Ordinary

Meeting Notice and Agenda

 

An Ordinary Meeting of the Bega Valley Shire Council will be held via Zoom
Wednesday, 26 August 2020 commencing at 2.00 pm to consider and resolve
on the matters set out in the attached Agenda.

 

 

 

To:

Cr Sharon Tapscott, Mayor

Cr Russell Fitzpatrick, Deputy Mayor

Cr Tony Allen

Cr Robyn Bain

Cr Jo Dodds

Cr Cathy Griff

Cr Kristy McBain

Cr Mitchell Nadin

Cr Liz Seckold

Copy:

General Manager, Ms Leanne Barnes

Director, Assets and Operations, Mr Anthony McMahon

Director,  Community, Environment and Planning, Dr Alice Howe

Director, Business and Governance, Mrs Iliada Bolton

Acting Manager, Communication and Events, Ms Sharon Wellard

Project Lead, Recovery, Rebuilding and Resilience, Mr Chris Horsburgh

Minute Secretary, Mrs Bec Jones

 

 

 


Live Streaming of Council Meetings

Council meetings are recorded and live streamed to the Internet for public viewing.  By entering the Chambers during an open session of Council, you consent to your attendance and participation being recorded.

The recording will be archived and made available on Council’s website www.begavalley.nsw.gov.au. All care is taken to maintain your privacy; however as a visitor of the public gallery, your presence may be recorded.

Publishing of Agendas And Minutes

The Agendas for Council Meetings and Council Reports for each meeting will be available to the public on Council’s website as close as possible to 5.00 pm on the Thursday prior to each Ordinary Meeting.  A hard copy is also made available at the Bega Administration Building reception desk and on the day of the meeting, in the Council Chambers.

The Minutes of Council Meetings are available on Council's Website as close as possible to 5.00 pm on the Monday after the Meeting.

1.     Please be aware that the recommendations in the Council Meeting Agenda are recommendations to the Council for consideration.  They are not the resolutions (decisions) of Council.

2.     Background for reports is provided by staff to the General Manager for  presentation to Council.

3.     The Council may adopt these recommendations, amend the recommendations, determine a completely different course of action, or it may decline to pursue any course of action.

4.     The decision of the Council becomes the resolution of the Council, and is recorded in the Minutes of that meeting.

5.     The Minutes of each Council meeting are published in draft format, and are confirmed by Councillors, with amendments  if necessary, at the next available Council Meeting.

If you require any further information or clarification regarding a report to Counci, please contact Council’s Executive Assistant who can provide you with the appropriate contact details

Phone (6499 2104) or email execassist@begavalley.nsw.gov.au.

 


Ethical Decision Making and Conflicts of Interest

A guiding checklist for Councillors, officers and community committees

Ethical decision making

·      Is the decision or conduct legal?

·      Is it consistent with Government policy, Council’s objectives and Code of Conduct?

·      What will the outcome be for you, your colleagues, the Council, anyone else?

·      Does it raise a conflict of interest?

·      Do you stand to gain personally at public expense?

·      Can the decision be justified in terms of public interest?

·      Would it withstand public scrutiny?

Conflict of interest

A conflict of interest is a clash between private interest and public duty. There are two types of conflict:

·      Pecuniary – regulated by the Local Government Act 1993 and Office of Local Government

·      Non-pecuniary – regulated by Codes of Conduct and policy. ICAC, Ombudsman, Office of Local Government (advice only).  If declaring a Non-Pecuniary Conflict of Interest, Councillors can choose to either disclose and vote, disclose and not vote or leave the Chamber.

The test for conflict of interest

·         Is it likely I could be influenced by personal interest in carrying out my public duty?

·         Would a fair and reasonable person believe I could be so influenced?

·         Conflict of interest is closely tied to the layperson’s definition of ‘corruption’ – using public office for private gain.

·         Important to consider public perceptions of whether you have a conflict of interest.

Identifying problems

1st       Do I have private interests affected by a matter I am officially involved in?

2nd     Is my official role one of influence or perceived influence over the matter?

3rd      Do my private interests conflict with my official role?

Local Government Act 1993 and Model Code of Conduct

For more detailed definitions refer to Sections 442, 448 and 459 or the Local Government Act 1993 and Bega Valley Shire Council (and Model) Code of Conduct, Part 4 – conflictions of interest.

Agency advice     

Whilst seeking advice is generally useful, the ultimate decision rests with the person concerned.Officers of the following agencies are available during office hours to discuss the obligations placed on Councillors, officers and community committee members by various pieces of legislation, regulation and codes.

Contact

Phone

Email

Website

Bega Valley Shire Council

(02) 6499 2222

council@begavalley.nsw.gov.au

www.begavalley.nsw.gov.au

ICAC

8281 5999

Toll Free 1800 463 909

icac@icac.nsw.gov.au

www.icac.nsw.gov.au

Office of Local Government

(02) 4428 4100

olg@olg.nsw.gov.au

http://www.olg.nsw.gov.au/

NSW Ombudsman

(02) 8286 1000

Toll Free 1800 451 524

nswombo@ombo.nsw.gov.au

www.ombo.nsw.gov.au

 

Disclosure of pecuniary interests / non-pecuniary interests

Under the provisions of Section 451(1) of the Local Government Act 1993 (pecuniary interests) and Part 4 of the Model Code of Conduct prescribed by the Local Government (Discipline) Regulation (conflict of interests) it is necessary for you to disclose the nature of the interest when making a disclosure of a pecuniary interest or a non-pecuniary conflict of interest at a meeting. 

The following form should be completed and handed to the General Manager as soon as practible once the interest is identified.  Declarations are made at Item 3 of the Agenda: Declarations -  Pecuniary, Non-Pecuniary and Political Donation Disclosures, and prior to each Item being discussed:

Council meeting held on __________(day) / ___________(month) /____________(year)

Item no & subject

 

Pecuniary Interest

 

   In my opinion, my interest is pecuniary and I am therefore required to take the action specified in section 451(2) of the Local Government Act 1993 and or any other action required by the Chief Executive Officer.

Significant Non-pecuniary conflict of interest

   – In my opinion, my interest is non-pecuniary but significant. I am unable to remove the source of conflict. I am therefore required to treat the interest as if it were pecuniary and take the action specified in section 451(2) of the Local Government Act 1993.

Non-pecuniary conflict of interest

   In my opinion, my interest is non-pecuniary and less than significant. I therefore make this declaration as I am required to do pursuant to clause 5.11 of Council’s Code of Conduct. However, I intend to continue to be involved with the matter.

Nature of interest

Be specific and include information such as :

·         The names of any person or organization with which you have a relationship

·         The nature of your relationship with the person or organization

·         The reason(s) why you consider the situation may (or may be perceived to) give rise to a conflict between your personal interests and your public duty as a Councillor.

If Pecuniary

  Leave chamber

If Non-pecuniary  (tick one)

 Disclose & vote        Disclose & not vote          Leave chamber

Reason for action proposed

Clause 5.11 of Council’s Code of Conduct provides that if you determine that a non-pecuniary conflict of interest is less than significant and does not require further action, you must provide an explanation of why you  consider that conflict does not require further action in the circumstances

Print Name

 

I disclose the above interest and acknowledge that I will take appropriate action as I have indicated above.

Signed

 

NB:  Please complete a separate form for each Item on the Council Agenda on which you are declaring an interest.


