Agenda of Community & Culture Committee

1.1 Introduction: Welcome, Acknowledgement of Country, and Apologies

WELCOME

ACKNOWLEDGEMENT OF COUNTRY

We acknowledge the Traditional Custodians of the land on which we live, work and play.

We pay our respects to Darkinjung Country, and Elders past and present.

We recognise the continued connection to these lands and waterways and extend this acknowledgement to the homelands and stories of those who also call this place home.

We recognise our future leaders and the shared responsibility to care for and protect our place and people.

RECEIPT OF APOLOGIES

DISCLOSURES OF INTEREST

Item No: 1.2
Title: Disclosures of Interest
Department: Corporate Services
13 May 2025 Community and Culture Committee

Reference: F2025/00482 - D16746904

Chapter 14 of the Local Government Act 1993 (“LG Act”) regulates the way in which the councillors and relevant staff of Council conduct themselves to ensure that there is no conflict between their private interests and their public functions.

Section 451 of the LG Act states:

“(1) A councillor or a member of a council committee who has a pecuniary interest in any matter with which the council is concerned and who is present at a meeting of the council or committee at which the matter is being considered must disclose the nature of the interest to the meeting as soon as practicable.

(2) The councillor or member must not be present at, or in sight of, the meeting of the council or committee:

(a) at any time during which the matter is being considered or discussed by the council or committee, or

(b) at any time during which the council or committee is voting on any question in relation to the matter.

(3) For the removal of doubt, a councillor or a member of a council committee is not prevented by this section from being present at and taking part in a meeting at which a matter is being considered, or from voting on the matter, merely because the councillor or member has an interest in the matter of a kind referred to in section 448.

(4) Subsections (1) and (2) do not apply to a councillor who has a pecuniary interest in a matter that is being considered at a meeting, if:

(a) the matter is a proposal relating to:

(i) the making of a principal environmental planning instrument applying to the whole or a significant part of the council’s area, or

(ii) the amendment, alteration or repeal of an environmental planning instrument where the amendment, alteration or repeal applies to the whole or a significant part of the council’s area, and

(a1) the pecuniary interest arises only because of an interest of the councillor in the councillor’s principal place of residence or an interest of another person (whose interests are relevant under section 443) in that person’s principal place of residence, and

(b) the councillor made a special disclosure under this section in relation to the interest before the commencement of the meeting.

(5) The special disclosure of the pecuniary interest must, as soon as practicable after the disclosure is made, be laid on the table at a meeting of the council and must:

(a) be in the form prescribed by the regulations, and

(b) contain the information required by the regulations.”

Further, the Code of Conduct adopted by Council applies to all councillors and staff. The Code relevantly provides that if a councillor or staff have a non-pecuniary conflict of interest, the nature of the conflict must be disclosed as well as providing for a number of ways in which a non-pecuniary conflicts of interests might be managed.

Recommendation

That Committee members and staff now disclose any conflicts of interest in matters under consideration at this meeting.

Item No: 1.3
Title: Art Collection and Art Purchases Policies - For Revocation
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16807656

Author: Beth Burgess, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee recommends to Council:

1 That the Art Collection Policy be revoked (Attachment 1).

2 That the Policy for Art Purchases be revoked (Attachment 2).

Report purpose

To seek the Committee’s support to revoke two (2) policies of Council which are no longer relevant, and the content is considered to be an internal protocol.

Executive Summary

This report recommends the revocation of two policies: Art Collection Policy (former Gosford City Council) and Policy for Art Purchases (former Wyong Council). This ensures that Council is not held to account for a policy that is outdated or conflicts with current practise.

A review of the policies has determined that the functions outlined in the policy documents are internal protocols for Council employees and as such, the policies are being revoked and replaced with an internal protocol.

Background

In 2023, a Policy Documents Framework was developed to ensure a consistent approach for managing Council’s policies, protocols, guidelines, and procedures.

In accordance with this Framework, all policies are being reviewed with the aim to align them with the requirements of the Framework. The alignment process includes the revocation of policies that do not meet the criteria for a Council policy.

Report

This report recommends the revocation of those policies that are no longer serving Council or the community. This ensures that Council is not held to a policy that is outdated or conflicts with current legislation and provides assurance to the community that Council’s decisions are based on current and best practice.

A summarised list of reasons for the revocation of these policies includes:

a) The policies were not revoked at the time of the amalgamation of the former Wyong and Gosford Councils in 2016.

b) The policies were not revoked when the content changed to a procedure or other internal document.

The following policies are recommended for revocation:

#	Policy Title	Directorate	Business Unit(s)	Reason for Revocation
1	Art Collection Policy	Community and Recreation Services	Community and Culture	The Policy relates to guidelines on the acquisition, de-accession, and ongoing management of the Art Collection for the former Gosford City Council. There is no legal or operational reason for the Policy. The policy has been replaced by an internal protocol.
2	Policy for Art Purchases	Community and Recreation Services	Community and Culture	The Policy relates to guidelines on the acquisition, de-accession, and ongoing management of the Art Collection for the former Wyong Shire Council. There is no legal or operational reason for the Policy. The policy has been replaced by an internal protocol.

Policy Title

Directorate

Business Unit(s)

Reason for Revocation

Art Collection Policy

Community and Recreation Services

Community and Culture

The Policy relates to guidelines on the acquisition, de-accession, and ongoing management of the Art Collection for the former Gosford City Council.

There is no legal or operational reason for the Policy.

The policy has been replaced by an internal protocol.

Policy for Art Purchases

Community and Recreation Services

Community and Culture

The Policy relates to guidelines on the acquisition, de-accession, and ongoing management of the Art Collection for the former Wyong Shire Council.

There is no legal or operational reason for the Policy.

The policy has been replaced by an internal protocol.

Stakeholder Engagement

Internal stakeholder engagement was carried out with the relevant Units across Council responsible for the policies, who provided reasoning for the policies to be revoked.

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.

There are no financial implications associated with this report.

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

The retention of the policies that are proposed to be revoked would be inconsistent with Council’s Policy Documents Framework. The information in the policies may not be current, correct, or applicable.

If relied upon by Council, this may lead to inconsistent or potentially conflicting decision making which may expose Council to reputational, financial, and other risks.

Critical Dates or Timeframes

Nil

Attachments

1 ⇩	Art Collection Policy		ECMD13013842
2 ⇩	Policy for Art Purchases		D05367891

Item No: 1.4
Title: Central Coast Affordable and Alternative Housing Strategy Update
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16775900

Author: Belinda McRobie, Section Manager Community Development

Manager: Beth Burgess, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee notes the update report on the Central Coast Affordable and Alternative Housing Strategy.

Report purpose

This report provides an update on the implementation of the Central Coast Affordable and Alternative Housing Strategy.

Executive Summary

The Central Coast Affordable and Alternative Housing Strategy was adopted by Council on 29 April 2019. An update on the implementation of the Strategy to date is provided below.

