Agenda of Ordinary Council Meeting - Tuesday, 25 March 2025

Oath or Affirmation of Office

Councillors are reminded of their Oath or Affirmation of Office to undertake their duties in the best interests of the people of the Central Coast and Council and to faithfully and impartially carry out the functions, powers, authorities, and discretions vested in them under the Local Government Act 1993, or any other Act to the best of their ability and judgement. Councillors are also reminded of their obligations under the Code of Conduct to disclose and appropriately manage conflicts of interest.

Disclosures of Interest

Councillors are reminded of their obligation under Council’s Code of Conduct to declare any conflict of interest in a matter considered by Council.

Pecuniary interest: A Councillor who has a pecuniary interest in any matter with which the Council is concerned, and who is present at a meeting of the Council at which the matter is being considered, must disclose the nature of the interest to the meeting. The Councillor must not be present at, or in sight of, the meeting:

a) At any time during which the matter is being considered or discussed, or

b) At any time during which the Council is voting on any question in relation to the matter.

Non-Pecuniary conflict of interest: A Councillor who has a non-pecuniary conflict of interest in a matter, must disclose the relevant private interest in relation to the matter fully and on each occasion on which the non-pecuniary conflict of interest arises in relation to the matter.

Significant Non-Pecuniary conflict of interest: A Councillor who has a significant non-pecuniary conflict of interest in relation to a matter under consideration at a Council meeting, must manage the conflict of interest as if they had a pecuniary interest in the matter.

Non-Significant Non-Pecuniary interest: A Councillor who determines that they have a non-pecuniary conflict of interest in a matter that is not significant and does not require further action, when disclosing the interest it must also be explained why the conflict of interest is not significant and does not require further action in the circumstances.

Recording

In accordance with the NSW Privacy and Personal Information Protection Act 1998, you are advised that all discussion held during the Open Council meeting is recorded for the purpose of livestreaming the public meeting and verifying the minutes. This will include any public discussion involving a councillor, staff member or a member of the public.

Meeting Notice

The Ordinary Council Meeting

of Central Coast Council

will be held in the Central Coast Council Chambers,

2 Hely Street, Wyong

on Tuesday 25 March 2025 at 6.30pm,

for the transaction of the business listed below:

The Public Forum will commence at 6.00pm, subject to any registered speaker/s to items listed on this agenda.
Further information and details on registration process: www.centralcoast.nsw.gov.au/council/meetings-and-minutes/council-meetings

1 Procedural Items

1.1 Disclosure of Interest................................................................................................................................ 7

1.2 Confirmation of Minutes of Previous Meeting................................................................................. 7

1.3 Items Resolved by Exception.................................................................................................................. 8

2 Mayoral Minutes

2.1 Australian Local Government Association's ‘Put Our Communities First’ campaign........... 9

3 Reports

3.1 Monthly Finance Report February 2025........................................................................................... 11

3.2 Monthly Investment Report February 2025.................................................................................... 26

3.3 Stormwater Drainage Charge - Request to Minister for Local Government........................ 34

3.4 10 Year Road Renewal Program......................................................................................................... 40

3.5 Strategic Property Acquisition - Coastal Open Space - 2 Toomeys Road, Mount Elliot - LOT 232 DP 755227.................................................................................................................................................. 50

3.6 Gosford Regional Library Project Status Update........................................................................... 56

3.7 Review Committee - Current Library Building - Minutes and Recommendations February 2025....................................................................................................................................................................... 61

3.8 Economic Development Committee - Minutes February 2025................................................ 62

3.9 Proposed Ordinary Council Meeting Schedule - July to December 2025............................. 64

3.10 Draft Councillor Expenses and Facilities Policy - For public exhibition.................................. 68

3.11 Draft Community Engagement Strategy - For Adoption........................................................... 69

3.12 Local Planning Panel Submissions Policy 2025 - for Public Exhibition................................... 78

3.13 Administrator and Councillor Expenses and Facilities Report - 1 July 2024 to 31 December 2024....................................................................................................................................................................... 81

3.14 Community Support Grant Program January 2025...................................................................... 82

4 Rescission Motions

4.1 Recission Motion: Entry into aviation services lease for a helicopter hub over part of Central Coast Airport (Warnervale)............................................................................................................................... 87

4.2 Rescission Motion - Amendment to Councillor Notice of Motion Limits............................. 89

5 Notices of Motion

5.1 Notice of Motion - Davistown Wetlands Funds............................................................................ 92

5.2 Notice of Motion - The Coast Council Sustainability and Climate Action Plan 2022-2025 Review....................................................................................................................................................................... 93

5.3 Notice of Motion - Establishment of Dredging and Water Management Advisory Panel 96

5.4 Notice of Motion - Status of Coastal Management Programs (CMP's)................................. 98

6 Questions with Notice

6.1 Question with Notice - Council’s Affordable and Emergency Housing Strategy & Implementation..................................................................................................................................................................... 100

6.2 Question with Notice - Council processes - Government Information (Public Access) Act 2009 - GIPA Act................................................................................................................................................... 101

6.3 Question with Notice - Old Gosford Library................................................................................. 103

David Farmer

Chief Executive Officer

Item No: 3.1
Title: Monthly Finance Report February 2025
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Reference: F2020/03205 - D16628099

Author: Garry Teesson, Section Manager Financial Planning and

Business Support

Manager: Emma Galea, Chief Financial Officer

Executive: Marissa Racomelara, Director Corporate Services

Recommendation

That Council

1 Receives and notes the Monthly Financial Report – February 2025

2 Authorises the 2024-25 Operational Plan be updated to include the following capital projects:

a. Embankment Stabilisation - Tapley Road

b. Embankment Stabilisation - Coorara Road

c. Drainage Renewal Program - Various Locations

d. Heavy Patch Program - Various Roads

e. Water and Sewer Legislated Security Upgrades - Various Locations

f. Sewer Reactive and Program Planning - Various Locations

g. Water Reactive and Program Planning - Various Locations

h. Digital Video and Photography Equipment Renewal

i. IT Infrastructure Disaster Recovery and Resilience

j. Sewage Treatment Plant Road Renewal - Mannering Park and Woy Woy

k. Water Main Extensions and Renewal Program

l. Water Reticulation Critical Plant Equipment Renewals

m. Water Main Relocation Program - Infrastructure Upgrades

Report purpose

To present to Council the monthly financial report for February 2025.

Executive Summary

For 2024-25 FY Council has budgeted, on a consolidated basis, an adopted operating surplus before capital income of $19.1M. (Original Budget $10.7M). As at 28 February 2025 Council has an operating surplus of $24.1M, compared to a YTD budgeted operating surplus of $8.8M.

The budgeted net operating position will fluctuate throughout the financial year, reflecting income and expenditure timing. The YTD operating surplus variance of $15.3M represents 2% of Council’s gross annual operating expenditure budget of $796M.

As at the end of the reporting period, there are no concerns regarding Council’s performance against the adopted budget. Based on financial performance as at the end of the reporting period, Council is tracking to achieve a better operating result than budgeted.

As part of Council’s financial management framework, actual results for income and expenditure, against the amounts estimated for the reporting period, are monitored monthly. Reasons for significant variations, as well as any mitigation actions required are identified. Any required budget changes are submitted to Council as part of the legislated Quarterly Budget Review process.

Background

The monthly financial report has 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.

Report

Consolidated Operating Statement

As at 28 February 2025, Council has a consolidated net operating surplus of $24.1M, before capital income, which is favourable to YTD budget by $15.3M. The overall variance is predominantly driven by a YTD favourable variance in operating expenses, being a favourable YTD variance of $13.3M (1.7% of full year budget) of operating expenses and a YTD favourable variance in operating income against budget of $2M (0.3% of full year budget).

YTD income and YTD expenditure respectively are within 3% variance when compared to the YTD Budget.

The net operating surplus including capital income is $116.1M which is favourable to YTD budget by $29.7M.

Variances are summarised and detailed below.

It is noted that the Q2 Quarterly Budget Review changes are reflected in the full year budget. Ongoing monitoring will continue and if required further adjustments will be proposed in the Quarter 3 review.

Table 1 – Consolidated (all Funds) Operating Statement February 2025

Variance analysis on the consolidated operating result is as follows:

Rates and Annual Charges

$0.4M Unfavourable to YTD budget.

· This variance predominantly relates to budget phasing.

User Fees and Charges

$0.1M Favourable to YTD budget.

· No significant individual variances. Contributing to the variance is additional income arising from higher usage of Council facilities across various operations.

Other Revenue

$1.9M Favourable to YTD budget.

· $0.5M favourable variance in unrealised gains on investments that are subject to market movements. This income item is subject to volatility as it is driven by external market forces. Accordingly, the budget is updated each quarter based on actual unrealised gains recorded at that point in time. This approach is applied to minimise the risk of significant adverse budget impacts in the event of a major market downturn. The relevant proposed budget adjustments will be included in the Q3 Review.

· $0.4M favourable variance in income from community events and the associated sales and sponsorship revenue.

· $0.7M favourable as a result of the sale of biodiversity credits exceeding the budgeted amount. This income is restricted to Conservation Fund restriction.

· Balance is made up of variances across various operations.

Interest

$1.9M Favourable to YTD budget.

· Favourable variance due to interest received being higher than budget due to a combination of a more favourable interest rate environment than expected, and the level of funds invested. It is noted that this current variance allows a buffer for any future interest rate drops to be absorbed without an actual adverse impact on the budgeted amount.

Operating Grants and Contributions

$0.2M Unfavourable to YTD budget.

· Nil significant individual funding variances to budget. Balance is made up of variances across various operations.

Gain on Disposal

$0.2M Favourable to YTD budget.

· Predominantly due to favourable results from disposals of plant & equipment through the programmed change overs.

Internal revenue

$1.6M Unfavourable to YTD budget. Minor variance that will be monitored.

· Largely related to decreased internal tipping and plant hire activity in relation to the delivery of externally funded roads maintenance programs. Internal expenses are offset by internal income.

Operating Expenses

Employee Costs

$2.5M Favourable to YTD budget.

· Favourable predominantly due to staff vacancies trending higher than budget, offset by unfavourable variances in other employee costs.

Borrowing Costs

$0.1M Favourable to YTD budget

· This variance predominantly relates to budget phasing.

Materials and Services

$9.2M Favourable to YTD budget. Variances are mainly timing in nature. Main variances include:

· $1.4M favourable in Water & Sewer due to timing of programmed delivery.

· $1.6M favourable in Governance Risk and Legal predominantly relating to timing of election expense payments against budget. Council has been advised that the invoice will be sent to Council in April 2025.

· $0.8M favourable in Information Technology (timing of contract payments).

· $1.3M favourable in Roads Maintenance delivery (timing of contract payments).

· $0.9M favourable in Waste Management (timing of contract payments).

· $0.7M favourable predominantly in Holiday Parks and Commercial Property (timing of contract payments).