Council

26 August 2020

 

Agenda

Statement of Commencement of Live Streaming

Acknowledgement of Traditional Owners of Bega Valley Shire

1       Apologies and requests for leave of absence

 

2       Confirmation Of Minutes

Recommendation

That the Minutes of the Ordinary Meeting held on 5 August 2020 as circulated, be taken as read and confirmed.

3       Declarations

Pecuniary, Non-Pecuniary and Political Donation Disclosures to be declared and tabled.  Declarations also to be prior to discussion on each item.

4       Public Forum – report by Mayor of deputations heard prior to    the meeting

 

5       Petitions

 

6       Mayoral Minutes

6.1                Local Government Exclusion from National Cabinet................................................................. 9

 

7       Urgent Business

 

8       Staff Reports – Planning and Environment

 

8.1                Outcome of Exhibition of Proposed Amendment to Chapter 5.6 'Tree and Vegetation Protection' of Bega Valley Development Control Plan 2013........................................................................ 12

9       Staff Reports – Community, Culture and Leisure

 

9.1                Youth Speak Survey Results......................................................................................................... 26

9.2                Memorandum of Understanding with South East Arts Inc..................................................... 52

9.3                Montreal Goldfields....................................................................................................................... 69

9.4                Access Improvement Grants 2020............................................................................................ 104

10   Staff Reports –Economic Development and Business Growth

 

Nil Reports

11     Staff Reports – Infrastructure Waste and Water

 

11.1              Waste Facility Consolidation and Modernisation Project.................................................... 110

11.2              Classification of land dedicated to Council............................................................................. 116

11.3              Acquisition of land for Kiah hall rebuild................................................................................... 118

11.4              Community Project Proposals................................................................................................... 132

11.5              Concept Design for Short Point Coastal Accessibility Project.............................................. 139

11.6              Bega Sporting Complex Project................................................................................................. 158

11.7              Proposed submission to the NSW Government on the Draft State Strategic Plan - A Vision for Crown Land................................................................................................................................ 179

12   Staff Reports – Governance and Strategy

 

12.1              Local Recovery Action Plan........................................................................................................ 260

13     Staff Reports – Finance

 

13.1              Long Term Financial Plan 2021-2030....................................................................................... 327

13.2              Certificate of Investment............................................................................................................ 368

13.3              Certificate of Investment............................................................................................................ 372

 

14     Councillor Reports

 

15     Rescission/alteration Motions

 

16     Notices of Motion

 

17     Questions with Notice

17.1              Revew of the Code of Meeting Practice to ensure the Institution of Council.................. 377

17.2              Lime dust in Eden......................................................................................................................... 379

17.3              Publicly Accessible Dump Point - Eden.................................................................................... 381

17.4              Cr Griff - Process for development applications to be referred to Council for determination       384

 

18     Questions without Notice

 

19     Confidential Business 

 

Representations by members of the public regarding closure of part of meeting

Adjournment Into Closed Session, exclusion of the media and public........................... 385

              

Statement of Cessation of Live Streaming for the period of the Closed Session.

Statement of Re-Commencement of Live Streaming

20     Noting of Resolutions from Closed Session

19   Declassification of reports considered previously in Closed Session 


Council

26 August 2020

 

 

Mayoral Minutes

 

26 August 2020

 

6.1              Local Government Exclusion from National Cabinet............................................ 9


Council 26 August 2020

Item 6.1

 

6.1Local Government Exclusion from National Cabinet         

 

Cr Tapscott  

 Recommendation

That the Council:

 

1.    Agrees to send a letter to the Premier and to the Hon Andrew Constance, the Member for Bega, Mrs  Kristy McBain, the Federal Member for Eden Monaro to  highlight the critical necessity for Local Government representation on the newly formed National Cabinet and seeks their assistance in requesting that First Ministers review the decision to exclude Local Government.

 

2.    Seeks a meeting with our local Federal and State Members to discuss, in more detail, the importance of having local government representation on National Cabinet and the value of partnerships with Councils in achieving the objectives of the National Cabinet and the national reform agenda.

 

3.    Notes that the Australian Local Government Association, Local Government NSW and other state/territory local government associations will continue to advocate for local government representation on the National Cabinet and for Local Government’s interests in all relevant forums.

 

 

Background

On 13 March 2020, as the Coronavirus pandemic took hold around the world, the Council of Australian Governments (COAG) met in Sydney to discuss a range of issues of national importance. At that meeting First Ministers (the Prime Minister, Premiers and Chief Ministers) agreed to establish a National Cabinet to meet at least weekly to address the country’s response to the coronavirus. The focus was primarily on the health and wellbeing of Australians and managing the health response. Over time National Cabinet has broadened its agenda to include a focus on managing coronavirus impacts across Australia. There was no Local Government representation on National Cabinet when it was established on the basis that its focus was on health. 

On 29 May 2020, First Ministers, through the Prime Minister, announced the continuation of National Cabinet, which they considered to be a much more effective body than COAG for taking decisions in the national interest. Local Government was not given a seat at the National Cabinet table.  However, ALGA as the national representative body of Local Government, was given a seat on the National Federation Reform Council (NFRC).  The NFRC will meet once a year to focus on priority national federation issues such as Closing the Gap and Women’s Safety.  In addition to ALGA, the NFRC is comprised of the National Cabinet and the Council of Federal Financial Relations – Federal and State/Territory Treasurers. 

The President of ALGA had been a member of COAG since it was convened by Prime Minister Keating in 1992. Local Government was included because all parties recognised that Australia has three levels of government and that the Government with most impact on people’s daily lives in terms of the provision of local services and infrastructure is Local Government.

Decisions about how our Federation works and how it can be improved or reformed require all three levels of government working together to align their policies and programs. Australians expect the decisions of government affecting them to reflect their grass roots views and to be implemented at the local level as well as the state and national level.  This was the case with the development and implementation of the National Competition Policy in the 1990s which included reform at the local government level as well as the National and State levels in areas such as water supply and infrastructure provision through procurement.  

National Cabinet, and the Commonwealth Government in particular, are looking towards pro-growth policies to lift investment and get Australians back to work.  With a focus on jobs growth they are seeking ways to enable parts of the economy to grow.  Local Governments are willing and necessary partners in developing and implementing reform. Reform involving the streamlining of legislation and regulation requires all the levels of government which are involved in regulation working together to achieve the benefits of reform for everyone without imposing costs or burdens on local communities. Getting it right on the ground is Local Government’s area of strength. 

Councils facilitate, establish, and grow local businesses and economies. Economic development has always been at the core of every successful council. Councils support economic growth through regional development policies and initiatives, strategic and land use planning, targeted investment attraction, prioritisation of local procurement, and focusing their annual investment on infrastructure that serves the community and business alike. Many councils also provide business networking opportunities, business training, mentoring, and incubator facilities and employment hubs. It is local government that is best placed to drive locally-led recovery

The challenge facing National Cabinet over the coming months is unlike any which has faced Australian governments in recent times and it will require the concerted, coordinated and complementary efforts of all three levels of government to rebuild consumer confidence, support business and recreate millions of jobs. 

