full rectification of the damaged assets forecast to take up to three years to complete. Central Coast Council have responded to the Natural Disaster crisis and subsequent damage to road assets with the formation of a project team with a dedicated focus on the remediation effort. Central Coast Council have currently identified over one hundred land slips impacting road assets, expected to cost in excess of $85 Million to rectify.

Settlers Road, Wisemans Ferry suffered significant damage from the Natural Disaster event in March 2022. The disaster event resulted in a significant landslide from the upslope escarpment located within Central Coast Council LGA, on the northern side of Settlers Road, and extensive damage to the Historic Thomas James Bridge, located within Hawkesbury City Council LGA.

Following extensive discussion with Hawkesbury City Council and Transport for NSW, it was determined that the optimum delivery approach would be achieved through a single point of management for the remediation works. A subsequent Memorandum of Understanding (MoU) was established between Hawkesbury City Council and Central Coast Council, identifying Hawkesbury City Council as the lead agency to manage delivery of the remediation works. This was considered prudent due to their component of the works initially being considered larger in size and scale to that of Central Coast Council.

Subsequently, Hawkesbury City Council engaged Delaney Civil Pty Ltd to complete the remediation works to Thomas James Bridge and Settlers Rd escarpment.

Current Status

Remediation works along Settlers Road are rapidly progressing. Whilst overseeing the remediation works further damage was identified along Settlers Road, towards the Ferry terminal, between chainage 60 and 100. Following investigations and discussions involving Transport for NSW, Hawkesbury City Council and Councils engaged geotechnical consultant GHD, a further grant funding request was submitted and approved by the funding body, enabling remediation works to be undertaken to this further section of escarpment/slope failure.

It is necessary to remediate the disaster site as soon as practicable to avoid further dilapidation of the road and escarpment, it is also of significant benefit to the community to ensure all related works within the vicinity of Settlers Road and Thomas James Bridge are completed in parallel as to minimise the duration of disruption and related road closures. In acknowledgement of this understanding, Central Coast Council officials approached Delaney Civil Pty Ltd to investigate their capacity to undertake additional works in parallel to existing contracted works with Hawkesbury City Council, but to also understand the associated costs, and if known opportunities associated with direct engaging Delaney Civil Pty Ltd would yield expected cost savings and demonstrate sufficient benefit, from a value for money perspective, to recommend execution of a contract through direct engagement to Council.

Report

During weather events of March 2022, extensive damage was experienced to natural and built assets along Settlers Road, Wisemans Ferry. The disaster event resulted in a significant landslide from the upslope escarpment located within Central Coast Council LGA, on the northern side of Settlers Road, and extensive damage to the Historic Thomas James Bridge, located within Hawkesbury City Council LGA.

Following extensive discussions with Hawkesbury City Council and Transport for NSW, it was determined that the best delivery approach would be achieved through a single point of management for the remediation works. Accordingly, it was resolved at Council meeting 28 February 2023 (Resolution 38/22) that Central Coast Council enter into a Memorandum of Understanding with Hawkesbury City Council, enabling Hawkesbury City Council to manage a portion of Natural Disaster remediation works on Settlers Road, Wisemans Ferry on behalf of Central Coast Council.

Following a procurement exercise undertaken by Hawkesbury City Council, Delaney Civil Pty Ltd were appointed to complete the remediation works to Thomas James Bridge, and later the slope remediation works between chainage 250 and 450.

While overseeing the remediation works being undertaken under the memorandum of understanding, further damage was identified along Settlers Road, towards the Ferry terminal, between chainage 60 and 100. Following investigations and discussions involving Transport for NSW, Hawkesbury City Council and our engaged geotechnical consultant GHD, a further grant funding request was submitted and approved by the funding body, enabling remediation works to be undertaken to this further section of escarpment/slope failure.

Understanding the need to remediate the disaster site as soon as practicable to avoid further damage to the road and escarpment during a weather event, in addition to the significant benefit to the community in ensuring all related works within the vicinity of Settlers Road and Thomas James Bridge are completed in parallel as to minimise the duration of disruption and related road closures. Central Coast Council officials approached Delaney Civil Pty Ltd to investigate their capacity to undertake additional works in parallel to existing contracted works with Hawkesbury City Council, but to also understand the associated costs, and if known opportunities associated with direct engaging Delaney Civil Pty Ltd would result in financial benefit and the ability to demonstrate value for money on a direct engagement recommendation to Council. Accordingly, Council Officers engaged registered quantity surveying firm, Currie and Brown to undertake a detailed assessment of the Delaney Civil Pty Ltd proposal to confirm value for money was being demonstrated and to also seek third party consideration on the proposed remediation approach. Subsequent advice, as detailed within confidential Attachment 2 confirmed that accepting the proposal from Delaney Civil Pty Ltd provided significant value for Central Coast Council, predominantly due to Delaney Civil Pty Ltd being the incumbent contractor on site, enabling some avoidance of costs associated with preliminaries, site management, mobilisation of heavy plant and equipment and additional traffic control.