· $0.7M favourable in Environmental Management and Strategic Planning due to timing of program delivery and invoicing.

· $1.0M favourable in Community and Culture due to timing of program delivery and invoicing.

· Balance is made up of variances across various operations, of under $0.5M individually.

Depreciation

$0.6M Unfavourable to YTD budget.

· Predominantly timing in nature, this variance relates to the timing of capitalisation processing, and the recognition of donated assets.

Other Expenses

$1.1M Favourable to YTD budget.

· Decreased EPA levy in line with decreased tipping revenue as at the end of the reporting period.

Loss on Disposal

$0.1M Unfavourable to YTD budget.

· Variance due to asset values having residual values at time of disposal due to earlier than anticipated infrastructure replacement.

Internal expenses

$1.1M Favourable to YTD budget.

· Predominantly related to increased internal tipping and plant hire activity in relation to the delivery of externally funded roads maintenance programs. Internal expenses are offset by internal income.

Capital Income

Capital Grants

$7.6M Favourable to YTD budget. Timing differences associated with the recognition of income with capital delivery and payment milestones.

Capital Contributions

$6.8M Favourable to YTD budget.

· Predominantly driven by the recognition of donated assets and some favourable activity in developer contributions. Budget adjustments are included in future quarterly reviews as assets are recognised.

This variance is consistent with the nature of forecasting the exact timing of these external activities.

Financial Performance by Fund

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

Table 2 – General (including Drainage and Waste) Fund Operating Statement - February 2025

Table 3 – Water and Sewer Fund Operating Statement - February 2025

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.

Table 4 – Financial Performance Benchmarks - February 2025

Financial Performance Ratio	Industry Benchmark	Full year Forecast	Ratio – YTD Actuals
Operating Performance Ratio	> 0%	1.47%	5.1%	P
Own Source operating Revenue Ratio	> 60%	81.57%	79.8%	P
Unrestricted Current Ratio	>1.5x	2.57x	4.8x	P
Cash Expense Cover Ratio	> 3 months	3.44 months	4.8 months	P
Buildings and Infrastructure Renewals Ratio	100%	145%	112.8%
Infrastructure Maintenance Ratio	100%	n/a	47.0%

As at the end of the February 2025, on a consolidated basis, Council exceeded the mandated benchmark for the operating performance ratio, achieving 5.1%.

Council has also performed favourably against the unrestricted current ratio, achieving 4.8x against a benchmark of >1.5x. This ratio considers all current assets and liabilities, including cash.

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

The infrastructure ratios are monitored each month and are based on a point in time. The quoted performance is indicative of trend, with actual performance being formally measured on an annual basis. The Infrastructure Renewal Ratio is based on the actual renewal expenditure as at the end of the reporting period, compared to the depreciation over the same period. The Asset Maintenance Ratio is calculated based on actual maintenance as at the end of the reporting period compared to the required maintenance estimated over the same reporting period. Annual performance in regard to these ratios is included in the Special Schedules in the annual Financial Statements, noting that the infrastructure section within the Schedules does not form part of the NSW Audit Office audit.

Council is currently renewing its assets at a faster rate than the annual depreciation, therefore exceeding the 100% renewal benchmark. This reflects Council’s focus on addressing the backlog of assets in less than satisfactory condition. Further, when assessing the most cost-effective intervention, a renewal approach may be chosen over a maintenance approach. This results in increased renewal and reduces reactive maintenance, and consequently a temporary lower than benchmark asset maintenance ratio.

Noting the volatility in the timing of asset renewal and maintenance, performance as at the end of a reporting period is an indication only of Council’s likely performance against the benchmark for the year. To further enhance the reliability of these measures, a cross unit project is currently underway to ensure that all maintenance and renewal activities are appropriately captured and accounted for. The required maintenance will be subject to ongoing review within the context of the level of renewal being undertaken, and if required, will be adjusted on an annual basis.

Cash and Investments

Details on cash and investments as at 28 February 2025 are included in the Monthly Investment Report February 2025.

Loans

As at 28 February 2025 Council has borrowings totaling $209.3M, across all Funds and including the remaining Emergency Loan that is due to be fully paid in November 2025.

Table 5 – Outstanding loan borrowings by fund – February 2025

Fund	General Fund ($’000)	Drainage Fund ($’000)	General Fund Consolidated with Drainage Fund ($’000)	Water and Sewer Fund ($’000)
External loans – current	4,390	581	4,971	15,830
External loans - non current (excluding emergency loan)	9,005	5,997	15,002	137,663
Emergency loan	35,833	0	35,833	0
Total external loans	49,228	6,578	55,806	153,493

Current loans refer to loans payable in the next 12 months, while non-current loans are those payable after that.

Borrowing for infrastructure assets such as sewer, water, and drainage assets, which benefit multiple generations is appropriate, and is good practice, to achieve intergenerational equity.

General Fund Debt

Although council has sufficient unrestricted cash to extinguish all General Fund loans, it is not prudent do so as early payment would result in break costs and the investment portfolio is returning an higher rate than the holding costs of the loans.

After the extinguishment of one of the emergency loans taken out in 2020, Council has the second emergency loan due to be refinanced or extinguished in November 2025.

During the month of February 2025, a repayment of $0.3M was made against the emergency loan, reducing the balance from $36.1M reported as at the end of January 2025 to $35.8M as at the end of this reporting period.

Council is setting aside $1.4M each month in an internal restriction to be able to repay the Emergency Loan in November 2025 without the need to refinance any part of the loan, and without impacting on unrestricted cash at time of payment.

Excluding the outstanding emergency loan, Council has a relatively low level of debt considering the size of this Council.

Capital Works

At its Council meeting on 25 February 2025, Council considered the December 2024 (Q2) Quarterly Operational Plan and Budget Review which proposed a net reduction in the capital expenditure budget of $12.5M.

Council resolved (in part):

That Council

551/25 Approves the changes proposed to each individual project and notes the effect on future years’ indicative program. The net reduction of $12.5M to be applied to works to the equivalent total value and fund so as to maintain the adopted capital budget at $316.5M.

In accordance with this resolution, projects with capital budgets totalling $12.5M have been identified to be added to the total capital expenditure budget after the adjustments adopted as part of the Q2 full year budget changes.

Subject to Council endorsement of the following projects, the capital budget for FY 2024-25 will return to the same level as it was prior to the reductions adopted as part of the Q2 changes, at $316.5M:

Table 5 - Proposed additional projects

Table 6 - Proposed additional capital budget by Fund

Excluding the above proposed additional projects, as at 28 February 2025 capital expenditure is $157.2M against a YTD budget of $163.5M for the same period, and a 2024-25 FY budget of $304.1M. Commitments (approved purchase orders to external suppliers) of $62.2M have been raised for delivery this year.

The current expenditure against budget indicates that delivery of works is trending behind anticipated timing, noting that delivery of works will accelerate in the second half of the financial year. Delivery of works is impacted by a number of factors including weather conditions, availability of suppliers, and any required approval processes.

The Table and Charts below reflect the full year budget including the adopted reduction of $12.5M relating to projects considered at the February 2025 meeting. The FY Budget will be updated to reflect the addition of projects to offset this reduction subject to Council endorsement of the above projects and will be reported accordingly in the March Monthly finance report submitted to the Council meeting in April 2025.

Table 7 - Capital Expenditure - February 2025

Figure 1 – Capital Expenditure by Directorate

Figure 2 – Capital Expenditure by Funding Source

Stakeholder Engagement

The preparation of the February 2025 monthly financial report included engagement with business units across Council to identify the reasons and mitigation strategies for significant variances to budget.

Financial Considerations

Financial Year (FY) Implications

The proposal has cost and revenue implications for the current FY only.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes funding for this proposal.

This report presents the financial position of Council as at 28 February 2025. Variations from budgeted amounts are detailed and an explanation provided. To date, there are no concerns regarding Council’s financial performance for the remainder of the financial year.

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

Council’s financial management framework includes the monthly review and reporting of significant variances to budget. This ensures that any issues are identified and rectified in a timely manner, with any necessary adjustments being captured in the appropriate Quarterly Budget Review.

This process mitigates the risk of Council’s financial performance deviating from the adopted budget and ultimately altering the trajectory of Council’s Long Term Financial Plan.

Critical Dates or Timeframes

Council receives monthly financial reports to ensure that Council is kept up to date with Council’s financial performance.

Attachments

Nil

Item No: 3.2
Title: Monthly Investment Report February 2025
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Reference: F2020/03205 - D16628122

Author: Michelle Best, Section Manager Financial Accounting and Assets

Manager: Emma Galea, Chief Financial Officer

Executive: Marissa Racomelara, Director Corporate Services

Recommendation

That Council:

1 Notes the Investment Report for February 2025.

2 Notes that the February 2025 unrestricted funds deficit in the Drainage Fund is offset by the unrestricted funds available in the General Fund.

Report purpose

To present the monthly Investment Report for February 2025.

Executive Summary

This report provides details of Council’s investment portfolio and performance as at 28 February 2025.

Background

Clause 212 of the Local Government (General) Regulations 2021 stipulates:

(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.

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

Report

Council’s cash and investment portfolio totalled $860.20M as at 28 February 2025. A listing of investments is attached as (Attachment 1) to this report.

Council continues to look for Environmental, Social and Green (ESG) investment opportunities subject to prevailing investment guidelines. Current ESG investments are highlighted green in (Attachment 1).

As at 28 February 2025 Council’s ESG investments comprised 2.20% or $17M of the total investments portfolio.

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

Type	Carrying Value ($’000)
Investment Portfolio:
At Call Account	$8,328
Term Deposits	$300,000
Floating Rate Notes	$426,150
Fixed Rate Bonds	$39,630
Floating Bonds	$5,000
Transactional accounts and cash in hand	$81,090
Total	$860,198

Council’s portfolio is held in separate funds by purpose and is summarised in the Table below:

Table 2 - Council’s Portfolio by Fund

Fund	General Fund ($’000)	Drainage Fund ($’000)	General Fund Consolidated with Drainage Fund ($’000)	Domestic Waste Fund ($’000)	Water and Sewer Fund ($’000)
External Restricted Cash	229,838	40,026	269,864	123,235	228,403
Internal Restricted Cash	149,259	19	149,278
Total Restricted Cash	379,097	40,045	419,142	123,235	228,403
Unrestricted Cash	124,207	(34,789)	89,418
Total Cash	503,304	5,256	508,560	123,235	228,403

Detailed restrictions have been provided in (Attachment 2). It is noted that the amount shown for each respective fund above may be reflected over various restrictions in (Attachment 2). The balances above will increase and decrease during each financial year as revenues are received and expenditures occur.

Council continues to set 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 $34.79M. From 2026-27 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 $34.79M in the Drainage Fund is proposed to be offset through the General Fund’s available unrestricted cash balance.