Australians expect their three levels of government to be working together, and to see evidence of that.  Including Local Government in National Cabinet would demonstrate a strong unity of purpose and a combined commitment to promote and implement National Cabinet decisions across the broadest implementation platform available to government.

https://www.lgnsw.org.au/news/publication/local-government-representation-national-cabinet-table

 

Attachments

Nil

  

 


Council

26 August 2020

 

 

Staff Reports –Planning And Environment

 

26 August 2020

  

8.1              Outcome of Exhibition of Proposed Amendment to Chapter 5.6 'Tree and Vegetation Protection' of Bega Valley Development Control Plan 2013.............................. 12


Council 26 August 2020

Item 8.1

 

8.1.  Outcome of Exhibition of Proposed Amendment to Chapter 5.6 'Tree and Vegetation Protection' of Bega Valley Development Control Plan 2013      

 

                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           This report recommends that the exhibited amendments to Chapter 5.6 ‘Tree and Vegetation Preservation’ of Bega Valley Development Control Plan 2013 be adopted.

 

Director Community Environment and Planning   

 

 

Officer’s Recommendation

1.         That Council adopt the amendments to Bega Valley Development Control Plan 2013 as exhibited (Attachment 1).

2.         That the adoption of the amendment to Bega Valley Development Control Plan 2013 be notified in accordance with Environmental Planning and Assessment Regulation 2000

3.         That Council officers advise those who made a submission to the proposed amendment during the exhibition period of Council’s resolution on this matter.

 

Executive Summary

Chapter 5.6 of Bega Valley Development Control Plan 2013 (BVDCP 2013) sets out the approval requirements for the removal of native and non-native vegetation within Bega Valley Shire. The current version of Chapter 5.6 requires amendment to reflect the land management and biodiversity conservation reforms introduced by the NSW Government.

Background

The NSW Government’s new biodiversity framework includes several assessment pathways for vegetation clearing under Parts 4 and 5 of the Environmental Planning and Assessment Act 1979, the Local Lands Services Act 2013 and State Environmental Planning Policy (Vegetation in Non-Rural Areas) 2017 (Vegetation SEPP).

The current version of Chapter 5.6 requires a vegetation permit or development application for clearing depending on the location and type of vegetation to be removed. The exhibited draft Chapter 5.6 identifies the assessment criteria, exemptions and approval pathways for the clearing of native and non-native vegetation on specific land use zones under the Bega Valley Local Environmental Plan 2013.

Community Engagement

Consultation undertaken

The draft amendment to BVDCP 2013 Chapter 5.6 was placed on public exhibition between 5 November 2019 and 3 December 2019. The draft DCP provisions were available for viewing at Council’s Bega office, the Bermagui, Eden and Tura Beach libraries and on Council’s website. Notifications were placed in local papers and on the ‘Have Your Say’ page of Council’s website.

Summary of Submission

One submission was received on the exhibited draft amendment to BVDCP 2013 Chapter 5.6. The following is a summary of the issues raised in the submission and staff comments in response to those issues. Council officers are of the opinion that the issues raised do not warrant any changes to the exhibited draft, therefore, it is recommended that DCP 2013 Chapter 5.6 ‘Tree and Vegetation Preservation’ be approved as exhibited.

Issue: New requirement for permit for E3 zoning to remove 1-5 trees with no justification.

Planning Response: Council at its meeting of 20 July 2016 resolved to adopt amendments to Clause 5.6 Tree and Vegetation Preservation of BVDCP 2013. The amendments included the requirement for a tree removal permit in the E2, E3 and E4 zones for the removal of up to five trees.

Issue: Many areas now zoned E3 and E4 were zoned rural under the LEP 2002 and operate as working farms.

Planning Response: Exemptions for the maintenance of existing rural infrastructure are included in BVDCP 2013 to accommodate these uses.

Issue: Removal of a small number of trees on larger E3 and E4 properties would generally have a non-existent or negligible impact on the amenity of surrounding neighbours or the wider community.

Planning Response: Agreed, however the clearing could contravene native vegetation legislation leaving the landholder liable.

Impacts of the removal of 1-5 trees could significantly impact threatened species e.g. through removal of Yellow-bellied Glider feed trees or hollow-bearing trees. In this case clearing would contravene the Biodiversity Conservation Act 2016.  Clearing without approval of any vegetation on areas mapped on the NSW Biodiversity Values Map or in areas mapped as Coastal Wetlands or Littoral Rainforest under State Environmental Planning Policy (Coastal Management) 2018 is prohibited. A Council assessment through the tree permit process will ensure landholders do not unwittingly breach legislation or significantly impact threatened species. There is no fee for the assessment and it provides an opportunity for landholders to gain a deeper understanding of the threatened species habitat that may exist on their land.

Issue: Impractical and overly bureaucratic and unnecessary addition of red tape for landholders and Council.

Planning Response: Landowners have an opportunity to develop a tree removal plan that is authorised by Council and allows the removal of trees into the future. There is no fee for the assessment.

Issue: Should recognise proven record of local landholders of larger E3 and E4 properties in successfully conserving and managing their native forests and native vegetation.

Planning Response: The approval process does not facilitate assessment based on prior behaviour, as it considers the impacts of future activity.  The tree permit system provides an opportunity for information exchange on identification and management of significant biodiversity and sustainable land management.

Issue: Clearing limits under the Vegetation SEPP provide adequate protections for E3 and E4 zones.

Planning Response: To uphold the objectives of environmental zones and protect landholders from inadvertently contravening environmental legislation through clearing of significant vegetation a Council permit system is required to approve clearing below the clearing area threshold mentioned.  Local high value vegetation is not adequately mapped through the Biodiversity Values map.

Potential for significant impacts to threatened species through removal of one tree could leave landholder in breach of the Biodiversity Conservation Act 2016. Cumulative clearing impacts are a concern in coastal regions and permits are an important mechanism that councils use to address this issue.

Issue: A tree removal or vegetation clearing permit could be required from Council where the area of clearing on 2-40 hectare lot sizes is greater than 0.25 hectares per annum, or is greater than 0.5 hectare per annum for lots sizes over 40 hectares.

Planning Response: As outlined above, it is not necessarily the area of vegetation that constitutes a significant impact.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

The proposed amendment is consistent with Council’s responsibilities to ensure its strategic planning documents are updated to reflect any legislative changes.

Environmental / Sustainability

The new biodiversity legislation introduces a balanced approach to land management and biodiversity conservation in NSW. The Biodiversity Conservation Act 2016 and the Local Land Services Act 2013 support sustainable development and productive farming that responds to environmental risk.  The biodiversity reforms introduced some significant changes to the way we protect our biodiversity, how we regulate a range of development activities on land, and how the impacts of these activities on the natural environment are managed.

The purpose of the Biodiversity Conservation Act 2016 is to maintain a healthy, productive and resilient environment, now and into the future, consistent with the principles of ecologically sustainable development. The Vegetation SEPP aims to preserve urban amenity through preservation of urban vegetation and protection of biodiversity values.

Economic

The NSW Government’s biodiversity conservation reforms seek to streamline the process for managing biodiversity impacts of development.  As the development industry matures in its understanding of the new regulatory framework, it is likely that compliance costs will be reduced.

Risk

The current version of Chapter 5.6 of BVDCP 2013 does not reflect the land management and biodiversity conservation reforms introduced by the NSW Government. Without amendment there is a risk that vegetation could be removed contrary to the current Legislative requirements which could lead to legal action against an individual and potential liability for Council for not updating BVDCP 2013.

Social / Cultural

There are no direct social or cultural impacts associated with the proposal. 