Background

In April 2019, Council adopted the Central Coast Affordable and Alternative Housing Strategy (CCA&AHS). The Strategy is a comprehensive plan to address the critical undersupply of affordable housing on the Central Coast. It focuses on the direction, creation and stimulation of housing for three main target groups; very low-income households including those who are homeless, low-income households and low to moderate income households who fit the statutory definition.

The CCA&AHS was developed following extensive research and consultation with over 500 sector informants over 18 months and is structured around three (3) strategic action areas:

· Affordable Housing Partnerships with Community Housing Providers using Council-owned land

· A review and reform of the planning mechanisms that can increase the supply of affordable and lower cost housing

· Prevention and intervention strategies to reduce homelessness and demand on the sector.

The three strategic action areas provide a range of effective policy solutions to address the growing and complex need for affordable and alternative housing within the Central Coast Region.

Affordable housing is a legislated definition to supply housing appropriate for the needs of vulnerable households in the housing market. Thresholds are referenced in the NSW Environmental Planning and Assessment Act 1979 and Housing SEPP 2021. Housing is ‘affordable’ when very low-, low- and moderate-income households can meet their housing costs and still have sufficient income to pay for other basic needs such as food, clothing, transport, medical care and education. This is generally understood as paying no more than 30% of total household income towards the cost of housing.

There are 27 individual actions contained in the CCA&AHS to guide Council in its response to this critical issue. This report will summarise key advances in the implementation of the Strategy since its establishment in 2020.

Direct creation of Affordable Housing

Actions to create affordable housing partnerships are addressed in strategies 4 to 8 of the CCA&AHS. Staff have delivered on and or commenced work on 4 (four) of these items to date which include the adoption of Council’s Affordable Housing Land Proposal, development of a pilot site at 23-25 Ashton Avenue The Entrance, shortlist of 10 land sites for large scale development, Expression of Interest to form a list of preferred Affordable Housing Providers and detailed analysis of land constraints and site modelling.

The Council Affordable Housing Land Proposal (CAHLP) was prepared and endorsed by Council on 27 April 2021 as a framework to select parcels of land suitable for affordable housing developments in partnership with Community Housing Providers on Council owned land. At this same meeting, a trial site was also endorsed at 23-25 Ashton Avenue, The Entrance.

To select a Community Housing Provider with the capacity to develop the trial site, a two-staged procurement process was undertaken consisting of an Expression of Interest followed by a Request for Proposal.

The tender was awarded to Pacific Link Housing and Council endorsed the sale of the site for a nominal fee of $1. The proponent is committed to construct a multi-tenure development with at least 60% affordable housing. A Development Application has been submitted on the site, which is currently under review by the Development and Assessment Team. It is likely to meet the threshold to be assessed by the Joint Regional Planning Panel. Further updates will be provided to the Committee as they are achieved.

In August 2023, the Council endorsed a further 17 Council-owned land sites for investigation under the CAHLP, including vacant parcels of land and underutilised Council cottages.

In 2023 and 2024, staff commenced a review of the list of sites against the full criteria of the CAHLP as well as a detailed analysis of the restrictions on each parcel. Investigations have included several economic scenarios including title transfer, State government partnerships and meanwhile use on long-term leases.

10 parcels have been identified as suitable for larger-scale development under the CAHLP. Site suitability is determined by either a 400m walking distance to town centres or an 800m walking distance to transport hubs, area of relative affordability and social need, lot size and planning provisions that support maximum yield and favourable economics.

The ten sites are:

· 8 and 10 Manning Road, The Entrance

· 14 Manning Road, The Entrance

· 18 Manning Road, The Entrance

· 20A Manning Road, The Entrance

· 49 Hammond Road, The Entrance

· 9, 11, 13 and 15 Yaralla Road, Toukley

· 20W Yaralla Road and 40 Beachcomber Parade, Toukley

· 11 Margaret Street, Wyong

· 3 Margaret Street, Wyong

· 18 Margaret Street, Wyong

Further analysis on these parcels has uncovered some constraints on the land that could prohibit development.

In liaison with staff from the Development and Assessment, Strategic Planning and Property and Economic Development Teams, Community Development has been working to resolve issues of land classification, contributions, typography, infrastructure, environmental constraints, flooding, access, overshadowing and heritage conservation. Other impediments include proposed iconic developments and competing political interests.

Staff have also been investigating the feasibility of ‘meanwhile use’ models on a number of these sites which is an emerging model in affordable housing projects. It involves the short-term utilisation of underperforming assets until they are ready for their primary purpose.

The model has been the subject of an inquiry by the NSW Parliament into more immediate options to address the social housing shortage. While this approach has been considered an innovative response to the creation of temporary housing, there are several planning and legal requirements to overcome on the subject sites.

A procurement pathway is required for the future release of sites to the market for potential providers. The Procurement and Project Management team have recommended a two (2) staged process which includes an Expression of Interest to establish a Recognised Contractors List who are registered Community Housing Providers with the National Regulatory System for Community Housing or the NSW Local Scheme.

This process is underway and will ensure transparency in decision making and procedures in line with the Local Government (General) Regulation 2021. This Procurement Plan will guide the release of up to 10 identified sites over the next 10 years. The awarding of individual parcels of land will be via subsequent and separate ‘Selective Request for Tender’ processes using the Recognised Contractors list at a separate and later stage.

Planning mechanisms to increase supply

Actions items 9 through 17 of the CCA&AHS are designed to increase the supply of affordable housing through levers in the planning system. Work has been undertaken on six (6) of these areas to date through the Central Coast Local Housing Strategy and recent amendments to the Housing SEPP 2021 which supersede the Central Coast Local Environmental Plan 2022. As a result of this work, density opportunities have opened in main centres and some well-located residential areas.

The Central Coast Local Housing Strategy came into effect in 2024 and includes a subchapter on affordable housing with eight (8) explicit actions for affordable housing. The actions are in alignment with those of the CCA&AHS. Preparation of this document included a review of the CCA&AHS to ensure that actions were feasible within the broader planning context.

Council’s Local Planning and Policy Team have commissioned a feasibility study for an Affordable Housing Contribution Scheme. The study was funded through a grant provided by the NSW Government’s Regional Housing Strategic Planning Fund to identify housing contribution rates across targeted centres and suitable areas for value capture. The grant is set to conclude in May this year, and early research suggests that the viability of developments is compromised in a few of the testing markets.

The Local Planning and Policy Team have also been working on a master planning program which complements the Department of Planning, Housing and Infrastructure’s Transport Oriented Development program and the Low- and Mid-Rise Planning Reforms. While these two State-led polices will deliver more housing diversity close to town centres and transport hubs, the master planning program will seek to achieve similar outcomes in targeted residential areas. Opportunities will be created in the Wyong Town Centre and Gosford Town Centre as well as Erina Fair, Green Point, Westfield Tuggerah, Woy Woy, The Entrance, Narara, Lisarow, Niagara Park, Wyoming, and Ettalong.