Portfolio Management

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

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 3 – Portfolio Movement (Investments only)

	2024-25 YTD Actuals ($’000)
Opening Balance	704,398
Net Movement	74,710
Closing balance	779,108

Net movement includes maturities and new investments.

Refer to Portfolio Valuation Report in (Attachment 3) for more information.

Table 4 - Investment Maturities

Portfolio Performance

The Reserve Bank of Australia (RBA) reduced the cash rate by 0.25% to 4.10% at its meeting in February 2025. BBSW has followed cash rate trends and has fallen alongside the cash rate.

Investments are made within Council policy and at the best rates available at the time of placement. Interest rates on investments in the month, ranged from 1.03% to 6.40%.

A comparison of the weighted running yield to key indicators is shown below:

Table 5 – Investment returns

	Weighted running yield	RBA Cash Rate	BBSW benchmark
February 2025	5.09%	4.10%	4.16%

Table 6 – Performance Statistics

	1 Month	3 Month	12 Month	Since Inception
Portfolio Return ¹	0.41%	1.31%	5.48%	2.64%
Performance Index ²	0.34%	1.10%	4.48%	2.34%
Excess Performance	0.07%	0.21%	1.00%	0.30%

¹ Portfolio performance is the rate of return of the portfolio over the specified period

² The Performance index is the Bloomberg AusBond Bank Bill Index

³ Excess performance is the rate of return of the portfolio in excess of the Performance Index

Table 7 – Policy Compliance – Credit Rating

Credit Rating Group	% of portfolio	Policy Limit
BBB	45.20%	60.0%	P
A	39.95%	70.0%	P
AA	14.85%	100.0%	P
AAA	0.0%	100.0%	P
	100%

*Based on face value and Long-Term Rating of Institutions

Table 8 – Policy Compliance – Terms

Term	% of portfolio *	Policy Limit
Cash At Call	1.07%
Less than 1 year	55.21%	100%	P
Between 1 and 3 years	36.97%	70%	P
Between 3 and 5 years	6.75%	40%	P
Over 5 years	0.0%	5%	P
	100%

*Based on face value

P compliant

O non-compliant

Exposure to counterparties will be restricted by their rating as per Council’s Policy, so that single entity exposure is limited. Graph 1 shows Council's counter party exposure as at 28 February 2025.

Graph 1 – Counter Party Exposure

Stakeholder Engagement

Nil

Financial Considerations

Financial Year (FY) Implications

The proposal has revenue financial implications for the current FY only.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes the impact for this proposal.

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

Cash that is surplus to Council’s immediate requirements is invested within acceptable risk parameters to optimise interest income while ensuring the security of these funds.

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

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.

All of Council’s investments were within Policy guidelines as at 28 February 2025.

Critical Dates or Timeframes

Nil

Attachments

1	Summary of Investments as at 28 February 2025	Provided Under Separate Cover	D16715196
2	Summary of Restrictions as at 28 February 2025	Provided Under Separate Cover	D16715539
3	Portfolio Valuation Report as at 28 February 2025	Provided Under Separate Cover	D16715191

Item No: 3.3
Title: Stormwater Drainage Charge - Request to Minister for Local Government
Department: Environment and Planning
25 March 2025 Ordinary Council Meeting

Reference: F2023/00721 - D16711800

Author: Shannon Turkington, Unit Manager Strategic Planning

Executive: Jamie Loader, Director Environment and Planning

Recommendation

That Council:

1 Notes the legislative changes in the Water Management Amendment (Central Coast Council) Bill 2024 which effectively prevents Council from levying a stormwater drainage charge under the Water Management Act beyond 30 June 2026.

2 Seeks the Minister for Local Government use their power under Section 506 of the Local Government Act 1993 to vary Council’s general income by an amount sufficient to enable Council to levy a drainage charge (of an equivalent amount to the Council’s current stormwater drainage charge) under the Local Government Act 1993.

Report purpose

To seek a resolution to write to the Minister for Local Government, the Hon. Ron Hoenig MP, to request the Minister use their powers under Section 506 of the Local Government Act 1993 to vary Council’s general income to enable Council to levy a drainage charge under the Local Government Act 1993 from 1 July 2026.

Executive Summary

Since establishment of Central Coast Council, a stormwater drainage service charge has been levied on most properties in the Council area. This charge has been levied via the Water Management Act and regulated by IPART in conjunction with Council’s Water and Sewer charges.

In the 2022 Determination of Water, Sewer and Stormwater Drainage, the Independent Pricing and Regulatory Tribunal (IPART) resolved that they would not support the Stormwater Drainage Charge being levied under the Water Management Act 2000 beyond the current determination period ending 30 June 2026.

IPART’s view is that stormwater services provide benefits to the entire community not just specific customers and therefore should be funded through local government rates like other services that benefit the whole community such as maintaining public parks, roads and bridges.

Following that, Government legislative changes confirmed that Council would no longer be able to levy a Stormwater Drainage Charge under the Water Management Act post 25/26, effectively requiring Council to replace this income via the Local Government Act.

To enable this change Council would need to apply to IPART for a Special Rate Variation to allow for an amount equivalent to the stormwater drainage charge to be levied under the Local Government Act 1993 instead of the Water Management Act 2000.

It should be made clear that Council is not seeking a real increase in the amount paid by ratepayers and property owners, rather levying income that was previously raised under the Water Management Act, under the Local Government Act.

If this proposal is successful ratepayers/property owners will pay no more (apart from annual IPART indexation) across their combined water and rates bills.

As Council is not seeking to change where the stormwater drainage charge is levied or how the amount is calculated, Council is requesting the Minister for Local Government use their powers under Section 506 of the Local Government Act 1993 to vary Council’s general income to allow Council to levy a drainage charge under the Local Government Act 1993 equivalent to the stormwater drainage charge foregone.

Background

Council’s stormwater drainage services including floodplain risk management planning, asset planning, maintenance, and capital construction, are funded via the Stormwater Drainage Charge that the Independent Pricing and Regulatory Tribunal (IPART) previously set for Council as a Water Authority under the Water Management Act 2000.

In the 2022 Determination for Water, Sewer and Stormwater Drainage, IPART resolved they would not support the Stormwater Drainage Charge being levied under the Water Management Act 2000 beyond the current determination period ending 30 June 2026.

The Determination made it clear that it would be the last time IPART would set stormwater drainage prices on the basis that stormwater services provide benefits to the whole community, not just specific customers. IPART's view is that they should be funded through local government rates like other services that benefit the whole community, such as maintaining public parks and sportsgrounds, roads, and bridges.

To enable the change required by IPART, Council would need to apply to IPART for a Special Rate Variation (SRV) seeking their approval to enact the change of levying stormwater drainage services under Local Government Act 1993 instead of the Water Management Act 2000.

Council demonstrated its commitment to the 2022 IPART Determination via a resolution made at the Ordinary Meeting of Council on 9 November 2021. The relevant resolutions have been reproduced below:

276/21 That Council note the intention to transfer the Stormwater Drainage Charge under the Water Management Act to a Stormwater Drainage Special Rate Variation or equivalent under the Local Government Act.

276/21 That Council commits to transferring the stormwater drainage charge from the Water Management Act to the Local Government Act by the 2026/27 financial year in parallel with the 2026 Water and Sewer Pricing Review, acknowledging that this will also require a concurrent special rate variation application to IPART.

On the 15 August 2024 the NSW Government assented to changes to the Water Management Act 2000, through the Water Management Amendment (Central Coast Council) Bill 2024. The objects of the Bill are:

a) To amend the Water Management Act 2000 as follows:

i) to provide that Central Coast Council (the Council) is no longer a water supply authority,

ii) to provide for the transition from the Council levying service charges, including for water, sewerage and drainage, under the Water Management Act 2000 to levying special rates or charges for the same services under the Local Government Act 1993 like other councils,

b) to amend the Local Government Act 1993 to enable the Council to use special rates and charges received for water supply or sewerage services under the Local Government Act 1993 to provide either water supply or sewerage services,

c) to amend the Independent Pricing and Regulatory Tribunal Act 1992 to provide that the Independent Pricing and Regulatory Tribunal (IPART) continues to have standing reference to determine the pricing for certain services provided by the Council, including water supply and sewerage services, but excluding stormwater drainage services,

d) to repeal the Central Coast Water Corporation Act 2006,

e) to make consequential amendments to other legislation

These changes streamlined how Council’s water and sewerage services are regulated and administered to support good governance and sound decision making and brought Central Coast Council’s water supply and sewerage services in-line with all other local governments across regional NSW.

Report

Preparation of a SRV is a complicated process, that will require significant Council and community time and resources, through the preparation of the application and community consultation requirements. The outcome of the SRV would be to continue levying the stormwater drainage charge exactly as outlined in the 2022 IPART Determination, but under the Local Government Act 1993, instead of the Water Management Act 2000, with no other change proposed.

The Council will already be undertaking extensive community engagement on the next Water and Sewer Pricing submission and the new Community Strategic Plan, Delivery Program and Operational Plan, all within a very condensed timeframe.

As an alternative, Section 506 of the Local Government Act (variation of general income) provides the Minister with the power to specify the percentage (or specific methodology) by which councils’ general income for a specified year can be varied. Section 506 is provided below:

506 Variation of general income

1) The Minister may, by order published in the Gazette specify the percentage by which councils’ general income for a specified year may be varied.

2) Without limiting subsection (1), the order may—

a) specify different percentages for different areas of councils, and

b) specify a methodology for calculating a percentage rather than specifying an particular percentage, including by specifying a base percentage to which an additional figure may be added in specified circumstances.

Should the Minister use their powers under Section 506 to vary Council’s general income, this would alleviate the need to prepare a Special Rate Variation and allow for the continuation of the stormwater drainage charge under different legislation with no change to Council’s services and planned works.

This is a unique situation, created by the NSW Government and its organ IPART, addressing a legislative peculiarity that only applies to Central Coast Council. It is therefore appropriate that the NSW Government resolves this matter for the benefit of the Central Coast community.

The intent of the Special Rate Variation process is to prevent Council’s raising income above the rate cap and was not designed to capture a situation where the amount of charge is not changing, only the legislation being used to generate the charge.

Stakeholder Engagement

If a SRV is required there will be public consultation requirements as outlined by IPART.

Whether Council is granted a ministerial exemption or has to undertake a SRV, all income will be identified in Council’s Statement of Income Policy which will be publicly exhibited in conjunction with the Operational plan and budget for the 2026-27 year. Members of the public will be able to provide input and Council must give consideration to their submissions.

Financial Considerations

Financial Year (FY) Implications.

The proposal does not have financial implications for the current year but impacts outer years in the LTFP. The LTFP includes an allowance for the ongoing impact.

Budget and Long-Term Financial Plan (LTFP) Impact.

The proposal does not have financial implications for the current year but impacts outer years in the LTFP. The LTFP includes an allowance for the ongoing impact.