 

Attachments

1.         DCP Chapter 5.6 Tree and Vegetation Preservation

 


Council

26 August 2020

Item 8.1 - Attachment 1

DCP Chapter 5.6 Tree and Vegetation Preservation

 

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Council

26 August 2020

 

 

Staff Reports – Community, Culture and Leisure

 

26 August 2020

  

9.1              Youth Speak Survey Results................................................................................ 26

9.2              Memorandum of Understanding with South East Arts Inc................................. 52

9.3              Montreal Goldfields............................................................................................ 69

9.4              Access Improvement Grants 2020.................................................................... 104


Council 26 August 2020

Item 9.1

 

9.1.  Youth Speak Survey Results       

The results of the Youth Speak survey are presented for the information of Councillors.

 

Director Community Environment and Planning  

Officer’s Recommendation

That Council:

1.    Note the results of the Youth Speak Survey (Attachment 1).

2.    Advocate to the NSW Government on behalf of the Shire’s young people for

a)            support to remain engaged in education and transition to further education and employment

b)            investment in improved mental health supports for young people with a focus on prevention and early intervention

c)            resources in schools to prevent and combat bullying and to deliver more targeted drug and alcohol education

d)            young people’s voices to be included when forming evidence-based policies and in the co-design of programs for young people.

3.    Share survey results with agency stakeholders and the wider community to raise awareness of the matters raised by young people.

4.    Hold a youth forum co-designed with young people to further explore and prioritise key findings of the survey.

5.    Seek funding to hold a youth hack event and provide seed funding for youth-led initiatives arising from the event.

Executive Summary

The Youth Speak survey was completed by 269 young people living in the Bega Valley Shire. The purpose of the survey was to hear from young people about matters of importance to them, to identify productive channels for youth engagement, and to test young people’s interest in participating in future youth forums.

Survey results demonstrate that young people feel the most important issues facing them are mental health, drugs and alcohol, and bullying. They report that the main barriers preventing them from achieving their life goals are a lack of jobs, lack of higher education options and poor mental health. The survey identified a lack of engagement with Council and pointed to opportunities to improve this. Diverse project ideas were identified, and a cohort of young people expressed interested in planning future events.

Background

At its meeting of 10 June 2020, Council considered upcoming youth engagement activities.    The focus of this engagement is to hear directly from young people (12 – 25 years old) about matters of importance to them, and to provide opportunities for young people to participate in decision making and civic life. The proposed engagement has three distinct phases; a youth survey, youth forum and youth hack event.

This report addresses the first element of that engagement, the results of the Youth Speak survey.

Youth Speak Survey

In June 2020 Council staff and other agencies collaborated to develop the Youth Speak survey. The purpose of the survey was to:

·    collect current youth input for ideas, wants and needs, both focused around bushfire recovery and into the future

·    identify relevant and productive channels for youth voices in Bega Valley Shire to be heard

·    identity young people interested in participating in a youth forum and youth hack events.

The survey questions were developed by Council officers and the Bega Valley Shire Youth Service Network with some questions drawn from a state-wide survey being conducted by Mission Australia. The Mission Australia survey will be published later this year.

The survey was completed by 269 young people living in the Bega Valley Shire. Respondents identified mental health, drugs and alcohol, and bullying as the most important issues facing them. They also reported that the main barriers preventing them from achieving their life goals are lack of jobs, lack of higher education options and poor mental health.

The project ideas identified by young people to help address these issues can be categorised into the need for better recreational facilities, dedicated youth spaces for gatherings, and more youth activities and events.

The survey results reveal a lack of confidence in engaging with Council.  When asked if they felt they could bring an idea or concern to Council, 61 % weren’t confident that they could have a say in public affairs.  Responses point to further opportunities for engagement, with young people identifying that the most relevant and productive channels for communication is through existing school or university networks and via email.

The survey results reveal that a number of young people are interested in engaging in future events, with 46 (17%) young people expressing interested in participating in a youth forum and helping to plan a youth hack event.

Key recommendations arising from the survey are:

1.    Young people should be supported to remain engaged in education and transition to further education and employment

2.    Investment is required in improved mental health supports for young people with a focus on prevention and early intervention

3.    Schools need to be resourced to prevent and combat bullying and to deliver more targeted drug and alcohol education

4.    Young people’s voices need to be included when forming evidence-based policies and in the co-design of programs for young people.

Youth Forum and Hack Event

The next stage in planned youth engagement is a youth forum, which will explore key themes from the Youth Speak survey in more detail. While originally planned for August, this has now been rescheduled to later in the year, on the advice of interagency and school partners. The forum will be co-designed with the young people who have are identified themselves through the survey. It will most likely take the form of an online discussion with break out rooms (to meet COVID-safe requirements). The discussions would be themed around the top three needs, barriers and project ideas and explore methods for ongoing communications such as better school/Council networks and a dedicated email for youth ideas.

Following the youth forum, there is potential to hold a youth hack event held in partnership with the Bega Valley Innovation Hub and the University of Wollongong, which would see students trying to “hack” innovative solutions to problems that they have identified.   Previous youth hack events have proved to be very popular with young people and a great skills development opportunity; however, funding has not been available to progress the project ideas.  It is recommended that external funding be sought to support the youth hack event, and to provide seed funding for youth-led projects arising from the event.

Options

Options available to Council are to:

1.    Progress with the next phase of planned youth engagement activities, which is to hold a youth forum and seek external funding to hold a youth hack event. This is the recommended option.

2.    Discontinue planned youth engagement activities for 2020-21.

3.    Fund the youth hack event, for example from the proceeds of shares in Southern Phones.

Community Engagement

Consultation undertaken

A communication and engagement plan was prepared for the Youth Speak survey. The online survey was an ideal tool for gathering as many responses as possible and resulted in a statistically significant response. The survey was disseminated broadly using existing networks to encourage depth of consultation and involvement from as many young people as possible.

Tools and channels used to promote the survey included Council’s Have Your Say web page, media release, Council News, Library eNews, Council’s social media channels, and through local libraries. The survey was distributed to schools, TAFE, universities, relevant sporting, art, culture groups, youth agencies and support groups, and to youth employed by Council.

While the survey results are statistically significant, representing 5% of youth living in the Bega Valley, it should be recognised that the survey feedback reflects only part of the story of young people lives. Ongoing engagement with a broader cohort of young people will require a wider range of engagement techniques.

Consultation planned

A youth forum will bring together self-nominated youth representatives for discussion of ideas and potential projects. Given COVID restrictions, an on-line forum is to be considered.

A follow up youth hack event is proposed to identify key projects and develop roadmaps for their inception, subject to availability of funding.

Council consideration of input

Council considered planned engagement activities at its meeting of 10 June 2020.  Councillors will be invited to attend the youth forum and outcomes of the forum will be presented to Council in a future report.

Financial and resource considerations

The survey and planned youth forum are funded from Council’s adopted community development and engagement budgets for 2019-20 and 2020-21.  However, additional funding would be required to support a youth hack event and any identified youth-driven projects emerging from the youth hack or other events.  The required budget for this component of the engagement is estimated to be $5,000 for a youth hack and $25,000 to implement projects arising from the event.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

The planned youth consultation contributes to several key strategic directions set by Bega Valley Shire Council as part of the Community Strategic Plan:

Goal 1:                  We are co-operative, caring and enjoy a culturally rich community life.

Goal 4:                 We have meaningful employment and learning opportunities for people in all stages in life

Goal 7:                  Our Shire continues to be a vibrant, enjoyable, safe and affordable place to live.