Prevention and intervention actions to reduce homelessness

There are nine (9) action items in the CCA&AHS designed to reduce homelessness through prevention and intervention measures. Staff have undertaken work on five (5) of these areas to date which includes membership of the Central Coast Assertive Outreach Taskforce to address street homelessness, delivery of a Transitional Housing Model comprising five Council-owned cottages, the provision of crisis relief resources, equipment, and brokerage to homeless hubs as well as referrals to housing pathways and community education initiatives.

Key definitions, monitoring and reporting

There are four actions within the CCA&AHS that instruct Council to adopt the definition of affordable housing, track success through indicators and housing targets and monitor supply and demand. In 2024, Council commissioned an update to the data contained in the A&AHS in line with the 2021 Census and recent amendments to the planning system. This resulted in an update to the Background Paper and Strategy to reflect the current need. In addition to this, the Central Coast Local Housing Strategy 2024 adopted the statutory definition of affordable housing as contained in the CCA&AHS as well as the relevant housing targets.

Implementation gaps and areas for advocacy

Strategy action item 7 relates to the development of a manufactured home estate for the purpose of emergency accommodation in partnership with a Community Housing Provider. This action is constrained by the availability of land. While a parcel was earmarked in Wadalba as part of the project sites list, further investigation has found that it is pending redevelopment as a sporting facility. It is also not well located, fitting the criteria of the CAHLP. For this action to proceed, Council would need to work with the State Government on the availability of State-owned or Crown Land fitting this purpose.

Strategy action items 10 and 16 are intended to provide a range of lot sizes at subdivision in Greenfield developments. These are subject to further review by the Local Planning and Policy Team and will be addressed through a Residential Land Review. This is a longer-term project as more market maturity is required to see these developments become viable outside of major centres. The current provisions are expected to take 5 to 10 years to be taken up by the market.

Strategy action items 19, 24, and 25 relate to increased funding from the State Government to Specialist Homelessness Services and Community Housing Providers for areas such as head leasing, brokerage, and rental subsidies. In both of these areas Council has limited influence. The last review of homelessness funding with the Department of Communities in Justice took place under the Going Home Staying Home reforms in 2013 and since then there have only been minor adjustments to the package for indexation. In 2026 the Department will be recommissioning its programming and there is a need to conduct a thorough needs assessment to govern the resource allocation for the Central Coast.

Stakeholder Engagement

Expert advice was sought from the following Council departments:

- Local Planning and Policy

- Commercial Property

- Legal Services

- Procurement and Sourcing

- Local Infrastructure and Planning

- Financial Planning and Business Partnering

- Business Economic Development

- Employment and Urban Release.

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.

Link to Community Strategic Plan

Theme 4: Responsible

Goal I: Balanced and sustainable development

R-I4: Provide a range of housing options to meet the diverse and changing needs of the community including adequate affordable housing.

Risk Management

Nil – There are no risks in the Committee receiving this update on the implementation of the Central Coast Affordable and Alternative Housing Strategy

Critical Dates or Timeframes

Nil.

Attachments

Nil.

Item No: 1.5
Title: Draft Public Art Policy and Plan - For Public Exhibition
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16775871

Author: Belinda McRobie, Section Manager Community Development

Manager: Beth Burgess, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee recommends to Council:

1 That the draft Public Art Policy at Attachment 1 be placed on public exhibition for a period of 28 days with a further report to be presented after the public exhibition period.

2 That the draft Central Coast Public Art Plan at Attachment 2 be placed on public exhibition for a period of 28 days with a further report to be presented after the public exhibition period.

Report purpose

To enable the Committee to consider the draft Central Coast Public Art Policy and associated Plan for the purpose of public exhibition and community consultation.

Executive Summary

The Draft Central Coast Public Art Policy and associated Plan provides a clear, strategic framework to guide the future of public art on the Central Coast—supporting works that reflect our region’s identity, values, and stories.

The Policy and Plan align with the Community Strategic Plan and Council’s broader objectives in placemaking, cultural development, tourism, and community wellbeing - positioning public art as a tool for positive social and economic impact.

The Draft Policy and Plan are informed by consultation with local artists, creatives, stakeholders, and the broader community. The Public exhibition process will ensure transparency and give those involved in its development and the wider community a voice in shaping the final Policy.

Background

The amalgamation of Wyong and Gosford Councils in 2016 brought together two (2) distinct local government areas with unique cultural identities, public art legacies, and community expectations.

Since amalgamation, Council officers have worked to bring together a history of investing in public art whilst maintaining community-focused approaches, supporting grassroots cultural initiatives and smaller scale public art projects often tied to festivals, events, or community development outcomes.

Central Coast Council has sought to harmonise its public art efforts through the development of a region-wide Cultural Plan in 2020 harnessing existing cultural infrastructure including Gosford Regional Gallery, Laycock Street Theatre and The Art House, and through urban renewal initiatives, placemaking programs, and collaborations with developers, artists, and cultural organisations.

As the Central Coast continues to grow, public art plays an important role in shaping the area's identity, enhancing the public realm, and supporting the region's cultural and creative economy. Public art improves our public spaces by enhancing our enjoyment of shared places. It contributes to local identity, tourism, and increased social interactivity that leads to better social outcomes in health, transport, education and community‑building.

Public art is art that exists in the public realm and is freely accessible. It may be installed on public or private land, indoors or outside in the elements. It varies greatly in form, size and materials, and can be temporary, installed from as little as a day, or permanent, in the public realm for decades.

In developing a Public Art Policy and Plan for the Central Coast, the following objectives were:

· Ensure that First Nations history and voices are heard.

· Increase community awareness of the power and relevance of public art.

· Design and deliver significant destination public art projects.

· Support community and Council business units to deliver quality ephemeral, temporary or permanent public art projects within the local community.

· Promote quality public art in private developments.

· Sustainably manage the public art collection.

· Support the development of local artists.

The Public Art Policy and Plan will support Council to engage communities, tell stories, evoke conversations, and create a sense of place, embedding a long-term cultural legacy for future generations.

Report

In 2024, Council engaged consultants; Cultural Capital, to develop a Public Art Policy and Plan to provide a forward-thinking approach to public art, spanning from grassroots community-based projects to high-end curated and capital works projects, supporting Council to determine a vision; guiding principles and themes; determine opportunities; advocate, manage risk and public safety for public art.

A three-month Community and internal engagement process informed the development of:

· A ten-year plan that includes:

o A framework that identifies and invests in the development of all public art projects across the Central Coast.

o Practical pathways to develop Public Art across the Region.

o Case Studies that demonstrate best practice and identify opportunities for the development of public art.

o An implementation action plan including short-, medium- and long-term actions.

· Updated Public Art Policy that refers to internal processes, practices, and tools in developing public art and managing the entire lifecycle of a project.

· Public Art Collection management recommendations.

This Policy and Plan demonstrate Council’s commitment to integrating public art in the urban and natural environment to create places that inspire, reflect local identity, and stimulate dialogue, supporting public art that:

· Acts as an important contributor to place-making, local identity, and opportunities for community participation.

· Respects and promotes local Aboriginal cultural heritage, practices, and knowledge.

· Enlivens and enriches public spaces, and reflects and interprets the history, cultural richness, and contemporary aspirations of the Region.