Figure 1: Overview of Settlers Rd (Area of Works by Hawkesbury City Council in yellow Ch100 to 450) CCC (Central Coast Council) controlled zone in red (Ch 60 to 100).

Figure 2: Landslip Settlers Rd (Ch60 to100) March 2022

Figure 3: Looking Directly at landslip Settlers Rd March 2022

Figure 4: Current works on CH 250 to 450 Settlers Rd February 2024

Consultation

Central Coast Council officers are in regular communication with Hawkesbury City Council, Transport for NSW and Delaney Civil Pty Ltd. Due to all impacted residents residing within Hawkesbury City Council LGA, Hawkesbury City Council have led community consultation for these works. Hawkesbury City Council have implemented various mechanisms to ensure impacted residents, and the greater community, are informed of works progress and of pending road closures or impacts to traffic conditions.

Central Coast Council have also implemented various methods to consult and communicate with the community. An interactive map has been developed, is regularly updated and available on Council’s website, and regular social media posts and distribution listing are used to disseminate information to community representatives.

Financial Considerations

The works are fully funded by under the Commonwealth Government Disaster Recovery Funding Arrangements (DRFA), which is administered by Transport for NSW (TfNSW). Current approved funding is $2,842,325 to manage the additional remediation works. This is additional to the value of the existing grant of $16.2m, funded under DRFA for the initial remediation works for Chainage 250 to 450.

Link to Community Strategic Plan

Theme 4: Responsible

Choose Focus Area

R-G3: Provide leadership that is transparent and accountable, makes decisions in the best interest of the community, ensures Council is financially sustainable and adheres to a strong audit process.

Risk Management

The proposed methodology and subsequent execution of works under the Memorandum of Understanding with Hawkesbury City Council has been successful in mitigating risks that would arise if these works were to be delivered in two distinct packages of works by each responsible Council and potentially two different civil contracting firms. Combining delivery of this additional package of remediation works minimises overall impact to the residents through the minimisation of road closures and ensures one delivery team has total oversight and control of the work zone.

Central Coast Council officers will maintain project oversight and quality assurance during the remedial works to ensure the completed works meets design requirements and relevant industry standards.

Options

1. Central Coast Council enters a contract with Delaney Civil Pty Ltd, enabling all Natural Disaster remediation projects located on Settlers Road, Wisemans Ferry to be rectified in parallel (Recommended).

2. Central Coast Council carries out a full tender for the works at Ch60 to Ch100 at Settlers Rd and risk of additional costs as identified in the Quantity Surveyor report confidential Attachment 2 for engaging a new contractor (not recommended).

Critical Dates or Timeframes

It is considered critical that these additional works are undertaken in parallel with current works being completed by Hawkesbury City Council under the Memorandum of Understanding. It is currently forecast that remediation works associated with the escarpment (slope stabilisation), will be completed in June 2024, therefore it is recommended that these additional remediation works are also completed by June 2024. Whilst Hawkesbury City Council’s works on Thomas James Bridge will not be complete, this approach will ensure all works and altered traffic conditions associated with Central Coast Council’s portion of the remediation works will be completed simultaneously.

Attachments

1	Settlers Road Landslide Remediation CH 60-100 Remediation Design Report	Provided Under Separate Cover	D16120467
2	Confidential - CB Valuation of Costs Memo - Settlers Road Landslide Remediation CH60m-CH100 -	Provided Under Separate Cover	D16111294
3	Confidential - CH60-100 Pricing Document -	Provided Under Separate Cover	D16140829

Item No: 2.14
Title: Community Support Grant Program - February 2024
Department: Community and Recreation Services
23 April 2024 Ordinary Council Meeting

Reference: F2017/02117-002 - D16136127

Author: Belinda McRobie, Section Manager Community Development

Manager: Glenn Cannard, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That Council:

1 Allocates $38,170.95 (inclusive of GST where applicable) from the 2023/24 grants budget to the Community Support Grant program for the month of February, as outlined below and in Attachment 1.

a) The Skill Engineer Limited- Youth Week SoundSoul Generator - $5,000.00

b) The Rotary Club of Kariong Somersby - Rotary Walking for Wellness Family Fun Day - $3,055.00

c) North Entrance Surf Life Saving Club- Installation of retractable awning - $5,000.00

d) Bateau Bay Public School P & C Association- Children's sensory garden – $3,520.00

e) Rotary Club of Terrigal Incorporated - Model United Nations Assembly (MUNA) - $660.00

f) Tai Chi Association of Australia- TCAA National Open Tai Chi Championship - $1,650.00

g) Community Environment Network Inc - Chittaway Point Community Action Team - Community Flood Response Plan Area Map - $4,500.00

h) The Bays Community Group Incorporated - Rates Subsidy - $1,045.95

i) Woy Woy Peninsula Community Garden - Horticulture supplies & specialised equipment – WWPCG - $3,740.00

j) Central Coast Lapidary Club Incorporated - Repainting exterior of Club rooms - $5,000.00

k) Gosford And District Tennis Association Incorporated - Pickleball Court Painting - $5,000.00

2 Declines applications as outlined below, for the reasons indicated in Attachment 1, and the applicants be advised and where relevant, directed to alternate funding sources.

a) The Cancer Council NSW - Mingara Relay for Life Event - application is ineligible.

b) Toukley Neighbourhood Centre Incorporated - Volunteer Uniforms – application is ineligible.