Goal 11:               We are an informed and engaged community with a transparent, consultative and responsive Council

 

The consultation aligns with actions identified in Council’s adopted Delivery Program 2017- 2021:

                1.1.2:                     Deliver programs that build the wellbeing, resilience and strength of communities

                1.1.2.1                  Promote partnerships and collaborations which increase community wellbeing

Environmental / Sustainability

An online youth forum would minimise fuel, energy, water and waste creation. If youth events can go ahead face to face, the events would use local catering, co-ordinated bus travel to and from event and private car-pooling to minimise greenhouse gas emissions.

Risk

Engagement with local people is a core function of Council and the proposed activity does not introduce new organisational risks.  Risk assessments will be completed prior to youth events paying special attention to relevant COVID 19 requirements and child protection obligations.

Social / Cultural

Meaningful inclusion gives young people opportunities to be active citizens and develop their skills as future leaders. It builds bridges for disengaged youth, creates a sense of belonging, and breaks down potential barriers between young people and the broader community.

Attachments

1.         Youth Speak Survey Report

 


Council

26 August 2020

Item 9.1 - Attachment 1

Youth Speak Survey Report

 

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Council 26 August 2020

Item 9.2

 

9.2.  Memorandum of Understanding with South East Arts Inc     

A Memorandum of Understanding with South East Arts Inc for the period 2020–2024 is presented for Council's consideration.

Director Community Environment and Planning  

 

Officer’s Recommendation

That Council:

1.    Endorse the Memorandum of Understanding 2020-2024 between South East Arts Inc, Bega Valley Shire Council, Eurobodalla Shire Council and Snowy Monaro Regional Council (Attachment 1).

2.    Undertake to collaboratively develop an annual work program (Schedule 2 of Attachment 1) with South East Arts Inc to consider the Bega Valley Shire’s priorities and needs in relation to support for local arts and artists.

3.    Allocate an annual financial contribution to South East Arts Inc for the period of the MOU valued at $25,000 per annum plus CPI, with that contribution including an in-kind accommodation component valued at $5,000 per annum in 2020-21 and $10,000 per annum for the remainder of the term of the MOU.

4.    Make its financial commitment to South East Arts Inc contingent on ongoing core funding from Create NSW.

5.    Note that Cr Griff is currently Council’s representative on the Board of South East Arts Inc.

6.    Delegate authority to sign the MOU on Council’s behalf to Council’s Director Community, Environment and Planning.

Executive Summary

A Memorandum of Understanding (MOU) between South East Arts (SEA) and Bega Valley, Eurobodalla and Snowy Monaro councils is presented for the consideration of Council (Attachment 1). The MOU sets out a formal level of cooperation between SEA and member councils, with a new four-year commitment from 2020 to 2024. This aligns with anticipated multi-year funding arrangements from Create NSW for the state-wide network of Regional Arts Development Organisations (RADOs).

The MOU outlines each partner’s commitment to work together to improve creative arts outcomes, enrich cultural services and programming, grow economic outcomes through the arts sector, and advocate for arts and culture in the region.

Background

There are 14 RADOs in NSW who partner with local governments to provide strategic direction for sustainable arts and culture in their region. These organisations are largely funded through Create NSW, who provide an annual per capita subsidy based on the RADOs geographical reach. 

SEA was established in 2001 as the RADO covering the Bega Valley, Eurobodalla and Snowy Monaro(previously Cooma Monaro and Bombala Councils) local government areas.  SEA actively supports the ongoing development of, and participation in, arts and culture throughout the region, working across a range of mediums including visual arts, theatre, music, dance, screen and heritage. The range of activities undertaken by SEA is evident in its 2020 Annual Report (Attachment 2) and January-June 2020 Update (Attachment 3).  In 2019 SEA attracted $431,736 in additional funding to the region and engaged more than 4,174 people in a range of performances, exhibitions, and skills and creative development workshops.

The MOU sets out a formal level of cooperation between SEA and Bega Valley, Eurobodalla and Snowy Monaro councils. It builds on the current three-year MOU, due to expire in September 2020.

The MOU references two schedules: Schedule 1; the core services common to the communities of the three-member councils, and an optional Schedule 2; an annual work program which considers each council’s individual priorities and needs. It is recommended that optional Schedule 2 be taken up to enable SEA activities to align with BVSC’s operational priorities. It is proposed that this Schedule be developed before December 2020, for the 2021 calendar year.

Create NSW have recently undertaken a review of their funded Arts Service Organisations and new multi-year agreements and core funding amounts for RADOs are due to be announced by September 30, 2020.  While indications that Create NSW will continue to maintain support RADOs, it is recommended that both parties to the MOU reconsider the terms should core funding be reduced to a level which impacts the sustainability of SEA.

Bega Valley Shire Council (BVSC) has made an annual contribution to SEA since 2001, originally as a combination of a financial contribution and office accommodation. Approximately five years ago SEA relocated to its own office space and the BVSC contribution became financial only.  SEA has now expressed interest in co-location with BVSC services at 90-94 Gipps St (Central Hotel). This co-location opportunity is reflected in BVSC’s adopted budget for 2020-2021 with in-kind support for accommodation ($10,000) provided alongside a reduced direct financial contribution to SEA ($15,000).  This arrangement is mutually beneficial to both parties.

Options

Council may choose not to enter the MOU with SEA. The consequences of this would be that SEA are likely to lose funding from Create NSW for services to the Bega Valley Shire. This would immediately reduce support for arts and cultural development in the area, and negatively impact other partner councils, and the sustainability of SEA.

The MOU allows BVSC to review its financial contribution on an annual basis. Council may choose to vary its annual contribution over the period of the MOU. Eurobodalla Shire Council has committed to contribute $12,000 in 2021, which is less than the recommended amount but employs an Arts Development Officer in house to supplement the work of SEA. 

Council may choose to defer endorsing the MOU until confirmation of funding from Create NSW, however, this is likely to result in a gap between the terms of the current MOU and a new one.

Community Engagement

Consultation undertaken

SEA has undertaken consultation with member councils in the development of the MOU and conducts ongoing consultation with the community to develop its operational priorities. SEA recently conducted a major survey of the impact of the Black Summer bushfires on local artists and creative businesses and has committed to using this feedback in future planning.

BVSC officers have consulted with SEA on the proposal to provide in-kind accommodation support, valued at $10,000, in lieu of a financial contribution and this has been received positively.

Financial and resource considerations

BVSC’s financial contributions to SEA has previously been in set according to the recommendations of Regional Arts NSW which is based on a per capita amount, indexed to accommodate CPI. The recommended minimum contribution for councils with a population of 30,000 to 40,000 is $ 26,921.63 in 2020-2021, increasing to $29,716.44 in 2023-2024. While the MOU allows for partner councils to determine their contributions annually, a four-year commitment in line with the MOU provides some certainty for SEA.

The Operational Plan for 2020-2021 sets out a direct financial contribution to SEA of $15,000 with in-kind support of 10,000. This report recommends a minor adjustment to that contribution in recognition that premises to be provided in-kind will not be available until mid-way through the financial year.  The proposal in this report would generate a saving to BVSC of $5,000 in direct outlay in the first year and $10,000 in subsequent years, compared to a direct cash contribution of $25,000 per annum plus CPI.

Legal /Policy

The intention of the MOU is to strengthen the current partnership between parties. It implies the signatories will strive to reach the objectives stated in the MOU, to the best of their ability.