· Demonstrates social, cultural and/or economic benefit to the Central Coast community.

· Reflects quality, innovation, and artistic merit.

· Demonstrates a commitment to best practice through consultation and engagement.

· Ensures relevant training, guidelines, templates, or resources are provided to Council Officials to effectively manage public art commissions, maintenance and deaccessions.

· Supports internal and external stakeholders working collaboratively to support quality works.

Stakeholder Engagement

A robust community engagement phase was undertaken in 2024 and 2025 with over 450 community and internal stakeholders involved:

· Online survey through Your Voice Our Coast.

· Community roundtable workshops.

· Targeted focus groups (internal and external).

The engagement phase identified eight community priorities which were developed by consolidating the overarching themes, issues and ideas that reoccurred throughout the engagement phase.

These include:

· Understand the challenges facing the local creative community.

· Build trust across the diversity of artists and arts organisations operating locally.

· Offer a diverse collection of public art for audiences.

· Celebrate the people, places heritage of the Central Coast.

· Embed inclusivity into arts and culture projects.

· Honour First Nations values.

· Establish a cohesive identity to the Central Coast.

· Align Council practices with best practice models and protocols.

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.

No additional budget is required nor sought through this report. All actions within can be funded through existing/future approved operational plan budgets.

Link to Community Strategic Plan

Theme 1: Belonging

Goal B: Creativity, connection and local identity

B-B3: Foster creative and performing arts through theatres, galleries and creative spaces, by intergrating art and performance into public life.

Risk Management

Overall, there are no major risks to Council in placing the draft Central Coast Public Art Plan on Public Exhibition.

Critical Dates or Timeframes

The draft Central Coast Public Art Plan needs to be exhibited for 28 days to ensure

adequate time for the community to provide feedback.

Attachments

1 ⇩	Draft Public Art Policy		D16801809
2 ⇩	Draft Public Art Plan		D16817124

Item No: 1.6
Title: Draft Busking Policy - For Adoption
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16801329

Author: Marie Lentini, Section Manager Events and Placemaking

Manager: Beth Burgess, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee:

1 Supports the draft Busking Policy, as set out in Attachment 1 to this report.

2 Refers the draft policy to Council for adoption, noting that as this Policy does not represent a significant change to existing service delivery or community impact, public exhibition is not required.

Report purpose

To enable the Committee to review the Busking Policy which has been updated to align with Council’s revised Policy template.

Executive Summary

This policy provides a framework to support and encourage vibrancy throughout the Central Coast Local Government Area (LGA). This policy has been in place for several years, with minor amendments made with regard to wording and alignment with Council’s updated Policy template.

Background

The Busking Policy, endorsed by Council in 2018, provides the community with guidelines on how to engage in these activities across the Central Coast LGA. The purpose of this policy is to inform and support the community, while encouraging interest, opportunity, and vibrancy throughout the LGA.

No significant changes have been made to this policy and guidelines, with the amendments outlined in the report below.

Report

The Busking Policy aims to encourage activities that enhance the vibrancy of the Central Coast by providing opportunities for diverse voices to be heard through public performance. It seeks to promote public safety and comfort, protect property, and ensure the safety of both buskers and the public. Additionally, the policy supports the rights of buskers to express themselves artistically.

The content held within the Busking Policy will remain consistent with the current version, with minor amendments of wording along with Council’s updated Policy template.

The statutory obligations and compliances remain unchanged, though are articulated in a simplified fashion to benefit Council’s customers and the community.

Stakeholder Engagement

Internal Stakeholders – Governance was consulted on multiple occasions whilst the Policy was being updated, with all feedback being incorporated.

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 the impact for this proposal.

Link to Community Strategic Plan

Theme 1: Belonging

Goal B: Creativity, connection and local identity

B-B4: Activate spaces and places to complement activity around town centres, foreshores, lakes and green spaces for families, community and visitors.

Risk Management

There is no significant risk to Council or the customers as the proposed Policy does not make significant changes to the current Policy.

Critical Dates or Timeframes

Nil

Attachments

1 ⇩

Busking Policy - Final DRAFT

D16144008

Item No: 1.7
Title: Draft Flag and Street Banner Policy - For Adoption
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16806825

Author: Marie Lentini, Section Manager Events and Placemaking

Manager: Beth Burgess, Unit Manager Community and Culture

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee:

1 Supports the draft Flag and Street Banner Policy, as set out in Attachment 1 to this report.

2 Refers the draft policy to Council for adoption, noting that as this Policy does not represent a significant change to existing service delivery or community impact, public exhibition is not required.

3 Recommends to Council that the existing Flying of Flags Policy be revoked, as it has been consolidated into the Flag and Street Banner Policy.

Report purpose

To enable the committee to review the Flag and Street Banner Policy, which has been updated to align with Council’s revised Policy template.

Executive Summary

The policy provides a framework to support and encourage vibrancy throughout the Central Coast Local Government Area (LGA). This policy has been in place for several years, with minor amendments made to the wording and alignment with Council’s updated Policy template.

Background

The Flag and Street Banner Policy has been in place for several years providing the community with guidelines on how to engage in these activities across the Central Coast LGA. The purpose of this policy is to inform and support the community, while encouraging interest, opportunity, and vibrancy throughout the LGA.

No significant changes have been made to this policy, with the amendments outlined in the report below.

Report

The purpose of this policy is to inform and support the Central Coast Council’s Street Banner program designed to promote interest and vibrancy throughout the Central Coast LGA. The objectives of this policy are to:

· define the current locations of banner infrastructure available across the Central Coast,

· establish the purpose of street banners,

· outline the conditions of use for the banner sites,

· outline the administration of the banner program and sites, and

· outline how flags should be flown in accordance with relevant legislation and state and federal government protocols.

The content held within the Flag and Street Banner Policy will remain consistent with the current version, with minor amendments of wording and alignment with Council’s updated Policy template. The statutory obligations and compliance remain unchanged, though are articulated in a simplified fashion to benefit Council’s customers and the community.

The Flying of Flags Policy was previously a separate policy, and this has now been consolidated into one Policy.

The following policy is recommended for revocation:

#	*Policy Title*	*Directorate*	*Business Unit(s)*	*Reason for Revocation*
1	Flying of Flags Policy	Community and Recreation Services	Community and Culture	The Policy content has now been incorporated into the Flag and Street Banner Policy.

Policy Title

Directorate

Business Unit(s)

Reason for Revocation

Flying of Flags Policy

Community and Recreation Services

Community and Culture

The Policy content has now been incorporated into the Flag and Street Banner Policy.

Stakeholder Engagement

Internal Stakeholders – Governance was consulted on multiple occasions whilst the Policy was being updated, with all feedback being incorporated.

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 the impact for this proposal.

Link to Community Strategic Plan

Theme 1: Belonging

Goal B: Creativity, connection and local identity

B-B4: Activate spaces and places to complement activity around town centres, foreshores, lakes and green spaces for families, community and visitors.