The below table summarises the IPART approved stormwater drainage charge revenue phasing from 2022-23 through to the end of the current determination period (30 June 2026), showing the annual financial impact if the stormwater drainage charge was to not continue.

IPART Approved Revenue 2022-23	IPART Approved Revenue 2023-24	IPART Approved Revenue 2024-25	IPART Approved Revenue 2025-26
$18.4 million	$19.5 million	$19 million	$19.6 million

Council relies on the stormwater drainage charge to deliver essential services to the community. Without this ongoing revenue Council would need reallocate general rate income to provide stormwater services and then implement significant service level reduction in other areas. The impact of this reduction on Council’s assets and services would be significant.

Link to Community Strategic Plan

Theme 4: Responsible

Goal H: Delivering essential infrastructure

R-H1: Solve road and drainage problem areas and partner with the State Government to improve road conditions across the region.

Risk Management

Council is required to find a resolution to the issue created by the 2022 IPART Determination and ensuing legislative changes. While there is no immediate risk in seeking a resolution to ask the Minister for Local Government to use his powers to vary Council’s general income, there is a significant financial risk to Council and ultimately its services to the community, if there is no mechanism to levy a stormwater drainage charge after 30 June 2026.

Critical Dates or Timeframes

The current IPART determination expires 30 June 2026, Council will be unable to continue to levy the stormwater drainage charge if the Minister does not vary Council’s general income or an SRV is approved by IPART.

Attachments

Nil.

Item No: 3.4
Title: 10 Year Road Renewal Program
Department: Infrastructure Services
25 March 2025 Ordinary Council Meeting

Reference: F2025/00016 - D16734635

Author: Jay Spare, Unit Manager Roads and Drainage Infrastructure

Executive: Boris Bolgoff, Director Infrastructure Services

Recommendation

That Council:

1 Notes that the current planned level of capital investment for road renewal projects meets the forecast depreciation for road segment assets over the next ten years.

2 Endorses the inclusion of an additional $20 million in Council funding to support an increase in Council’s planned capital Road Renewal Program over the next four years with the budget to be added to the Delivery Program and 2025-26 Operational Plan prior to public exhibition.

3 Endorses ongoing advocacy for grant funding to support a further expansion of the Road Renewal Program and ensure the long-term sustainability of Council’s road network.

4 Endorses the publication of the draft interactive 10 Year Road Renewal Program map to internal stakeholders and Councillors effective immediately.

5 Endorses the publication of the new interactive 10 Year Road Renewal Program website map to the community subject to and following adoption of the final Delivery Program and 2025-26 Operational Plan.

Report purpose

To note and endorse an increase in Council’s planned capital investment on road renewal to help improve the network condition and support it’s long-term sustainability - with the budget to be added to the Four-year Delivery Program and 2025-26 Operational Plan. To endorse publication of a new interactive website map to use as a tool for internal stakeholders and to communicate with the community regarding Council’s 10 Year Road Renewal plans.

Executive Summary

Council currently plans to invest $395.4 million on road renewal over the next ten years - budgeting to spend road network depreciation and meeting the NSW Office of Local Government Benchmark for Infrastructure Renewal Ratios. Despite this, our road network infrastructure backlog is forecast to increase for a number of reasons, but primarily due to construction costs increasing faster than depreciation. Noting that this issue is impacting most local government areas and is not unique to Central Coast Council.

A number of strategies are being pursued to improve overall road network condition and infrastructure backlog trends. In alignment with community satisfaction survey feedback and Councillor priorities, this includes allocating an additional $20 million on road renewal over the next four years by bringing forward road renewal projects identified via technical pavement management processes, that align with Councillor and community priorities.

The Report seeks endorsement for the increase in road renewal funding, with the budget to be added to the next Four-year Delivery Program and 2025-26 Operational Plan. It also seeks support to publish a new interactive 10 Year Road Renewal Program website map in stages, to demonstrate our forward road renewal plans and improve the way we communicate with the internal stakeholders and the community.

Background

Council’s road network is over 2,200 kilometres in length and is valued at approximately $2.0 billion. The network is comprised of 180 kilometres of Regional Roads, 443 kilometres of high traffic Distributor or Collector Roads and 1,627 kilometres of lower traffic local roads. The remainder is comprised of State Roads, which are the Regions main road network and are managed by Transport for NSW.

The cost effective and sustainable management of Council’s road network is one of our core responsibilities, and is the focus of one of our largest annual investments in terms of budget and resources. This level of importance is also reflected in our Community Strategic Plan, Asset Management Strategies, the Central Coast Regions Key Enabling Projects, Delivery Programs and Operational Plans as well as being a dominant theme in Community Satisfaction Surveys and associated Councillor priority workshops.

In July 2024, Council completed a full road network condition survey ensuring we have the most accurate and up to date information possible on every Council managed road in the network. We also completed an independent review of our pavement modelling practices ensuring that the way we prioritise road renewal projects and develop road renewal programs is as effective as possible utilising road asset industry best practice and innovation.

The above information has been used to develop a robust 10 Year Road Renewal Program to guide our investment on road renewal over the next 10 years, and to inform the Four-year Delivery Program and annual Operational Plans. While it will need to be updated on an annual basis, and some change is expected from year to year, the 10 Year Road Renewal Program forms the basis of Council’s road renewal planning and provides a consistent platform for consultation and engagement with internal stakeholders and the community.

The 10 Year Road Renewal Program has been developed based on investing road network depreciation in full, on road renewal projects. Depreciation is an estimate of the extent to which our roads will be consumed during the period. The current Program would see Council spending $395.4 million for renewal programs and projects over the next ten years.

By investing road network depreciation on road renewal projects, we ensure that Council’s Infrastructure Renewal Ratio will meet the 100% benchmark recommended by the NSW Office of Local Government. In theory, this demonstrates that Council is replacing road segments as they meet the end of their useful lives.

However current road network modelling shows that based on our current level of investment, the infrastructure backlog will increase over time and the overall condition of our road network will decline without an increased investment on road renewal. This is due to construction industry costs rising faster than depreciation funding, multiple natural disaster weather events impacting our region and the fact that Council already has an historic infrastructure backlog.

Report

A number of strategies are being pursued to improve the overall condition of Council’s road network and improve the long term infrastructure backlog trend. This includes grant advocacy to generate more funding for road renewal, with a $50 million increase in road renewal being identified in Central Coast Region’s Key Enabling Infrastructure Projects. Other strategies also include undertaking asset revaluations to align forward budgets with current cost estimates and forecasts, and the use of innovative new technologies to drive the cost of renewal works down and / or to extend the life of the road renewal works we complete.

In addition to this we are proposing an increase in Council’s own investment on road renewal and have modelled the delivery of an additional $20 million in road renewal over the next four years. This has been done in consultation with Council’s Finance team and the outcomes have been tested / validated via Councillor Workshops which incorporated community feedback via various means, on what roads they considered to be priorities for renewal.

The additional $20 million road renewal program has been developed using the current 10 Year Road Renewal Program. This Program was put together using industry best practice road network data collection and advanced pavement modelling, and is supported by expert field validation and consideration of factors such as the maintenance spend, road safety, strategic location, traffic volumes, procurement strategies and other adjacent major projects being delivered by Council, developers or Transport for NSW.

The figure and table below shows the additional $20 million road renewal budget overlayed against the current Road Renewal Program, noting this includes road renewal which has been prioritised via asset management processes as well as road renewal delivered incidentally as part of grant or developer contribution funded road upgrade projects. The budget phasing has also been developed to ensure the expanded program can be delivered leveraging existing panel contracts and in consideration of available contractor resources.

Figure 1 – Council’s total Road Renewal Program capital investment including baseline road renewal, renewal undertaken as part of road upgrade projects and the additional $20 million proposed in this report

The next table shows the planned allocation of the additional $20 million in road renewal investment including the various sub-programs of work as well as itemised road renewal projects for all major renewal works i.e. typically end of life road rehabilitation projects or major asphalt surfacing projects.

The itemised / major road renewal projects were identified by seeking feedback from the Councillors, and through them the community via online surveys, door knocking, and a review of customer and maintenance enquiries, as to which roads they considered to be priorities for renewal. Nominated projects were then verified by technical staff for suitability for inclusion in the 4 Year Delivery Program, essentially by bringing forward projects identified in future financial years.

The final program was determined by workshopping these results with the Councillors, while considering technical criteria such as asset condition, maintenance burden, road safety, traffic volumes, procurement strategies and other adjacent major projects being delivered by Council, developers or Transport for NSW.

This process ensured that the $20 million road renewal program was developed based on a sound asset management and technical pavement management justification, while demonstrating alignment with community and Councillor priorities.

Table 1 – Proposed phasing of the additional $20 million Road Renewal Program investment

In support of the above, Council has developed a new interactive website map which shows the proposed 10 Year Road Renewal Program. This map has been developed using the same platform as Council’s interactive capital works map and will show the location of every road renewal project Council is planning for over the next 10 years as well as key information such as the planned year of delivery, extent of work, treatment types and current costs.

The new website maps will allow Council to demonstrate its forward road renewal plans in detail and provide a consistent basis for consultation and communication with internal stakeholders and the community. The map will need to be updated on an annual basis and some change is expected due to the completion of pavement testing and design, associated or adjacent new developments and projects, or to address reactive project priorities e.g. works resulting from Natural Disasters.

It is proposed to release the new website map to internal stakeholders subject to the outcome of this Report, and then to the general public, subject to this Report and following adoption of the Four-Year Delivery Program and 2025-26 Operational Plan.

Stakeholder Engagement

The program leverages and responds to recent consultation with the community via the Community Satisfaction Survey. This showed that road network condition remains an issue of high importance and low satisfaction with the community, supporting plans to increase Council’s investment in the same.

Specific consultation was also undertaken with the Councillors, and through them the community via online surveys, door knocking and reviews of maintenance and customer enquiries, to determine which roads the community felt were a priority for renewal.

The increase in investment also directly aligns with the Central Coast Regions Key Enabling Projects document which identifies that a $50 million increase in road renewal funding is required to improve the overall condition of Council’s road network, reduce the infrastructure backlog and support the Region’s long term asset and financial sustainability.

Financial Considerations

Financial Year (FY) Implications.

The proposal does not have financial implications for the current year but impacts outer years in the LTFP. The LTFP will need to be updated in the next review.

Budget and Long-Term Financial Plan (LTFP) Impact.

The proposal does not have financial implications for the current year but impacts outer years in the LTFP. The LTFP includes an allowance for the ongoing impact.

The proposed additional $20M capital expenditure can be funded by Council’s unrestricted cash. Based on current financial settings and projections Council will continue to hold sufficient funds over the years when this expenditure is being undertaken.

The table below shows the proposed budget phasing of the additional $20 million Road Renewal Program investment. The phasing of the program has been carefully considered to ensure that there is sufficient time to progressively undertake the pavement testing and design ahead of commencement of any major works.