Regional Arts Organisations are overseen by local Boards of Management, which include representatives from tourism, education, arts councils and other community arts organisations. The MOU sets out provision for a council representative to sit on the Board of Management.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

The MOU contributes both economically and culturally to several key strategic directions set by Bega Valley Shire Council as part of the Community Strategic Plan:

Goal 1:                  We are co-operative, caring and enjoy a culturally rich community life.

Goal 3:                  Our economy is prosperous, diverse and supported by innovative and creative businesses.

Goal 7:                  Our Shire continues to be a vibrant, enjoyable, safe and affordable place to live.

The MOU aligns with actions identified in BVSC’s Delivery Program 2017- 2021;

                1.1.2:                     Deliver programs that build the wellbeing, resilience and strength of communities

                1.1.2.2                  Support cultural development activities including South East Arts.

Economic

The arts and cultural sector provide significant economic benefits to the communities of South East NSW and is recognised as a potential growth area for the regional economy. SEA provides support to individual artists as well as contributing to the strategic development of the cultural economy in areas in such as cultural tourism.

Risk

The partnership approach set out in the MOU is an effective and affordable way to achieve outcomes for arts and culture in our region, beyond that which BVSC could achieve independently.  There are minimal risks to Council in signing the MOU. Under the MOU SEA commits to supply member councils with an annual report and audited financial statements, including performance review of programs and other updates as required.

There would be reputational risk, both locally and regionally, in not going ahead with this strategic partnership.

Social / Cultural

The MOU recognises the importance of continuing to develop strong, resilient, unique and creative communities in the Far South Coast region. Arts and culture play a significant role in the fabric of life across our Shire. SEA provides communities with the opportunity to engage in rich cultural and artistic performances and programs, and tap into professional development opportunities, which may otherwise not exist.

Attachments

1.         Memorandum of Understanding South East Arts and Councils 2020- 2024

2.         South East Arts Annual Report 2019

3.         South East Arts Update Jan - Jun 2020

 


Council

26 August 2020

Item 9.2 - Attachment 1

Memorandum of Understanding South East Arts and Councils 2020- 2024

 

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Council

26 August 2020

Item 9.2 - Attachment 2

South East Arts Annual Report 2019

 

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Council

26 August 2020

Item 9.2 - Attachment 3

South East Arts Update Jan - Jun 2020

 

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Council 26 August 2020

Item 9.3

 

9.3.  Montreal Goldfields       

Clarification on the governance of Montreal Goldfields as a section 355 Committee of Council, and Committee Guidelines and Operations Manual are presented for Council’s consideration. 

Director Community Environment and Planning  

Officer’s Recommendation

That Council

1.    Adopt the Montreal Goldfields Committee Guidelines and Operations Manual (Attachment 1).

2.    Note that the attachments to the Montreal Goldfields Committee Guidelines and Operations Manual may be amended by resolution of the Committee, and that amendment to the body of the Guidelines and Operations Manual requires a resolution of Council.

3.    Appoint Chris Franks, Judi Hearn, Bob Hearn, Bill Southwood, Geoffrey Gieffre, Malcolm Halliday, Kerri Binstock, Marshall Binstock, Peter Baxter, Barry Virtue and Sheila Brice as Montreal Goldfields Committee members.

4.    Nominate <insert name> as the Council representative and <insert name> as the alternate Council representative on the Montreal Goldfields Committee

Executive Summary

Montreal Goldfields was established as a Committee of Council by resolution of Council in 2005.  Since that time the Goldfields have operated successfully as a tourism and cultural heritage facility managed by a group of dedicated volunteers. This report seeks to formalise governance arrangements through the adoption of guidance documentation and appointment of Committee members including a Council representative.

Background

Montreal Goldfield is one of the Bega Valley Shire’s most important cultural heritage facilities providing a unique insight into the social history of the Far South Coast. The Goldfields offer a destination for visitors to the area and educational experiences for families, experience seekers, interest groups of all ages including social clubs, school groups, geologists, bushwalkers, birdwatchers, and sightseers. Visitor numbers are steadily growing; in 2019 Montreal Goldfields had over 2,000 visitors, which included 1,528 adults and 576 children, most being visitors to the region. The Goldfields are located on Council-managed Crown land at Bermagui.

The Goldfields are managed by a group of dedicated volunteers through the Montreal Goldfields Committee. The Committee plays a key role in conserving the environmental and cultural heritage of the site. It maintains tracks and interpretive signs, manages a small heritage centre and runs tours.  The Committee has recently extended its partnerships with education providers to produce resources. These include two books: The Lost Joey and The Runaway, which were written in conjunction with Bermagui Public School.

The Montreal Goldfields Committee was established as a Committee of Council by resolution of Council on 22 February 2005. Council’s resolved at that time:

1.    That Council appoint a Committee to be known as the Montreal Goldfields Management Committee for the care and management of the former Montreal Goldfields site.

2.    That Aafke Barklamb, Bruce Blackburn, Alan Douglas, Chris Franks, Fran Vercoe, Judi Hearn, Robert Hearn, Malcolm Halliday, Charles Gregory, Sue Swensson and Carl Swensson be appointed as the Montreal Goldfields Management Committee.

3.    That Councillor Cr Neilson be appointed as a delegate to the Montreal Goldfields Management Committee.

4.    That appropriate guidelines be prepared for the benefit of the operation of this newly appointed Council Committee of Management.

The full report tabled at the meeting is provided in Attachment 2.

The Montreal Goldfields Committee has continued to appoint a Committee on an annual basis; submit annual reports and financial statements to Council; charge fees as adopted by Council on an annual basis; undertake risk assessments on the advice of Council officers; and manage volunteers in accordance with Council processes.  However, the Committee has not been appointed nor its guidelines adopted by Council in the current term. 

Montreal Goldfields Committee Guidelines and Operations Manual

The Montreal Goldfields Committee Guidelines and Operations Manual (the Manual) aims to clarify governance arrangement and support the Montreal Goldfields volunteers in their role (Attachment 1). The Manual provides an operating framework for the Committee and details the Committee structure, instructions around booking procedures, the management of income and expenditure, and facility maintenance processes.  The Manual also clarify Council’s roles and responsibilities. 

Adherence to the Manual helps ensure that all Committee members:

·    have the information and tools required to operate within the limits of the responsibilities delegated to them by resolution of Council, and

·    have the information and tools to operate within relevant legislative and government frameworks.

The appendices to the Manual relate to day-to-day operational matters and the Committee has requested that these be updated regularly as they are reviewed. To facilitate this, it is recommended that the appendices can be updated by resolution of the Committee, rather than by resolution of Council.

Montreal Goldfields Volunteers

Montreal Goldfields have been continuously managed by a dedicated group of volunteers, four of whom have acted in leadership roles since the Montreal Goldfields Committee was established as a committee of Council in 2005. Current members and years of service are Chris Franks (20 years), Judi Hearn (20 years), Bob Hearn (20 years), Malcolm Halliday (20 years), Bill Southwood (12 years), Geoffrey Gieffre (10 years), Kerri Binstock (5 years), Peter Baxter (5 years), Marshall Binstock (3 years), Barry Virtue (1 year) and Sheila Brice (1 year).

It is recommended that this group be directly appointed to the Committee as they have shown commitment to the management of the facility.

In addition to the Committee, there are currently 21 volunteers who assist with the operations of the centre; conducting tours and undertaking general maintenance duties. All volunteers have been registered with Council and have been inducted by Council officers.