Risk Management

There is minimal risk to Council or the customers as the proposed Policy does not make significant changes to the current Policy.

Critical Dates or Timeframes

Nil

Attachments

1 ⇩

Flag and Street Banner Policy Final Draft

D16215961

Item No: 1.8
Title: Draft Central Coast Council Leisure and Aquatic Strategy 2025-2035 - For Public Exhibition
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16807665

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

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee:

1 Supports the draft Central Coast Council Leisure and Aquatic Strategy 2025-2035 as set out in Attachment 1 to this report.

2 Recommends to Council that the draft Central Coast Council Leisure and Aquatic Strategy 2025-2035, as set out in Attachment 1 to this report, be placed on public exhibition for a period of 28 days.

3 Notes that following the exhibition period, a report will be presented to Council on the outcome of the exhibition seeking Council’s adoption of the Central Coast Council Leisure and Aquatic Strategy 2025-2035.

Report purpose

The purpose of this report is to present the draft Central Coast Leisure and Aquatic Strategy 2025-2035 for the Committee’s consideration and subsequent endorsement of Council to be placed on public exhibition for a period of 28 days.

Executive Summary

The Central Coast Leisure and Aquatic Strategy 2025-2035 (the Strategy) provides a 10-year priority plan to guide the future of leisure and aquatic services and facilities across the Central Coast. With a focus on infrastructure upgrades, asset management and program expansion, the Strategy is designed to support active lifestyles, improve community wellbeing and maximise participation and social inclusion opportunities. By improving facilities and services, it aims to create inclusive, accessible, and engaging spaces where people of all ages and abilities can connect, stay active, and thrive.

The Strategy provide various short, medium and long-term actions with a priority plan. An investment of $10.594 million of Capital renewals are planned in the four-year Capital Program, across existing facilities to continue to provide high quality leisure, aquatic, and recreation services across the Coast. The Strategy also provides recommendations for new and upgraded facilities to ensure services and facilities meet the needs of a diverse and growing population of the Central Coast. A number of current infrastructure assets are reaching the end of their lifecycle, and are unable to provide contemporary modern facilities in the future.

Background

Central Coast Council currently owns ten leisure and aquatic facilities, in addition to Mingara Aquatic Centre, which was partly funded by the former Wyong Shire Council. The facilities provide important recreational swimming, lap swimming, aquatic fitness and water safety/learn to swim opportunities for residents on the Coast. The facilities also provide gym, fitness, and sporting opportunities. Many facilities are reaching the end of their lifecycle and are unable to provide contemporary modern facilities and services in the future. A Strategy is required to plan and provide services and facilities for the diverse and growing population, to support the physical health and mental wellbeing of residents, while also addressing ageing infrastructure.

Report

The Central Coast Leisure and Aquatic Strategy 2025-2035 (the Strategy) provides a 10-year priority plan to guide the future of leisure and aquatic services and facilities across the Central Coast, with a focus on infrastructure upgrades, asset management and program expansion, the Strategy is designed to support active lifestyles, improve community wellbeing and maximise participation opportunities. By improving facilities and services, it aims to create inclusive, accessible, and engaging spaces where people of all ages and abilities can connect, stay active, and thrive.

Developed through in-depth research, operational insights and community consultation, this Strategy considers the upgrades and renewal of existing facilities while planning for future needs. It examines population growth, evolving demographics and emerging trends in participation and facility use, to ensure services remain accessible and relevant. Additionally, the Strategy highlights the critical role these centres play in strengthening community wellbeing and social connections across the Coast.

This strategy provides a sound basis for decision making to deliver a network of fit-for purpose leisure and aquatic centres that maximise liveability, health, and wellbeing outcomes for the whole community in line with Council’s vision and goals.

Central Coast Council has made substantial long-term investments in its leisure and aquatic centres, with over $19.2 million spent on renewals and upgrades of facilities since the amalgamation in 2016. Focusing on upgrading ageing infrastructure, improving services and the overall quality of facilities, these improvements have been delivered through a combination of Council funding and external grants.

Some of the highlighted projects delivered include new heat and ventilation system at Peninsula Leisure Centre ($4.4M), accessibility improvements at Niagara Park Stadium ($2.8M), roof replacement at Lake Haven Recreation Centre ($1M), new water splash park at Peninsula Leisure Centre ($1M), new heat and ventilation system at Toukley Aquatic Centre ($600K), new gym and fitness equipment at Lake Haven and Peninsula Leisure Centre ($600K) and a range of changing room upgrades to all facilities during this period including Gosford Olympic Pool, Wyong Olympic Pool and The Grant McBride Ocean Baths.

The Strategy includes the below leisure and aquatic facilities.

Leisure and Aquatic and Facilities:

· Peninsula Leisure Centre

· Mingara Recreation Centre (Operated by Mingara, The Aquatic Centre was partly funded by the former Wyong Shire Council)

Aquatic Facilities:

· Gosford Olympic Pool

· Wyong Olympic Pool

· Toukley Aquatic Centre

· Grant McBride Ocean Baths

Leisure Facilities:

· Lake Haven Recreation Centre

· Niagara Park Stadium

· Breakers Stadium (Council owned, operated under a community lease)

· PCYC Bateau Bay (Council owned, operated under a community lease)

· PCYC Umina Beach (Council owned, operated under a community lease)

Significant investment is required in aquatic and leisure facilities to ensure they address the needs of a diverse and growing population. Recognising that leisure and aquatic activities continue to evolve over time, the strategy has been developed to ensure that our future provision of facilities and the services offered address current and future unmet aquatic and leisure needs.

The Strategy has been developed having regard to a number of influences, including:

· Relevant national, state, and local policies, plans and strategies

· Demographic data and population forecasts

· Sport and physical activity participation trends

· Community and stakeholder consultation results

· Facility demand assessment

· The realistic capacity of Council and stakeholders to implement actions

Current Challenges and Future Opportunities

Age and condition of facilities

The most significant challenge for the Central Coast is the age of outdoor pool facilities. The current facilities’ average age is over 42 years and ranges from 20 to 70 years. As a consequence, many of the facilities are not fit for the purpose of addressing community needs and reaching the end of their serviceable lives. Industry benchmarks suggest the outdoor 50-metre pools are at an age that warrants consideration for planning and scheduling of complete renewal (general lifecycle for leisure and aquatic facilities is 50 years). As shown in Table 1 below, our leisure and aquatic facilities vary in age, with some serving the community for over 50 years, well beyond the outdoor pool industry benchmark.

Table 1. Leisure and Aquatic Facilities with built year and age (as of 2025).