Report purpose

To seek endorsement of the recommendations for the Community Support Grant Program.

Executive Summary

This report considers the applications and recommendations for the Community Support Grant Program.

The Community Support Grant Program remains open throughout the year to provide assistance for community activities that require in-kind support through the provision of subsidised access to Council services and financial assistance for community activities that require a smaller amount of support.

This program enables applicants to apply for funding support in a faster response time.

Background

Council’s grant programs are provided to support the community to deliver quality programs, projects or events that build connections, celebrate our local community, and align with the One-Central Coast Community Strategic Plan and build capacity across the entire Central Coast community.

The Community Support Grant Program is provided to support the community to deliver activities which require a small amount of funding and/or in-kind support. The Community Support Grant provides assistance for community activities that require:

1 In-kind support through the provision of subsidised access to Council services.

2 Financial assistance for community activities that require a smaller amount of support. The Community Support Grant Program provides a combined original budget of $300,000 annually as detailed in table one below.

Table 1: Community Support Grant Program

Program

Original Budget

Opening Period

2023/2024 allocation to date (inclusive of GST where applicable)

Recommendation allocation within this report

(Inclusive of GST where applicable)

Allocation to

date +

Recommendation

within report

(Inclusive of GST where applicable)

Community Support Grant Program

$300,000

Ongoing

$252,627.20

$38,170.95

$290,798.15

TOTAL

$252,627.20

$38,170.95

$290,798.15

Current Status

Applications submitted from 1 – 29 of February 2024 are considered in this report. The Community Support Grant Program provides up to $5,000 per project per financial year in combined funding and in-kind Council services to applicants who are a legally constituted not-for profit organisations, or auspiced by one.

Assessment

A total of 13 applications were received and assessed by 19 March 2024, with 11 applications recommended for funding in this Council report. Two applications are not recommended for funding.

The two applications not recommended for funding are ineligible. All applicants will be advised to discuss their proposal further with Council’s Grants Officers prior to resubmission in a future round.

Council’s Unit Manager Community and Culture and the Community Grants Team assessed the Community Support Grant program applications, against the Community Support Grant Program guidelines.

Consultation

Information on Council’s Community Grants program is provided on Council’s website and promoted through Council’s social media platforms.

Regular emails with relevant information were provided to the community grants database.

Council staff conducted two grant writing workshops with 59 attendees and four grant information sessions with 116 attendees.

Additionally, Council staff also undertook two drop-in support sessions with three attendees to assist applicants with their submissions where required.

Financial Considerations

At its meeting held 19 October 2020, Council resolved the following:

The following statement is provided in response to this resolution of Council.

Council’s 2023/2024 Council Operational Expenditure original budget allocates $300,000 to the Community Support Grant Program.

Expenditure is approved until the end of the 2023-2024 financial year. Unspent funds will lapse on 30 June 2024.

No additional budget is required nor sought through this report. All actions within have been funded through existing and approved operational plan budgets.

Link to Community Strategic Plan

Theme 1: Belonging

Goal A: Our community spirit is our strength

B-A1: Work within our communities to connect people, build capacity and create local solutions and initiatives.

Risk Management

All successful applications will receive a letter of offer outlining Council’s requirements of funding, service delivery and accountability for both Council and the funded organisation.

Applications recommended for funding are conditional on all relevant event/activity approvals being provided prior to the release of funds, and successful applicants are required to return any unspent funds for projects not able to be delivered as planned.

All successful applicants are required to submit a final project acquittal report no later than twelve weeks after the agreed completion date of the activity/project with copies of any photos, promotional materials, and evidence of payment/purchase for each funded item.

Options

1 Approval of all recommended applications as submitted will provide a community benefit to residents of the Central Coast Local Government Area. - This is the recommended option.

2 Non approval of some or all applications as recommended may result in projects not being undertaken if the respective proponents are unable to secure alternate funding. Not recommended.

Critical Dates or Timeframes

Many of these grant applications are dependent upon support via Council’s grant program. Should decisions be delayed or not supported projects may not be undertaken.

Attachments

Community Support Grant - February 2024 - Recommended and Not Recommended

Provided Under Separate Cover

D16136113

Item No: 1.1
Title: Confirmation of Minutes of Previous Meeting
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Item No: 1.2
Title: Disclosures of Interest
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Item No: 1.3
Title: Notice of Intention to Deal with Matters in Confidential Session
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Item No: 2.8
Title: Revocation of Policies
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Item No: 2.12
Title: Audit Risk and Improvement Committee Annual Report 2023
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Item No: 2.13
Title: Audit Risk and Improvement Committee Membership
Department: Corporate Services
23 April 2024 Ordinary Council Meeting

Item No: 2.15
Title: Status Update on Active Council Resolutions
Department: Corporate Services
23 April 2024 Ordinary Council Meeting