 

Options

Options available to Council are to:

1.    Adopt the Manual and appoint the current Committee members and a Council representative as the Montreal Goldfields section 355 Committee. This is the recommended option.

2.    Adopt the Manual, appoint a Council representative and call for public nominations for the Montreal Goldfield Committee. This will require additional administration and a further report to Council. It is unlikely to attract any new members.

3.    Rescind the 2005 resolution of Council that established the Montreal Goldfield Committee as a Committee of Council. In the short term, this would leave the Goldfields without adequate insurance and require its immediate closure.

Community Engagement

Consultation undertaken

Considerable consultation with Montreal Goldfields volunteers has been undertaken over the last eight months in the preparation of this report.  The volunteers carefully considered whether they should become an incorporated association as an alternative to a Committee of Council but determined that this wasn’t a viable option.  They are fully aware of the requirements set out in the Manual and their feedback has been incorporated into the final document.

Financial and resource considerations

Montreal Goldfields has been operating without significant funding from Council since 2005.  It has, at times, attracted funds from external sources, but most income is derived from fees and charges. In 2019 the Committee reported an income of $19,288, expenditure of $15,292 and a reserve of approximately $30,000.  This surplus will be held in reserve towards future maintenance and operational costs of the facility. To date the Committee has managed its own finances, however if adopted, the Manual will provide further clarity about financial management for the facility.

A Facility Management Plan will be developed with Committee members to guide future maintenance and operational expenditure. At this stage, no major costs have been identified.

Volunteer inductions, Council liaison and section 355 Committee secretariat support are provided by Council’s Community Development and Engagement staff.

Legal /Policy

Council appointed the Montreal Goldfields Management Committee to the care and management of the Montreal Goldfields site (Reserve 82706 Lot: 243 DP: 752130 and Lot: 80 DP: 752130) at its meeting on 22 February 2005. The Committee was appointed under section 355 of the Local Government Act 1993 (NSW) (LG Act). Section 355(b) and Section 377(1) of the LG Act enables Council to exercise its functions by a Committee of Council and to do so conditionally.  The Manual set out these conditions and are consistent with current Council policies and procedures.

The Montreal Goldfield is listed on the Heritage Schedule of the Bega Valley Local Environmental Plan 2013.

 

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

The recommendation is consistent with several key strategic directions set by Council as part of the Community Strategic Plan:

Goal 1:         We are co-operative, caring and enjoy a culturally rich community life.

Goal 4:         We have meaningful employment and learning opportunities for people in all stages in life

Goal 5:         Our air and water are pristine, and our natural environment and rural landscapes are protected.

Goal 7:          Our Shire continues to be a vibrant, enjoyable, safe and affordable place to live.

Goal 11:       We are an informed and engaged community with a transparent, consultative and responsive Council

Goal 12:       Our Council is financially sustainable, and services and facilities meet community need

The consultation aligns with actions identified in Council’s adopted Delivery Program 2017- 2021:

1.1.2             Deliver programs that build the wellbeing, resilience and strength of communities

                        1.1.2.1           Promote partnerships and collaborations which increase community

3.5.3              Engage the community to improve the stewardship and management of the Shire’s environmental assets

6.11.8           Develop and implement good governance systems

6.12.12         Develop and manage Council’s property portfolio and manage Council’s Reserve Trusts

Environmental / Sustainability

The Montreal Goldfield’s site has definite bands of vegetation throughout the area including mature trees and tree ferns. Formalisation of the management arrangements for the site will help ensure the ongoing protection and management of the site’s strong environmental values.

Economic

The Montreal Goldfields provide a destination for visitors to the Bega Valley Shire and contribute to the range of offerings for tourists to the region.

Risk

Lack of governance and accounting standards can create significant and ongoing risks for Council and it is important that the activities of section 355 committees remain transparent and subject to organisational oversight. The adoption of the Manual and the appointment of a Council representative to the Committee will minimise ongoing risks to Council by clarifying Council’s expectations for volunteers and standards of accountability. 

The management of Montreal Goldfields brings with it an associated level of risk, which requires systematic and ongoing preventative action by Committee members. Volunteers are regularly involved in various maintenance activities, the management of public safety, and cash handling. In 2019, Council’s Risk Coordinator undertook a comprehensive review of risk management procedures applying the maintenance and operation of the site. No significant residual risks were identified in relation to the management of volunteers, the site and public safety. Potential risks were identified in terms of governance and financial management and these can be addressed by the adoption of the recommendations of this report. 

The appendices of the Manual are a key risk management tool and regular updating will help ensure volunteers are aware of their roles and responsibilities. The current appendices include daily tasks, maintenance checklist and guidelines for tours in extremes of weather.

Montreal Goldfields is currently closed in response to the COVID 19 outbreak. The facility has adopted the NSW Government guidelines for COVID 19 for museums and Council officers will work with the Committee on development of a COVID-safe plan prior to reopening the facility.

Social / Cultural

The Montreal Goldfield is listed on the Heritage Schedule of the Bega Valley Local Environmental Plan 2013. Preservation and on-going management of the site is essential to retain the social and cultural values of the site which include: historical, geological, mining processes, cultural/social and re-afforestation. Partnerships developed with community members to manage and care for these assets and provide meaningful volunteering experiences have multiple benefits and support community wellbeing.

Attachments

1.         Montreal Goldfields Committee Guidelines and Operations Manual

2.         Montreal Goldfields Committee of Management, Council Report February 2005

 


Council

26 August 2020

Item 9.3 - Attachment 1

Montreal Goldfields Committee Guidelines and Operations Manual

 

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Council

26 August 2020

Item 9.3 - Attachment 2

Montreal Goldfields Committee of Management, Council Report February 2005

 

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Council 26 August 2020

Item 9.4

 

9.4.  Access Improvement Grants 2020
     

 

Applications for 2020 Access Improvement Grant program have been assessed and require a resolution of Council to allocate grants to the successful applicants.

 

Director Community Environment and Planning  

 

 

Officer’s Recommendation

1.            That Council adopt the Access and Inclusion Advisory Committee’s recommendations (Attachment 1) to award the following Grant allocations, for a total value of $15,600:

·    Panboola Pambula Wetlands and Heritage Project Inc for the ‘Improving disability parking at Panboola’ project ($600);

·    Bermagui Surf Life Saving Club for the ‘Same Wave - An All Abilities Aquatic Program’ ($5,000);

·    Wolumla Football Club for the ‘Wheelchair friendly picnic tables’ project ($5,000); and

·    The Trustee for the Australasia Property Unit Trust for the ‘Accessing the Australasia’ project ($5,000).

2.            That unspent funds of $4,920 from the 2020 Access Improvement grant round be allocated towards a grant application to support accessible tourism.

3.            That Council thank the Access and Inclusion Committee, and its Grants Sub-committee, for coordinating the 2020 Access Improvement Grant Program.

4.            That Council officers write to all applicants advising them of the outcome of their applications.

 

Executive Summary

The Access Improvement Grants have facilitated a wide and varied range of projects. These projects improve the everyday experience for residents and visitors living in the Bega Valley Shire who may have impairment, frailty, reduced mobility, or some other disability.

The latest round of Access Improvement Grants was advertised in May 2020 and a total of four applications were received. The applicants requested $15,600 in total, contributing towards projects worth $174,586.

Background

Council has a Section 355 Access and Inclusion Advisory Committee (AIAC) to assist in making the Shire a better place to live for all, and particularly those in our community with reduced mobility, frailty or impairment. The AIAC is responsible for administering a small grants program to address access issues in the Shire. Historically, this grant fund has not always been fully expended.