Facility	Built Year	Years Old
Gosford Olympic Pool	1955	70 years (20 years over Pool industry Pool benchmark)
Wyong Olympic Pool	1960	65 years old (15 years over Pool industry benchmark)
Grant McBride Ocean Baths	1965	60 years (No industry benchmark for ocean baths)
PCYC Bateau Bay – Council owned, operated under lease	1978	47 years
Toukley Aquatic Centre	1979	46 years
Lake Haven Recreation Centre	1986 Centre redeveloped in 2009	39 years
Breakers Stadium – Council owned, operated under lease	1993	32 years
Mingara Aquatics/Pool	1996 Centre has received a variety of redevelopments of gym/fitness/recreation activities over the years	29 years
Niagara Park Stadium	1999	26 years
PCYC Umina – Council owned, operated under lease	2001	24 years
Peninsula Leisure Centre	2005	20 years

As a result, the future direction for the delivery of leisure and aquatics services through the Leisure and Aquatic Strategy has been driven by ageing assets, increasing operational and renewal costs.

Changing Population and Community Expectations

The impact of the Central Coast’s population characteristics on the future provision of leisure and aquatic facilities means:

· The large and rapidly growing population will place pressure on Council to ensure access to high-quality, modern, and accessible leisure and aquatic facilities.

· The area’s relatively older population profile, with age cohorts 70 years+ projected to be the fastest-growing group through to 2046, will lead to a greater demand for warm water pools to support hydrotherapy and rehabilitation-based programs and services.

· There will be an undersupply of sport courts across the region with population growth, as indoor sports become more popular and utilisation increases, with some facilities already at capacity.

· In areas with high population of young people, there will be an increased demand for access to learn to swim program pools, gym/fitness, recreation swimming, and leisure/ adventure water facilities such as slides, inflatables, indoor and outdoor water play areas.

· Catchments with a higher level of disadvantage are likely to have a greater price sensitivity, leading to increased demand for affordable activities and greater need for access to learn to swim programs.

· A large proportion of residents (52.9%) are in the most active age group (5 to 49 years), suggesting ongoing demand for fitness swimming, health and wellness and all year-round facility access.

Strategic Directions

The Strategy incorporates four (4) strategic directions that have been developed after analysis of the economic, social, recreation, community development and environmental opportunities presented by each site. These strategic directions are:

· Facility Upgrades – Compliance with Healthy and Safety Regulations: Ensure all leisure and aquatic facilities meet Occupational Health and Safety (OH&S) standards through regular maintenance. This includes improving accessibility, addressing safety hazards, and modernising infrastructure to create a safe and inclusive environment.

· Asset Management Plan: Continue to implement a proactive approach to facility maintenance and operational improvements to ensure facilities are maintained in a safe, functional, and sustainable way. Operational improvements to be highlighted annually with necessary upgrades incorporated into Council’s Capital Program.

· Sports Court Development and Upgrades: Enhancing and expanding sports courts to improve accessibility, functionality, and community engagement. This includes upgrading existing courts, developing new multi-use spaces, improving lighting, and surfacing and partnering with local sports organisations to maximise usage and funding options.

· Redevelopment of Ageing Infrastructure: As leisure and aquatic facilities on the Coast approach the end of their lifecycles, the redevelopment of existing structures and the addition of new facilities will be essential to ensure increased community benefit and support continued community growth.

Strategy Actions

The Strategy concludes with action plans for each site. Actions align with Council’s identified regional enabling projects, Council’s four-year delivery plan and proposed pipeline of projects in the long-term financial plan. The key actions are summarised below and will guide site specific redevelopment plans over the ten years and ensure a coordinated approach to facility management, improving accessibility, service delivery and alignment with community needs.

Renewal/Improvements

· A total of $10.594M of Capital renewals are planned in the four-year Capital Program, across existing facilities to continue to provide high quality leisure, aquatic, and recreation provision across the Coast. Depreciation in 2024-25 for Council operated leisure, pool and recreation facilities is approximately $3.233M per year.

New/Upgrade

· Significant redevelopment of Gosford Olympic Pool is proposed at the existing site to provide a new modern aquatic facility, with improved configuration of grandstand and pools (approximate cost $30-35M, cost to be indexed annually).

· New leisure and aquatic centre to be provided in the northern region, which will provide an indoor heated swimming facility and health and fitness facilities (approximate cost $40-45M, cost to be indexed annually).

· An increase in the supply of sport courts across the Central Coast is required, with proposed six (6) new courts at the Central Coast Regional Sporting and Recreation Complex at Tuggerah (approximate cost $35M, cost to be indexed annually).

· Upgrade Toukley Aquatic Centre with new entrance, façade and outdoor water play as part of Toukley Community Facilities Master-planning (approximate cost $4.9M, cost to be indexed annually).

· Investigations into the feasibility of a two (2) court expansion at Niagara Park Stadium (first priority) and Lake Haven Recreation Centre (second priority) to provide adequate court supply across the region in the future (business case dependent).

· Investigations into the extension of gym and fitness facilities (first priority) and car parking (second priority) at Peninsula Leisure Centre, to provide future supply (business case dependent).

Rationalisation

· Once a new and modern leisure and aquatic facility is built in the northern region, it is proposed that operating of the seasonal and unheated Wyong Olympic Pool will cease. This will also allow for the expansion of other recreational activities across the Baker Park Precinct, as part of the Master-planning for the area.

A mid-term review of the Strategy will occur in year five, with annual implementation plan reviews to allow Council to adapt to changing community needs. This approach ensures the strategic direction for leisure aquatic services remains responsive to the needs of the community.

Stakeholder Engagement

External Stakeholders – Every two years, Council conducts a Leisure Centres and Pools Satisfaction Survey as part of our commitment to continually improve our service delivery. Council receives feedback from approximately 600 to 700 community members of the Central Coast as part of the Customer Satisfaction Survey. Residents completed 600 surveys between 8 April 2024 and 13 May 2024. The survey captured resident’s perspectives on what matters most to people on the Central Coast when it comes to the leisure and aquatic services Council provides.

Information from the survey was analysed to understand what our community values about the current leisure services and what more we can offer to improve these services. Data from the Leisure Centres and Pools Customer Satisfaction Survey 2024 is presented in the Strategy, including feedback from the community what they think of, and want from Central Coast leisure centre and pool services.

Internal Stakeholders – The draft Strategy was circulated to Facilities Asset Management, Open Space and Recreation and Strategic Planning Unit Managers for initial review and comment. Further engagement will occur internally for feedback when the Strategy goes to public exhibition. All projects are in Council’s Long Term Financial Plan, which Finance and Facilities Asset Management have overview on. Projects are subject to the adoption of the annual Operational Plan and Budget.

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 FY adopted budget includes the impact for this proposal.

- All renewal projects are included and approved in Council’s four-year Capital program.

- New and upgrade projects are included in Council’s Long Term Financial Plan, however at this stage it has not been approved by Council. External funding opportunities will be sought for these projects.

- Developer Contributions funding can be utilised for significant regional and local facilities that look to cater for population growth and further leisure and aquatic demand.

- There will be significant depreciation impacts with any new and upgraded leisure and aquatic facilities.

Other Impacts

- The redevelopment of Gosford Olympic Pool as part of the wider Gosford Waterfront plans, which should be coordinated as a program of upgrades rather than a standalone project.

Link to Community Strategic Plan

Theme 5: Liveable

Goal L: Healthy lifestyle for a growing community

L-L4: Provide equitable, affordable, flexible and co-located community facilities based on community needs.