Table 2 – Proposed phasing of the additional $20 million Road Renewal Program investment

Link to Community Strategic Plan

Theme 4: Responsible

Goal E: Environmental resources for the future

R-H1: Solve road and drainage problem areas and partner with the State Government to improve road conditions across the region.

Risk Management

The expanded road renewal program has been carefully developed to ensure that it can be delivered leveraging existing panel contracts and in consideration of available contractor resources. Preliminary discussions have already occurred with key external contractor resources to gauge their capacity and ability to deliver an expanded program.

Critical Dates or Timeframes

The additional $20 million Road Renewal investment needs to be confirmed at this Council Meeting to ensure that the Delivery Program and 2025-26 Operational Plan can be updated to reflect the intended additional investment prior to public exhibition which is planned in April-May 2025.

Attachments

Nil.

Item No: 3.5
Title: Strategic Property Acquisition - Coastal Open Space - 2 Toomeys Road, Mount Elliot - LOT 232 DP 755227
Department: Environment and Planning
25 March 2025 Ordinary Council Meeting

Reference: F2025/00491 - D16726358

Author: Chris Barrett, Commercial Property Manager Commercial Property

Manager: Christie Flippence, Cemeteries Manager Cemeteries

Executive: Jamie Loader, Director Environment and Planning

Recommendation

That Council:

1 Authorises Chief Executive Officer to negotiate, finalise and execute a contract for the purchase of property at 2 Toomeys Road Mount Elliot.

2 Authorises funds for the purchase of the property at 2 Toomeys Road Mount Elliot to be allocated from the Coastal Open Space Reserve.

3 Resolves, in accordance with provisions of Section 11(3)) of the Local Government Act 1993, that Attachment 1 remain confidential in accordance with Section 10A(2)(d) of the Local Government Act 1993 as it contains commercial information of a confidential nature that would if disclosed prejudice the commercial position of the person who supplied it or confer a commercial advantage on a competitor of Council.

Report purpose

The purpose of this report is to ensure that Council can act on a timely basis to secure the purchase of property of high strategic environmental value located at 2 Toomeys Road Mount Elliot. As outlined in the report, the subject property is considered to be of particular importance in terms of ensuring the future integrity of a key component of the coastal open space system.

Executive Summary

An opportunity has arisen to acquire a property at 2 Toomeys Road Mount Elliot via the open market. The property is of high importance for the ongoing integrity of the coastal open space system on the Central Coast. In particular, purchase of this property by Council will help to ensure preservation of the ridgeline of outstanding scenic beauty that runs between the coast itself and the Lisarow valley.

(Attachment 1) has been deemed to be confidential on the basis that it contains commercial information of a confidential nature that would if disclosed prejudice the commercial position of the person who supplied it or confer a commercial advantage on a competitor of Council.

Background

The Coastal Open Space System (COSS) Strategy was established and implemented by the former Gosford City Council in order to ensure that a strategic network comprising high value conservation land could be preserved in coastal areas of the Central Coast that are otherwise subject to significant urban development pressures.

The strategic network includes areas of outstanding natural beauty such as the environs of Mount Elliot, which overlooks both the Lisarow valley and the Matcham/Holgate valley.

Funding for land acquisitions as part of COSS has been generated via development contributions that have been received by Central Coast Council and its predecessor in respect of concessional subdivisions (bonus lots) that relate to land that is included in the current round of Deferred Matters amendments to the Central Coast Local Environment Plan.

Report

The property of interest comprises an elevated lot of 28.83 hectares that is mostly heavily forested land and which is prospectively zoned as a mix of C2 (Environmental Conservation) and C3 (Environmental Management) under currently proposed amendments to the Central Coast Local Environment Plan 2022.

The legal description of the land is Lot 232 in DP 755227. There is a 5-bedroom dwelling house which has substantial garaging and various other improvements on the land. The internal area of the dwelling is about 300 square metres. The house and other improvements are in good condition and together with their immediate curtilage would be eminently rentable.

Figure One:

2 Toomeys Rd -
general location -
extract from
Council GIS

Acquisition of the land at 2 Toomeys Road has been of ongoing interest to Council for many years.

Multiple initiatives have been commenced to purchase the property as a whole or alternatively to acquire all of the property other than the land on which the house/outbuildings and their immediate curtilage.

These initiatives have included negotiations with the owners to purchase all of the site in 2011 which ended inconclusively.

Separately, there were negotiations with the owners in 2019 to purchase the balance of the property (i.e. not including the house/improvements and immediate curtilage). On this second occasion, the inability to obtain subdivision consent proved to be a stumbling block and the negotiations were again inconclusive.

Based on what occurred in 2019, purchase of the whole of the site is considered to be the preferred pathway forward, particularly if a suitable opportunity should arise to purchase via the open market. This is the situation at the current time.

The land itself (i.e. the property exclusive of improvements such as the dwelling house) has been most recently valued by the Valuer General for rating purposes at $1.27 million as of 1 July 2024. This figure is somewhat lower than the previously recorded Valuer General figure of $1.52 million as of 1 July 2022.

In the current market, and given the diminishing availability of large residential lots in premium settings due to ongoing urban infill, a market value in the vicinity of $1.5 million would be considered realistic for the land itself on a stand-alone basis (i.e. ignoring the significant improvements on the land).

The property (i.e. the combined land and improvements) has been recently placed on the market with a market estimate of $1.75 million to $1.85 million plus purchase costs.

This information is publicly available via the realestate.com.au website (see Figure 2).

There has been a significant level of buyer interest and offers in excess of the higher element of the market estimate have already been made. The offers that have been made are receiving active consideration by the owner.

An offer that is commercially competitive would need to be made by Council in order to secure the acquisition.

Further information of a commercially sensitive nature as to what the terms and quantum of this offer should be are provided to councillors in (Confidential Attachment 1) which is circulated separately to this open report.

Figure Two:

2 Toomeys Rd –
current ad on realestate.com.au –
as at 13.03.2025

Stakeholder Engagement

There has been ongoing engagement with internal and external stakeholders in relation to the purchase of this land for more than a decade. Externally, this has included consultations about the need to actively pursue strategic acquisitions with the former COSS working group. Internally, this has included engagement with the Natural Assets and Biodiversity Team, which has advised that this particular site is one of the top five (5) lots of interest in the schedule of land that has been identified for possible acquisition as part of the COSS strategy.

The strategic importance of this site is emphasised by the fact that nearly all the surrounding land has been acquired by Council or is Crown reserve (see Figure 3) and this land is a key part of the continuous green ridgeline visible from both the coast and the Lisarow valley.

Figure Three:

2 Toomeys Rd –
pattern of land ownership in the environs

Green & purple – Council owned land

Hatched –
Crown land managed by Council

Financial Considerations

Financial Year (FY) Implications.

The proposal has revenue financial implications for the current FY only.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget does not include funding for this proposal and the amount will need to be included in a future Quarterly Budget Review.

The moneys that are proposed to be spent on this acquisition will be taken from the reserve that was set up for strategic land acquisitions by the former Gosford City Council. This reserve is known as the Coastal Open Space Reserve. The amount of funds that is currently held in this reserve is $7.3 million.

This acquisition will not impact adversely on other areas of Council operations on an ongoing basis. On the assumption that the house will be retained and leased out on a commercial basis, ongoing annual rental income of about $45,000 to $50,000 can be offset against future maintenance obligations associated with ownership of the property. More than likely, because acquisition will allow more integrated management of adjoining land owned/managed by Council, the nett impact of ownership will be neutral to positive from a financial point of view.

Link to Community Strategic Plan

Theme 3: Green

Goal E: Environmental resources for the future

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

The primary risk associated with this initiative is that it does not proceed and Council is obliged to consider other options in order to ensure the future integrity of coastal open space in this strategic corridor.

Other options to ensure the ongoing integrity of the scenic beauty of the area are potentially more expensive and also may cause inconvenience to an incoming purchaser (as it can be safely assumed that that the property will be sold at this time).

Critical Dates or Timeframes

A decision to proceed with the proposed purchase must be taken at the ordinary meeting on 25 March in order for the proposed purchase to proceed on terms that have been indicated as agreeable to the current owners.

In the event that a decision is not made, it is highly likely that the property will be sold to another prospective purchaser before the following Council meeting.

Attachments

Confidential attachment - Report - Strategic acquisition - Number 2 Toomeys Road Mount Elliot

Provided Under Separate Cover

D16729069

Item No: 3.6
Title: Gosford Regional Library Project Status Update
Department: Infrastructure Services
25 March 2025 Ordinary Council Meeting

Reference: PROJ/24215-03 - D16645060

Author: Mark Butterfield, Project Manager

Manager: Beth Burgess, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That Council notes the progress on the Gosford Regional Library outlined in this report.

Report purpose

To provide information to Council on the progress of the Gosford Regional Library project.

Executive Summary

This report provides an update on the progress of the Gosford Regional Library project for the last three (3) months, to 28 February 2025.

Background

At the 26 September 2023 Ordinary Council Meeting, the following was resolved:

158/23 Resolved

1 That Council notes that a contract for the Design Development and Construction of Gosford Regional Library has been entered into with North Construction & Building Pty Ltd, in accordance with Resolution 104/23.

2 That Council notes Attachment 1, which details progress on the Gosford Regional Library project.

3 That Council notes that, in accordance with the Office of Local Government, further reports will be provided to Council every quarter to inform Council on the following items for the Regional Library project:

· The project’s progress.

· Costs and budget variances

· Any issue that may have an adverse impact on the project, both monetary and non-monetary

This report contains detail on the progress made last quarter on the construction of Gosford Regional Library (Library).

Report

As of 28 February 2025, the total expenditure for the project is $18,405,455 against a total budget of $32.7M.

The structural steel installation on level 3 is complete and roofing works are nearing completion. Northern façade works are underway. Ground floor, level 1, and level 2 internal works are progressing.

The Practical Completion date for the construction of the building drives the projected opening date for the Library. The current projected timeframe for opening the Library is mid-2025.

Project risks are being controlled using a Risk Management Plan and Risk Register, which is regularly reviewed and actioned by the Project Management Group.

The reporting milestones for the Community Development Grants Programme grant for the library project have been updated for the Library’s delivery timeline and accepted by the Federal Funding Body.

The progress report for the next quarter will be reported to Council in June 2025.

Progress of Works

North Construction and Building Pty Ltd (North) has completed the following works as of 28 February 2024:

· Completion of the structure (concrete and steel)

· Commencement of interior services fitout

North plans the following works for next quarter:

· Complete exterior façade

· Complete interior fitout

· Commence landscaping

· Commence commissioning and testing

Current Open Contracts

The following contracts are open for the Library project:

· CPA/3691 – Design Development and Construction of Gosford Regional Library

· CPA/5849 – Supply and Installation of Compactus

Stakeholder Engagement

Regular consultation has taken place with external stakeholders throughout the process including the surrounding business and neighbours.