Risk Management

- Doing nothing, means that existing facilities will continue to deteriorate, as they are at the end of their lifecycle. This will impact on the ability to operate the facilities and potential lost revenue.

- There is criticism from the community that Gosford Olympic Pool and Wyong Olympic Pool are in poor condition and that there is an urgent need to replace these facilities, which is a key theme in customer satisfaction surveys.

- There will be a shortage of sport court provision as the population grows, which will result in all current facilities being at capacity for sport court usage.

- There could be community requests to keep Wyong Olympic Pool, however the centre is 65 years old, has low patronage, and only provides seasonal and unheated provision. New provision in Warnervale would provide modern facilities, whilst the existing site could provide additional recreation space to meet the needs for other activities within the Baker Park Masterplan.

Critical Dates or Timeframes

Nil

Attachments

1 ⇩

Central Coast Council Leisure and Aquatic Strategy 2025-2035

D16809218

Item No: 1.9
Title: Draft Memorandum of Understanding - Central Coast Council and University of Newcastle
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2025/00482 - D16813617

Author: Sam Hardie, Economic Development Specialist

Manager: Sue Ledingham, Unit Manager Customer Marketing and Economic Development

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee recommends to Council that the Chief Executive Officer formalise the draft Memorandum of Understanding between Central Coast Council and University of Newcastle at Attachment 1.

Report purpose

To formalise a general Memorandum of Understanding (MoU) Partnership Agreement between Central Coast Council (CCC) and the University of Newcastle (UoN).

Executive Summary

It is proposed that a Memorandum of Understanding (MoU), between Central Coast Council (CCC) and University of Newcastle (UoN) is endorsed by Council to work together transparently and cooperatively for the benefit of the wider Central Coast community and it’s growing region and improve educational outcomes.

Background

Council has a long-standing relationship with the University of Newcastle. This includes previous and current Memorandums of Understanding, sharing of spaces and the sharing of knowledge and information for the improvement of educational outcomes for Central Coast residents.

In 2014, the former Wyong Shire Council entered into an MoU with the University of Newcastle to support the operation of a Dental Clinic Van on the Central Coast for a period of three (3) years.

Earlier this year, Central Coast Council entered into a five-year MoU with the University of Newcastle for the establishment and operation of the Makerspace in the new Gosford Regional Library.

The University of Newcastle is a member of the Regional Economic Taskforce, in which Council and other members share information on statistics and programs being run to support the Central Coast economy and improve employment outcomes through higher educational opportunities. Through this group, Council staff have previously shared insights into education and skills gaps faced by local businesses and the local workforce to support the university with the development of their curriculums.

The University of Newcastle have worked with Council to share resources including space to host Council events. In April, the University provided a space for Council to host its Marketing Makeover workshops at their Ourimbah campus, in which local businesses attended in-person, to improve their marketing skills. Council has also hosted events at the University’s Ourimbah campus including the Sustainable Future Festival.

Council has also supported Central Coast Industry Connect through grants and land for the new manufacturing hub, in which the University have also been a major supporter.

Council staff are currently working with staff from the University to undertake engagement with students on campus for the development of a new Economic Development Strategy and a new Destination Management Plan. Additionally, the University seeks Council’s advice on career pathways that would assist the region, which informs their forward curriculum planning.

This MoU is a formal acknowledgement of the ongoing relationship and recognition of the importance of the relationship between Council and the University. The UoN has similar MoU’s with Lake Macquarie and Newcastle Councils.

Report

The purpose of the MoU between the UoN and CCC outlines the intent to work together co-operatively and to explore opportunities and synergies that build strategic partnerships to achieve impact in uplifting the community of the Central Coast.

This MoU seeks to build on the existing partnership between the CCC and the UoN, while offering a more strategic path forward with shared operational and partnership priorities.

The key objectives of this Agreement are to:

a) establish a framework for the continuing joint interaction of the Parties,

b) explore opportunities and synergies for improving community service delivery, community engagement, student placement, cadetship and graduate employment opportunities, infrastructure co-investment, partnerships, innovation, and regional research cooperation,

c) achieve a shared understanding and leverage each organisations' objectives, and

d) strengthen relationships between both organisations.

Under the new MOU, a framework will be developed for the areas of key collaboration that CCC and UoN will commit to, but are not limited to, including:

· regional advancement

· facilities utilisation

· climate change mitigation

· emerging technologies

· student and staff placement and training

· research, innovation and entrepreneurship

· the circular economy, energy and visitor economy.

Subject to Council’s approval, the new MoU will be scheduled to be signed in June 2025 as an ongoing commitment to strengthening our relationship and working together on shared priorities.

Stakeholder Engagement

All areas of collaboration outlined in the MOU are consistent with the policy, evidence, and current positions of Council, widely informed by community engagement and insight.

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.

Nil.

Link to Community Strategic Plan

Theme 4: Responsible

Goal G: Good governance and great partnerships

S-D3: Invest in broadening local education and learning pathways linking industry with Universities, TAFE and other training providers.

Risk Management

There are no community, environmental, financial, regulatory or safety risks identified.

This MoU would not affect the recently established MoU between CCC and UoN for the Gosford Regional Library which is due to commence on 1 May 2025 for a period of five (5) years.

Critical Dates or Timeframes

Nil.

Attachments

1 ⇩

Draft Memorandum of Understanding (MOU) - Partnership Agreement Central Coast Council (CCC) and University of Newcastle (UoN)

D16813614

Item No: 1.10
Title: Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees Policy - For Revocation
Department: Community and Recreation Services
13 May 2025 Community & Culture Committee

Reference: F2010/00542 - D16806409

Author: Trent Burnham, Section Manager Sports Facilities and Roadside Vegetation

Executive: Melanie Smith, Director Community and Recreation Services

Recommendation

That the Committee:

1 Recommends to Council that the existing Policy for Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees be revoked.

2 Supports the direction of all applications for memorial placements to the Cemetery Section of Council for consideration under the Community Memorial Tree Program.

Report purpose

Numerous requests are received annually to have memorial placements in public places. These requests are resource intensive and create a proliferation of seating in public spaces. Feedback from community members also indicates that memorials in public spaces are perceived as depressing and aesthetically unappealing.

For the above reasons, it is requested that the existing Policy for Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees (the Policy) be rescinded.

Background

On 9 April 2018 the Policy for Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees was adopted by Council.

Since that date, Council has received approximately 35 applications per year for memorial seats to be placed in public spaces. The majority of applicants wish to have the seating placed in high profile areas such as Terrigal esplanade, The Entrance esplanade and Avoca Beach esplanade, impacting the useability for the community by creating congestion in very busy pedestrian areas.

Whilst an option for a memorial placement should be available to the community, Council also has a responsibility to maintain and protect the intended purpose and aesthetic appearance of public spaces.

Other alternatives could include drafting a Policy document similar to the existing Policy that is less resource intensive and reduces the proliferation of park furniture in high profile areas or the planting of a tree in memory of a deceased that does not include a plaque. Plaques were previously allowed on tree placements but created a trip hazard and increased vandalism. This would reduce the need for eligibility requirements.