Financial Considerations

Financial Year (FY) Implications

The proposal has cost financial implications for the current FY and outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact

The FY adopted budget includes funding for this proposal and the LTFP includes funding for the ongoing impact.

The project will continue into the 2025-26 financial year and committed funds will be carried over. Whilst the library is slated to open to the public in mid-2025, final transactions for the completion of the project will be realized in the following months. Current performance against project budget is shown in Table 1.

Table 1: Financial Performance to 28 February 2025

The library is partially funded from Department of Infrastructure, Transport, Regional Development and Communications through a Community Development Grants programme grant of $7M. The funding agreement for this grant requires regular reporting as detailed in the funding deed.

Funding sources for the revised budget of $32.7M are outlined in Table 2.

Table 2: Funding Sources for Gosford Regional Library Building

Funding Sources	Amount	Restriction Type
Council Special Levy	11,569,666	131025 Internal Restrictions (Regional Library)
Federal Government Grant	7,000,000	Grants Received
Developer Contributions	9,487,656	s. 7.12 Developer Contributions
Internal Restriction	4,642,678	131041 - Internal Restriction (Strategic Priorities)
Total	32,700,000

Link to Community Strategic Plan

Theme 5: Liveable

Choose Focus Area

L-L3: Cultivate a love of learning and knowledge by providing facilities to support lifelong learning.

Risk Management

Council implemented a risk management plan and associated risk register to capture and monitor risks and implement appropriate risk controls for the Library project when required.

The project’s Risk Management Plan defines the requirements for the identification, management, escalation, and report of risks identified for all phases of the project. The outcomes of this plan are to:

· Ensure all relevant potential project risks are identified,

· Develop risk mitigation measures,

· Identify the governance structure by which risks are monitored and mitigation measures implemented,

· Detail specific risk management and reporting requirements, at project team and Project Control Group levels.

The project’s risk register is the document in which project risks are identified; uncontrolled risk ratings identified for various categories; controls documented; and controlled risk rating identified.

The risk register is used to capture risks identified and associated mitigation measures developed as outcomes of the implementation of the Risk Management Plan.

One (1) risk that may have a material adverse impact on the project, either monetary or non-monetary, was identified in this reporting quarter. This risk was:

· Authority approval delays (Ausgrid assets)

Council is negotiating the terms of two (2) easements required for two Ausgrid pillar boxes, proposed by Ausgrid for installation inside the Library’s Lot. These pillar boxes will replace two existing boxes that are located too close to the Library’s Lot boundary. The pillar boxes are an Ausgrid asset that distribute electricity from Ausgrid’s network to neighbouring buildings.

The terms of the easements must be agreed before the pillar boxes can be installed and the old boxes removed. Progress on the landscaping and public works elements of the Library’s construction may be delayed if there are delays finalising the easements. These delays may ultimately affect the current planned time frame for the Library’s opening.

Critical Dates or Timeframes

Delivery timeframes for the library project are heavily influenced by the performance of contract CPA/3691, as delivery of this contract makes up the bulk of activities required to open the new building.

At this stage of the project’s delivery phase, four – six weeks are estimated post Practical Completion for completion of Council’s change management and transition projects from existing facilities to the new building. This estimate is subject to change as the scope of these projects are developed and CPA/3691 progresses.

The projected timeframe of the Library Opening is mid-2025.

Attachments

Nil

Item No: 3.9
Title: Proposed Ordinary Council Meeting Schedule - July to December 2025
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Reference: F2024/00015 - D16569410

Author: Briony Stiles, Team Leader Civic Support

Manager: Louise Rampling, Unit Manager Governance Risk and Legal

Executive: Marissa Racomelara, Director Corporate Services

Recommendation

That Council determines to hold Ordinary Meetings of Council at the Wyong Administration Centre, or the Gosford Regional Library, at 6.30pm, on the following dates:

· 22 July 2025

· 26 August 2025

· 23 September 2025

· 28 October 2025

· 25 November 2025

· 9 December 2025

Report purpose

This report is to confirm the date, time and place for holding Ordinary Council Meetings during the second half of 2025.

Executive Summary

Council is required to meet at least ten times per year, each time in a different month. The Code of Meeting Practice requires Council to set the frequency, time, date and place of its Ordinary Meetings by resolution.

Background

Section 365 of the Local Government Act 1993 (the Act) provides that Council must meet at least ten times per year, with each meeting being in a different month.

Clause 5.1 of Council’s Code of Meeting Practice states:

Ordinary Meetings of Council will be held on the fourth Tuesday of the months of January to November inclusive and on the second Tuesday of the month of December at 2 Hely Street, Wyong commencing at 6.30 PM.

Clause 5.2 of the Code requires Council to set or vary the frequency, time, date and place of its Ordinary Meetings by resolution.

On 29 October 2024, Council resolved the dates and times for Ordinary Meetings from January to June 2025 as follows:

That Council:

1/24 Determines to hold Ordinary Meetings of Council at 2 Hely Street, Wyong commencing at 6:30pm, on each of the following dates in 2025:

· 25 February 2025

· 25 March 2025

· 29 April 2025

· 27 May 2025

· 24 June 2025

2/24 That Council note the desire to hold some Council Meetings at the Gosford Regional Library once it is opened.

3/24 That Council consider whether it holds a meeting in January at the next Council Meeting.

On 25 February 2025, Council resolved to vary the above ordinary meeting schedule by replacing “24 June 2025” with “23 June 2025”, to facilitate the Mayor’s attendance at the Australian Local Government Association National General Assembly and Regional Cooperation and Development Forum from 24 to 27 June 2025.

Report

It is anticipated that the new Gosford Regional Library will be opened in the middle of the year. Therefore a meeting at this location could occur from the October meeting to enable sufficient time to commission and test equipment.

It is proposed that Ordinary Council Meetings be held during the second half of 2025 as follows, with councillors to determine the preferred location for each meeting:

*Date*	*Day*	*Time*	*Location*
22 July 2025	Tuesday	6:30 PM	2 Hely Street, Wyong
26 August 2025	Tuesday	6:30 PM	2 Hely Street, Wyong
23 September 2025	Tuesday	6:30 PM	2 Hely Street, Wyong
28 October 2025	Tuesday	6:30 PM	2 Hely Street, Wyong / Gosford Regional Library
25 November 2025	Tuesday	6:30 PM	2 Hely Street, Wyong / Gosford Regional Library
9 December 2025	Tuesday	6:30 PM	2 Hely Street, Wyong / Gosford Regional Library

Subsequent changes to the arrangements for Ordinary Meetings can be made via Council resolution.

Financial Considerations

Financial Year (FY) Implications.

The proposal has cost financial implications for the current FY and outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes funding for this proposal.

Funding to support the proposed scheduling of Ordinary Council Meetings is included in the existing operational budget.

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.

Risk Management

Council meetings provide an open and transparent public forum where the decisions of Council are made. Setting the schedule for Ordinary Council Meetings in advance provides the community with certainty and the opportunity for engagement.

Attachments

Nil

Item No: 3.11
Title: Draft Community Engagement Strategy - For Adoption
Department: Community and Recreation Services
25 March 2025 Ordinary Council Meeting

Reference: F2015/00319 - D16580868

Author: Sheree Gover, Section Manager Communications Engagement and Digital Marketing

Manager: Nicole Jenkins, Executive Officer Performance and Communications

Recommendation

That Council:

1 Endorses the proposed improvements to engagement planning and activities based on community feedback received during the public exhibition of the draft Community Engagement Strategy including Community Participation Plan 2024-28 as per Attachment 1.

2 Adopts the draft Community Engagement Strategy including the Community Participation Plan 2024-28 as per Attachment 2.

Report purpose

To present the Engagement Evaluation and Key Findings Report of the draft Community Engagement Strategy’s public exhibition and market research, and to adopt the draft Community Engagement Strategy that includes the Community Participation Plan 2024-28.

Executive Summary

In 2021, the Local Government Act 1993 was amended to include Section 402A, which requires councils to establish and implement a four-year engagement strategy called its ‘Community Engagement Strategy’ (The Strategy). The Strategy must form part of Council’s IP&R Framework and include mandatory requirements in accordance with the legislation. Additionally, the NSW Office of Local Government (OLG) has provided standards and recommended inclusions to consider when developing the Community Engagement Strategy.

Following community feedback through the public exhibition and market research this proposed document will replace two (2) separate documents currently used to guide engagement at Council; the Engagement Framework, which guides all engagement, and the Community Participation Plan, which specifically outlines engagement requirements for planning matters.

Background

Central Coast Council carries out community engagement on key projects, initiatives, policies, strategies and plans to ensure a balanced and collaborative decision-making process between the community and Council is achieved.

The Community Engagement Strategy (the Strategy) outlines Council’s approach to engaging with the community and stakeholders. It meets Council’s statutory obligations and provides transparency and clarity for the community and all stakeholders so that they can understand their role in the decision-making process.

The Community Participation Plan has been incorporated into, and combined with, the final draft Community Engagement Strategy. Under both the Local Government Act 1993 (LG Act) and the Environmental Planning and Assessment Act 1979 (EP&A Act) there are provisions for the Community Engagement Strategy and Community Participation Plan to be within one (1) document.

Previously, three (3) adopted documents used by Council to guide our approach to community engagement were:

· Central Coast Council Engagement Framework,

· Central Coast Council Community Participation Plan,

· Central Coast Water and Sewer Community Engagement and Education Strategy.

Water and Sewer Community Engagement and Education Strategy will remain a stand-alone document and is not subject to the recommendations of this report.

The proposed Strategy will form part of Council’s IP&R Framework and includes the mandatory requirements as outlined in the legislation.

Figure 1. The IP&R framework, showing how the Community Engagement Strategy encompasses the entire IP&R process, and reflecting how engagement extends to all aspects of council engagement.

At its Ordinary Council meeting, held Tuesday 25 June 2024 Council resolved the following:

211/24 Notes the changes to the Local Government Act 1993 Section 402A, which requires councils to establish and implement a four-year engagement strategy (called ‘Community Engagement Strategy’) and which forms part of Council’s IP&R Framework.

212/24 Places the draft Community Engagement Strategy (including Community Participation Plan) (Attachment 1) on public exhibition for a minimum period of 28 days.

213/24 Carries out engagement activities in relation to the draft strategy, including, but not limited to:

a) Public exhibition

b) Market research and conversations with targeted stakeholder groups to understand barriers to participation.

Following completion of Community Consultation including Public Exhibition, the draft Community Engagement Strategy was presented at the Ordinary Council meeting, Tuesday 10 December 2024. At this meeting Council resolved the following:

521/24 That the draft Community Engagement Strategy be deferred to the February 2025 meeting for finalisation.