Future applications for naming of Council facilities will be managed by Council’s Governance Unit.

Report

The approval process for applications for memorial placements are resource intensive for staff to review and process prior to evaluation and progress to Council for consideration. Under the conditions of the Policy, very few (approximately two (2) applications per year) are compliant.

Applications for a leaf to be placed on a Memorial Tree are accepted with no conditions or eligibility required. As refusal of an application under the Policy causes further distress to a grieving applicant, the recommendation for rescission of the Policy would remove the angst caused to applicants by refusal. The direction of applicants to the Memorial Tree placement would offer an alternative and improve customer satisfaction.

The current cost for the purchase and installation of a memorial seat is $3,344 which precludes applicants without sufficient means. A leaf on a memorial tree is $940 bringing this within reach of most applicants.

Stakeholder Engagement

Consultation has included discussions with staff in Open Space and Recreation, the Cemeteries Unit, Engineering Services Unit and Governance.

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 the impact for this proposal.

Under the Policy, the cost associated with applications for a memorial seat is directly attributed to materials and installation of the seat. However, this does not consider the cost of administration related to the processing of each application, whereas the Community Memorial Tree does not impose the same costs for Council with significantly reduced dependence on staff resources.

Link to Community Strategic Plan

Theme 4: Responsible

Goal G: Good governance and great partnerships

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

Risk Management

The risk of Council not rescinding the Policy could lead to:

· A proliferation of memorial seating in public open space areas.

· A perception of discrimination being cited by applicants who do not meet the criteria under the Policy.

· Ongoing impacts on staff resourcing. (There are currently over 40 applications awaiting assessment).

Critical Dates or Timeframes

Nil

Attachments

1 ⇩

Policy for Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees

D13367915

Item No: 1.11
Title: Draft Roadside Tributes Policy - For Public Exhibition
Department: Infrastructure Services
13 May 2025 Community & Culture Committee

Reference: F2024/01584 - D16800971

Author: Rachel Jackson, Section Manager.Infrastructure Assessment and Systems

Jeanette Williams, Unit Manager Engineering Services

Executive: Boris Bolgoff, Director Infrastructure Services

Recommendation

That the Committee:

1 Supports the draft Roadside Tribute Policy, as set out in Attachment 1 to this report, for placement on public exhibition for a period of 28 days.

2 Recommends to Council that the draft Roadside Tribute Policy, as set out in Attachment 1 to this report, be placed on public exhibition for a period of 28 days.

3 Notes that following the exhibition period, a report will be presented to Council on the outcome of the exhibition seeking Council’s adoption of the Roadside Tribute Policy.

Report purpose

The purpose of this report is to seek the Committee’s input and endorsement to place the draft Roadside Tribute Policy on public exhibition for a period of 28 days. Following the exhibition period, a report will be presented to Council outlining the community feedback received and seek adoption of the Policy.

Executive Summary

Roadside tributes are often placed by grieving family and friends to commemorate lives lost in road trauma. Whilst these tributes serve as markers of remembrance, they can also present safety, maintenance, and community amenity challenges.

To ensure a compassionate and balanced approach, a draft Roadside Tribute Policy has been prepared that provides clear guidelines on the placement, management and duration of roadside tributes on Council’s local roads. The draft Policy aims to support a sympathetic and practical approach whilst not detracting from the amenity of the local area and quality of life by adjacent property owners, residents and the wider community.

The draft Policy was scheduled for workshopping with Councillors on 14 April 2025 however due to time constraints on the evening, the policy was deferred for consideration of the Community and Culture Committee. It is proposed that the draft policy be placed on public exhibition for a period of 28 days to seek broader community feedback. At the conclusion of the exhibition period, a report will be brought back to Council outlining the community feedback and seek adoption of the policy.

Report

The draft Roadside Tribute Policy has been prepared to provide clear guidelines on how tributes are managed on the local road network. The draft Policy aims to balance the desire of grieving families with public safety, liability, and community expectations.

It is acknowledged that in some cases, fatalities involve individuals who were breaking road rules or engaging in anti-social driver behaviour. While Council remains sensitive to the grief of families, it is also mindful of not inadvertently celebrating dangerous driving behaviours. Conversely, it is recognised that nearby residents are often among the first on the scene of serious crashes, experiencing resulting trauma and distress. It must be considered the placement of any tribute does not cause ongoing distress to those affected. The draft Policy aims to manage roadside tributes that are respectful, safe, and appropriate for all road users, and importantly not detract from the amenity of the local area and quality of life by adjacent property owners and/or residents.

The draft Roadside Tribute Policy provides a sympathetic and practical approach to managing roadside tributes taking in account safety and consideration for all members of the community.

Stakeholder Engagement

Staff interacted with other Councils who have similar policies in managing roadside tributes. Additionally, Staff have liaised with Transport for NSW who manage the state road network and similarly have a policy in relation to management of roadside tributes.

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.

Nil

Link to Community Strategic Plan

Theme 1: Belonging

Goal A: Our community spirit is our strength

B-A2: Celebrate and continue to create opportunities for inclusion where all people feel welcome and participate in community life.

Risk Management

There is no discernible risk to Council or customers as a result of this proposed draft policy.

Critical Dates or Timeframes

The draft Roadside Tribute Policy is to be placed on public exhibition for a period of 28 days.

Attachments

1 ⇩

Draft Council Policy - Roadside Tributes

D16654928

*1.3*	*Art Collection and Art Purchases Policies - For Revocation*
*Attachment 1*	*Art Collection Policy*

*1.3*	*Art Collection and Art Purchases Policies - For Revocation*
*Attachment 2*	*Policy for Art Purchases*

*1.5*	*Draft Public Art Policy and Plan - For Public Exhibition*
*Attachment 1*	*Draft Public Art Policy*

*1.5*	*Draft Public Art Policy and Plan - For Public Exhibition*
*Attachment 2*	*Draft Public Art Plan*

*1.6*	*Draft Busking Policy - For Adoption*
*Attachment 1*	*Busking Policy - Final DRAFT*

*1.7*	*Draft Flag and Street Banner Policy - For Adoption*
*Attachment 1*	*Flag and Street Banner Policy Final Draft*

*1.8*	*Draft Central Coast Council Leisure and Aquatic Strategy 2025-2035 - For Public Exhibition*
*Attachment 1*	*Central Coast Council Leisure and Aquatic Strategy 2025-2035*

*1.9*	*Draft Memorandum of Understanding - Central Coast Council and University of Newcastle*
*Attachment 1*	*Draft Memorandum of Understanding (MOU) - Partnership Agreement Central Coast Council (CCC) and University of Newcastle (UoN)*

*1.10*	*Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees Policy - For Revocation*
*Attachment 1*	*Policy for Memorials, Naming of Council Facilities and Donations of Park Furniture and Trees*

*1.11*	*Draft Roadside Tributes Policy - For Public Exhibition*
*Attachment 1*	*Draft Council Policy - Roadside Tributes*