522/24 That the CEO conduct place-based engagement activities in each ward in the first half of 2025 and before finalisation of the Operational Plan 2025-26 and including consultation on the Local Strategic Planning Statement and Community Strategic Plan.

523/24 That a workshop is organised for Councillors prior to the February meeting.

Progress on resolutions 522/24 and 523/24:

1. Planning is underway for place-based engagement activities in each ward in the first half of 2025.

2. A Councillor workshop was undertaken on Tuesday 11 February 2025. Updates to the draft Community Engagement Strategy from this workshop included:

a) New page outlining Councillor’s role in Community Engagement.

b) Message from the Chief Executive Officer be replaced with Message from Central Coast Councillors.

c) The section, Our Commitment to place-based engagement.
Replace the two (2) paragraphs that starts “From time to time, we engage in targeted geographical areas, or ‘places’”, with “Where possible and appropriate, we will endeavour to undertake place-based engagement.

d) Include a page including all Councillors photos and contact details.

Report

Council commenced consultation on the Strategy through a public exhibition and market research process that was undertaken for a period of eight (8) weeks from Tuesday 30 July until Monday 30 September 2024.

A range of resources were developed to support and promote the public exhibition and consultation of the draft Strategy noted below and details are included in (Attachment 1):

Summary of key findings from the public exhibition and market research:

· As a whole, over 90% of the community believe engagement and an engagement strategy is important,

· More than half of online respondents and just under half of phone research respondents are ‘satisfied’ or ‘somewhat satisfied’ with Council communications,

· An overwhelming number of respondents (94%) agreed place-based engagement is important,

· Awareness and time constraints are cited as the primary barriers to participation,

· Effective engagement needs to be multimodal, a mix of face to face and digital options will need to be provided in order to reach the widest population,

· Messaging needs to be relevant, simple to understand, and provide a clear call to action,

· Council needs to ensure engagement opportunities are accessible to all,

· When it comes to specific topics or issues, Central Coast residents are most interested in hearing from Council about:

o Roads and footpaths management,

o Long-term planning,

o Recreational facilities, parks/reserves/playgrounds, and

o Large scale residential development.

Specific feedback provided:

Across the public exhibition and market research activities there was widespread approval of the strategy, many respondents agree that the strategy is comprehensive and covers key areas, but there are concerns about its implementation in practice and others made further suggestions to incorporate into future engagement and approaches to planning engagement activities.

This feedback included:

· Longevity of planning: There is concern about the continuity of community planning efforts, particularly the potential for plans to be scrapped with changes in government, leading to wasted resources. Respondents want assurances for the long-term sustainability of plans,

· Integration with broader strategies: Positive feedback highlights integration with related initiatives such as the Open Space and Greening Spaces Strategies,

· Call for area-specific planning: Some suggest that planning processes should be more localised, involving the community in both design and delivery of projects, which could foster stronger engagement,

· Transparency and accessibility in development planning: Strong desire for more transparent communication, particularly regarding development proposals. People prefer receiving information through letters or more accessible website navigation rather than having to search laboriously online,

· Youth and disability engagement: The need for more inclusive spaces for youth, particularly youth hubs, and a stronger focus on accessibility for those with disabilities is highlighted. Some feel that the strategy lacks enough representation from people with lived experiences of disability and suggest more meaningful engagement of advocacy groups,

· Criticism of current engagement practices: Some feedback referred to these as tokenistic or insufficient engagement methods, with concerns that feedback from small groups or limited responses might disproportionately influence decisions. There are also calls for better face-to-face contact and more proactive engagement with the community,

· Accountability and staff culture: Some respondents express dissatisfaction with Council staff culture and transparency, particularly in relation to the management of development and environmental issues,

· Call for more diverse representation: Several comments suggest that the engagement process did not adequately represent full-time workers, certain demographic groups, or people with disabilities, calling for more inclusive participation in developing the strategy.

Proposed improvements

The draft Community Engagement Strategy (2024-2028) be adopted as part of the IP&R framework for Central Coast Council and feedback gathered throughout the public exhibition and market research, will be implemented into the engagement program and activities:

• Timing and constraints in participation to be considered in planning stages,

• Short and concise surveys to be utilised as much as possible,

• Multimodal activities considered for all engagement,

• A First Nations Engagement Strategy,

• Develop and publish as ‘Plain English’ version of the Community Engagement Strategy to support accessibility,

• Consider place-based engagement activities in the engagement programs,

• Increase in face-to-face engagement activities,

• Increase accessibility options and expansion of diverse voices in engagement activities,

• Ensure wide promotion of engagement opportunities.

A separate project will be required for the First Nations Engagement Strategy, this will require specialised expertise to assist Council in undertaking a co-design engagement process with all representative local groups. Budget will be required for this additional project work.

Stakeholder Engagement

There has been extensive consultation undertaken during the Strategy development, and with the draft version through a public exhibition and market research process. Engagement included activities such as face to face pop-ups, staff workshops, targeted market research, phone surveys as well as online surveys (hosted on Your Voice Our Coast). During the development of the Strategy, and in the engagement activities, Council sought to reach diverse communities.

Stage One consultation involved:

· 16 internal stakeholder meetings,

· 1,952 responses to Council’s Wellbeing Survey with specific questions in relation to engagement,

· Presentation to the Executive Leadership Team.

Stage Two public exhibition/ and market research of the draft Community Engagement Strategy included:

· 234 responses to the online survey,

· 1900 people had an opportunity to engage at pop-up engagement activities such as Sustainability Future Festival and the Outdoor Movie Series,

· 402 residents undertook a 14-minute market research phone interviews.

Overall, the opportunity to engage was presented to the community on over 20,000 occasions. Approximately 1,900 community members also had the opportunity to engage in person. Over 2,600 contributions were received across both stages.

Councillors had the opportunity to provide feedback on the Strategy at an induction session on Saturday 19 October 2024 and at a Councillor workshop on Tuesday 11 February 2025.

Financial Considerations

Financial Year (FY) Implications.

The proposal does not have financial implications for the current year or outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes funding for this proposal.

The proposal does not have financial implications for the current year but impacts outer years in the LTFP. The LTFP includes an allowance for the ongoing impact.

The strategy recommends a First Nations Engagement Strategy and specialist expertise and consultation activities will be required for its development.

Link to Community Strategic Plan

Theme 4: Responsible

Choose Focus Area

Risk Management

If the draft Strategy is not adopted, Council may fail to meet legislative requirements under the Local Government Act and the EP&A Act, that:

· The Strategy must be reviewed within 3 months of the Local Government elections,

· Consistent with clause 2.24(1) of the Environmental Planning and Assessment Act 1979, once Council has endorsed the strategy, it will be published on the NSW Planning Portal.

Critical Dates or Timeframes

The Strategy must be reviewed within three (3) months of the local government elections.

Attachments

1	Community Engagement Strategy - Engagement Evaluation and Key Findings Report October 2024	Provided Under Separate Cover	D16515628
2	Community Engagement Strategy including Community Participation Plan 2024-2028	Provided Under Separate Cover	D16688159

Item No: 3.12
Title: Local Planning Panel Submissions Policy 2025 - for Public Exhibition
Department: Environment and Planning
25 March 2025 Ordinary Council Meeting

Reference: F2024/00015 - D16651159

Author: Andrew Roach, Unit Manager Development Assessment

Executive: Jamie Loader, Director Environment and Planning

Recommendation

That Council:

1 Endorses the draft Development Application Submissions Policy to be placed on public exhibition for a period of 28 days.

2 Requests that the CEO, in conjunction with the public exhibition, provide the draft Development Application Submissions Policy to the Secretary of the Department of Planning Housing & Infrastructure for approval.

3 Requests that the CEO, following public exhibition and consultation with the Secretary of the Department, report back to Council the outcomes of the exhibition and consultation process, and present the final version of the Policy for adoption.

Report purpose

To present a draft ‘Development Application Submissions Policy’ to Council for consideration.

Executive Summary

The draft ‘Development Application Submissions Policy’ has the effect of increasing the number of unique submissions by way of objection required to trigger a Development Application being referred to the Central Coast Local Planning Panel for determination. The current submissions threshold is 10 unique submissions, the draft Policy aims to raise that to 20 unique submissions.

Background

The Central Coast Local Planning Panel was constituted via resolution at the Ordinary Meeting of Council on 11 May 2020, following amendments to the Environmental Planning & Assessment Regulation that required such a Panel to be formed. The Panel consider a range of Development Applications, and provide advice on other planning matters, such as Planning Proposals.

One of the criteria for referral of Development Applications to the Central Coast Local Planning Panel is ‘contentious development’ which includes Development Applications subject to a pre-determined number of unique submissions by way of objection. The current threshold is 10 submissions, as set out in Ministerial Directions. The Ministerial Directions allow Council to adopt a different submissions trigger, by adopting a ‘Development Application Submissions Policy’.

At the Ordinary Meeting of Council on 26 November 2024 Council resolved:

488/24 That Council adopts a Submissions Policy of 20 unique submissions as the trigger for referral of Development Applications to the Local Planning Panel.

489/24 That this policy be submitted to the Department of Planning for approval.

Report

The criteria for Development Applications to be referred to the Central Coast Local Planning Panel are set out in Ministerial Directions titled ‘Local Planning Panels Direction – Development Applications and Applications to Modify Development Consents’ (dated 6 May 2024). One of the criteria for referral is ‘contentious development’ which includes Development Applications subject to a pre-determined number of unique written submissions by way of objection.

The Ministerial Directions set a threshold of 10 unique submissions by way of objection in order to trigger the referral of a Development Application to the Central Coast Local Planning Panel. However, Part 2(a) of Schedule 2 the Ministerial Directions also set out that Council may endorse a ‘Development Application Submissions Policy’ to provide an alternate number of unique submissions that must be received during the notification period to trigger determination of a Development Application by the Local Planning Panel. That Policy must be approved by the Secretary of the Department of Planning, Housing and Infrastructure.

The draft ‘Development Application Submissions Policy’ (Attachment 1) has the effect of increasing the number of unique submissions by way of objection to 20 submissions.

The draft Policy will not reduce the consideration of matters raised in community submission to Development Applications. In accordance with Section 4.15(1)(d) of the Environmental Planning & Assessment Act 1979, all submissions received to a development application during the notification process must be considered during the assessment of the application, regardless of the determination pathway.

Stakeholder Engagement

The proposed recommendation includes a public notification period of not less than 28 days and consultation with the Secretary of the Department of Planning Housing & Infrastructure. The outcomes of that consultation will be reported back to Council in due course.

Financial Considerations

Financial Year (FY) Implications.

The proposal does not have financial implications for the current year or outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes funding for this proposal.

Link to Community Strategic Plan

Theme 4: Responsible

Goal E: Environmental resources for the future

R-I2: Ensure all new developments are well planned with good access to public transport, green space and community facilities and support active transport.

Risk Management

There are minimal risks associated with the proposed Policy. The Policy does not propose any change to processes or procedures, other than altering the submission criteria for referral of Development Applications to the Central Coast Local Planning Panel. The impact will be to slightly reduce the number of applications that are referred to the Panel, and therefore slightly increase the number of applications determined by Council staff under delegation.

Critical Dates or Timeframes

There are no critical dates or timeframes.

Attachments

D16715328 Attachment 1 - Local Planning Panel Submissions Policy March 2025(4)

Provided Under Separate Cover

D16728399

Item No: 3.14
Title: Community Support Grant Program January 2025
Department: Community and Recreation Services
25 March 2025 Ordinary Council Meeting

Reference: F2017/02117-002 - D16676944

Author: Belinda McRobie, Manager Community Development

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That Council:

1 Allocates $18,926.41 (inclusive of GST where applicable) from the 2024-25 grants budget to the Community Support Grant program for the month of January as outlined below and in Attachment 1.

a) Tuggerah Rural Fire Brigade - Firefighting & Support Equipment - $4,963.17

b) Brisbane Water Paddlers Incorporated - Council Fee Relief - $342.65

c) Rotary Club of Erina Incorporated - Central Coast 2025 Heat of Australian National Busking Championship - $4,978.44

d) East Gosford Community Garden Incorporated - Community Garden Safety, Maintenance, and Inclusiveness - $3,700.00

e) Toukley Neighbourhood Centre Incorporated -2025 Reconciliation Week Event - $2,900.00

f) Tuggerah Lakes Art Society Incorporated - 2025 Women in Art Exhibition - $2,042.15

2 Declines the following applications, for the reasons indicated in Attachment 1:

a) Dooralong Rural Fire Brigade – Brigade Lockers - Insufficient information provided to make an accurate assessment.

b) Narara Eco Living Network Incorporated - Insufficient information provided to make an accurate assessment.

c) Lucy Grech - Sweet Honey - Building hives - applicant is ineligible.

3 Advises the unsuccessful applicants in point 2 (above) and direct them to alternate funding sources if relevant.

Report purpose

To seek endorsement of the recommendations for the Community Support Grant Program for the month of January 2025.

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 small 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 Program provides assistance for community activities that require:

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

· Financial assistance for community activities that require a small amount of support. The Community Support Grant Program provides a combined original budget of $300,000 annually as detailed in Table 1 below.

Table 1: Community Support Grant Program

Program

Original Budget

Adopted budget

2024-25 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

$150,305.01

$18,926.41

$169,231.42

TOTAL

$150,305.01

$18,926.41

$169,231.42

Current Status

Applications submitted from 1 January - 31 January 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 nine (9) applications were received and assessed by 10 February 2025, with six (6) applications recommended for funding in this Council report. Three (3) applications are not recommended for funding.

Of the three (3) applications not recommended for funding, one (1) is ineligible, and two (2) do not contain sufficient information to make an accurate assessment. 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, Section Manager Community Development and the Community Grants Team assessed the Community Support Grant program applications, against the Community Support Grant Program guidelines.

Stakeholder Engagement

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 three (3) grant writing workshops with thirty-seven attendees and four (4) grant information sessions with sixty-six attendees.

Additionally, Council staff also undertook two (2) drop-in support sessions with twelve attendees to assist applicants with their submissions where required.

Financial Considerations

Financial Year (FY) Implications

The proposal has cost financial implications for the current FY and outer years in the LTFP.

Budget and Long-Term Financial Plan (LTFP) Impact.

The FY adopted budget includes funding for this proposal and the LTFP includes funding for the ongoing impact.

Council’s 2024-25 Operational Expenditure original budget allocates $300,000 to the Community Support Grant Program.

Expenditure is approved until the end of the 2024-25 financial year. Budget funds will expire at the end of each financial year.

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 B: Creativity, connection and local identity

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.

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 Program - January 2025 - Recommended and Not Recommended

Provided Under Separate Cover

D16678753

Item No: 4.2
Title: Rescission Motion - Amendment to Councillor Notice of Motion Limits
Department: Councillor
25 March 2025 Ordinary Council Meeting

Reference: F2025/00016 - D16734756

Author: Councillor Corinne Lamont

Council, at the Ordinary Meeting held on 11 March 2025 gave consideration to a report regarding Removal of the limit on Notice of Motions at each Council meeting.

At that meeting, Council considered the motion as follows:

That Council:

1 Amends the adopted Code of Meeting Practice to remove the restriction limiting Councillors to one Notice of Motion (NoM) per Ordinary Council Meeting as per the processes set out in the legislation.

2 Allows Councillors to submit multiple NoMs per meeting, provided they comply with the established rules and procedures for submitting NoMs, including deadlines and content requirements.

3 Ensures that meeting agendas continue to be managed effectively to maintain meeting efficiency and ensure that all Councillor’s motions are given adequate time for discussion.

4 Allows 2 questions with Notice per meeting per Councillor

FOR: Crs MacGregor, Castles, Crowley, Walsh, Neal, Smith and Lamont

AGAINST: Crs McKinna, Mouland, Daniels, Eaton OAM, Stanton, Wright and McWaide

The Motion was put to the vote and declared LOST on the casting vote of the Mayor.

A Motion has been received from Councillor Lamont to be moved at the Ordinary Council Meeting of Council to be held on Tuesday, 25 March 2025, as follows:

That Council:

1 Removes the current restriction that limits Councillors to submitting only one Notice of Motion (NoM) per meeting.

2 Implements a process whereby:

a) If the number of NoMs submitted exceeds 15, the first NoM submitted by each Councillor will be accepted on to the Business paper

b) Thereafter, NoMs will be accepted for the Business paper based on a first submitted basis until the cap of 15 is reached.

c) Any excluded NoMs may be resubmitted at subsequent Council meetings.

3 Requests that the Chief Executive Officer (CEO) update Council’s governance procedures accordingly to reflect these changes and report back on the implementation process if required.

Councillors Note:

The current rule limiting each Councillor to only one Notice of Motion per meeting can be

restrictive, particularly when important matters arise that require Council attention. This

proposed amendment seeks to provide greater flexibility for Councillors while ensuring that

Council meetings remain efficient and manageable.

By introducing a cap of 15 NoMs per meeting, this approach balances Councillor

participation with practical meeting management. The first-in system ensures fairness in

processing NoMs while also preventing an overwhelming volume of motions at any single

meeting. This will also align with the existing maximum of 15 possible NoMs per meeting,

ensuring consistency in governance procedures.

Furthermore, an analysis of the last four Council meetings shows that only a total of 12 NoMs

were raised by Councillors out of a possible maximum of 60. In the most recent meeting,

despite three motions originating from one Councillor, the total number of NoMs raised was

still only five out of a possible 15. These figures indicate that the current restriction is

unnecessary and that Councillors having the ability to submit more than one NoM per

meeting would not overwhelm the meeting agenda.

This change aligns with best practice governance by allowing Councillors greater autonomy

to represent the community while ensuring that Council meetings remain structured and effective.

Chief Executive Officer Response

As this matter was considered by Council on 11 March 2025, this motion is effectively a motion to rescind the previous decision of Council to not proceed with changes to the Code of Meeting Practice (CoMP). This is in accordance with Section 372 of the Local Government Act, 1993.

The Office of Local Government (OLG) is currently updating the Model Code of Meeting Practice (Model CoMP). Once released, Council’s CoMP will need to be updated to align with the Model CoMP following the process outlined below. That would be the most appropriate time to review and update the clause in relation to Notices of Motion.

Clause 5.14 of Council’s current Code of Meeting Practice (‘CoMP’) provides that a Councillor is limited to submitting one Notice of Motion per Ordinary Meeting. Removing the restriction on councillor Notices of Motion would therefore require an amendment to the CoMP.

The requirements for amending the CoMP are set out in the Local Government Act 1993 (‘LG Act’), which provides that:

- The process for amending a Code is the same as the process for adopting a Code (s363),

- Before adopting a Code, a council must prepare a draft Code which is put on public exhibition for not less than 28 days (s361),

- There must be a period of not less than 42 days during which submissions may be made to the council (s361),

- After considering all submissions received, the council may adopt the draft Code as its Code of Meeting Practice (s362).

The LG Act does allow for a Code to be amended without public exhibition, but only if the Council considers the amendments are not substantial (s362(2)).

Relevantly, the Model Code of Meeting Practice is currently under review by the Office of Local Government (OLG). Consultation on proposed amendments to the Model Meeting Code recently closed, and it is anticipated that the new Model Meeting Code will be prescribed shortly. The draft Model Code does not include any limitation on the number of notices which may be submitted by councillors.

Under section 360 of the LG Act, Council is required to adopt a CoMP that incorporates the mandatory provisions of the Model Code within 12 months after an ordinary election. Clause 2.1.4.14 of the Performance Improvement Order also requires that Council ensure its CoMP complies with the Model Code.

If Council commences the process of amending the CoMP before the new Model Code is released, it is likely the process will need to be repeated so the mandatory provisions of the new Model can be included.

It is therefore recommended that the recommendations of this NoM be taken as feedback on the Code of Meeting Practice to be considered as we progress a review in line with the the forthcoming updated Model Code of Meeting Practice.

Attachments

Nil.

Item No: 6.1
Title: Question with Notice - Council’s Affordable and Emergency Housing Strategy & Implementation
Department: Community & Recreation Services
25 March 2025 Ordinary Council Meeting

Item No: 1.1
Title: Disclosure of Interest
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 1.2
Title: Confirmation of Minutes of Previous Meeting
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 1.3
Title: Items Resolved by Exception
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 2.1
Title: Australian Local Government Association's ‘Put Our Communities First’ campaign
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 3.7
Title: Review Committee - Current Library Building - Minutes and Recommendations February 2025
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 3.8
Title: Economic Development Committee - Minutes February 2025
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 3.10
Title: Draft Councillor Expenses and Facilities Policy - For public exhibition
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 3.13
Title: Administrator and Councillor Expenses and Facilities Report - 1 July 2024 to 31 December 2024
Department: Corporate Services
25 March 2025 Ordinary Council Meeting

Item No: 4.1
Title: Recission Motion: Entry into aviation services lease for a helicopter hub over part of Central Coast Airport (Warnervale)
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 5.1
Title: Notice of Motion - Davistown Wetlands Funds
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 5.2
Title: Notice of Motion - The Coast Council Sustainability and Climate Action Plan 2022-2025 Review
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 5.3
Title: Notice of Motion - Establishment of Dredging and Water Management Advisory Panel
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 5.4
Title: Notice of Motion - Status of Coastal Management Programs (CMP's)
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 6.2
Title: Question with Notice - Council processes - Government Information (Public Access) Act 2009 - GIPA Act
Department: Councillor
25 March 2025 Ordinary Council Meeting

Item No: 6.3
Title: Question with Notice - Old Gosford Library
Department: Councillor
25 March 2025 Ordinary Council Meeting