The Access Improvement Grants provide Council with an opportunity to leverage the passion and interest of volunteers and community groups to deliver projects of benefit to the Shire.

Options

The options available to Council are either to:

1.    Accept the recommendation of the Access and Inclusion Advisory Committee,

2.    Choose to allocate the funds to access improvements in a different way, or

3.    Not to allocate any funds to this Grant Program. 

Option 1 is the recommended option.

Community Engagement

The Access Improvement Grants have been discussed on several occasions by the AIAC. The AIAC was consulted in relation to the parameters of the Grants and recommended funding allocations.

The Grant Program opportunity was advertised in local newspapers during 1 – 30 June 2020, and circulated via the Council News publication, Bega Valley Shire Council website, and via social media.

Following an initial assessment by Council officers to confirm eligibility or otherwise, the applications were reviewed by a sub-committee of members of the AIAC. This sub-committee was made up of Mr Ron Finneran OAM, Ms Rosemary Oates, Mr John Reynolds, and Dr Alice Howe.

The sub-committee submitted its recommendations to the AIAC at its 10 August 2020 meeting.

The AIAC recommended the funding amounts as presented in Attachment 1.

Financial and resource considerations

This year there is $20,520 available for distribution to Access Improvement Grants.

The Community Grant Program Guidelines outline the criteria by which Grant applications are assessed. This includes advice that Grants will be in the range of $500 to $5,000 and that matching contributions are required for commercial businesses and for-profit groups.

The four applicants requested $15,600 in total, contributing towards projects worth over $174,586. This clearly demonstrates the value that can be leveraged by providing support to community groups and voluntary organisations.

A total of $15,600 has been recommended for allocation to four applicants. The AIAC will seek to contribute the remaining $4,920 towards a grant to assess, promote and expand the Shire’s accessible tourism industry.

Funding source

 

Amount

General Fund – Access Improvement Grants

$

$20,520

Legal /Policy

The Local Government Act 1993 provides the legislative mechanism to allow councils to provide funds to the community for the purposes of exercising its functions. Specifically, the Act states in Section 356 that:

“(1) A council may, in accordance with a resolution of the Council, contribute money or otherwise grant financial assistance to persons for the purpose of exercising its functions…”

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

The Access Improvement Grants are in line with the NSW Disability Inclusion Plan, which aims to create long term change and support consistent effort from government and the wider community.

The Access Improvement Grants meet the goals of Council’s Disability Inclusion Action Plan: Creating Liveable Communities – contribute towards liveable and accessible public places.

Economic

The Access Improvement Grants are listed as an activity in the Operational Plan 2020/21: Administer the Access Improvements Grant Program. Disbursement of grant funds makes a small contribution to the broader Bega Valley economy.

Risk

Council has obligations under the NSW Disability Inclusion Plan, Council’s Disability Inclusion Action Plan and the Disability Inclusion Act 2014 to provide for all residents and visitors to the Shire. Council has reputational and legislative risks if it does not provide inclusive facilities and spaces.

The improvement of access to facilities and spaces in the Shire also reduces the risk of insurance or compensation claims where people may injure themselves because of inadequate accessibility.

Social / Cultural

The ability for residents and visitors to be able to access and enjoy all the Bega Valley Shire offers cannot be underestimated.

The Access Improvement Grants provide the mechanism for volunteer groups and businesses to resolve access issues and support participation.

 

 

Attachments

1.         Access and Inclusion Advisory Committee Grant Recommendations

 


Council

26 August 2020

Item 9.4 - Attachment 1

Access and Inclusion Advisory Committee Grant Recommendations

 

 

 


Council

26 August 2020

 

 

Staff Reports – Infrastructure Waste And Water

 

26 August 2020

  

11.1            Waste Facility Consolidation and Modernisation Project................................. 110

11.2            Classification of land dedicated to Council....................................................... 116

11.3            Acquisition of land for Kiah hall rebuild............................................................ 118

11.4            Community Project Proposals........................................................................... 132

11.5            Concept Design for Short Point Coastal Accessibility Project........................... 139

11.6            Bega Sporting Complex Project......................................................................... 158

11.7            Proposed submission to the NSW Government on the Draft State Strategic Plan - A Vision for Crown Land.................................................................................................. 179


Council 26 August 2020

Item 11.1

 

11.1. Waste Facility Consolidation and Modernisation Project     

This report provides recommended actions to deliver on the objectives of Councils adopted Waste Strategy.

Director Assets and Operations  

Officer’s Recommendation

 

1.    That Council proceed with Option 3 as identified in the report, and (in order as listed):

·    Reinstate Bemboka waste transfer station;

·    Immediately increase opening hours at Bermagui, keeping Cobargo closed and;

·    Expand the kerbside bin collection service to rural properties;

·    Further develop Bermagui and Eden waste transfer stations to encourage greater waste diversion;

·    Close Candelo waste transfer station;

·    Construct a new waste transfer station/resource recovery precinct at the Central Waste Facility;

·    Close Wallagoot, Bemboka and Merimbula waste transfer stations; and

·    Prepare a Development Application to expand the Central Waste Facility.

 

Executive Summary

In reviewing the suitability of Council’s waste services and facility network to meet waste diversion targets and balance with community service expectations, a report is presented for Council’s consideration. The report aims to provide options regarding consolidation and modernisation of waste facilities in the shire as well as changing service offerings to minimise any potential negative impacts to customers through proposed changes. 

Background

Council currently maintain seven waste transfer stations, and two landfill sites within the shire. Of these sites, the Bemboka and Cobargo waste transfer stations are currently closed to the public due to being impacted by the 2020 bushfires. Council’s principal landfill is the central waste facility (CWF), located at Wolumla which recently had a new emergency cell constructed to cater for fire affected material from the 2019/20 bushfires. Higher than previously predicted waste generation and lower recycling rates are contributing to faster than expected filling of this site overall. As such, its limited useful asset life is now the major driver in improving diversion of waste from landfill as well as well as planning for the future of the CWF site. The CWF, which is situated on a 200 hectare property, currently has six approved landfill cells (excluding the emergency cells) with two of those cells full and a third to be full before the end of this calendar year.

Following an extensive environmental impact assessment, a development application was lodged for the CWF site for construction of the currently approved six cells (excluding the emergency cell), and despite significant opposition, consent was approved by the Southern Joint Regional Planning Panel for the construction of what is now referred to as the CWF.

The Statement of Environmental Effects, which was developed to support the development consent, estimated the planned lifespan of the approved landfill to be 30 years. However, based on higher than expected landfilling rates, the actual lifespan is closer to 19 years. The process for establishing a new landfill can be lengthy and includes investigation, design, approvals development, approvals consideration, community consultation and construction phases. It is not unreasonable to require a minimum of 10 years from the start of the process to opening. Given Council’s extensive knowledge of the CWF site and its significant capacity for further landfilling, Council would be well placed to submit a new application for expansion of the site after having provided an updated environmental impact statement.

Council’s waste strategy is a ten-year guide for delivering improvements in recycling and reducing waste to landfill. The strategy, adopted by Council in 2018, identifies significant opportunities for improving diversion of waste from landfill by encouraging waste avoidance and reduction and by delivering new initiatives to increase recycling and resource recovery. Not only does recycling and resource recovery provide direct and indirect commercial returns, reduction in waste to landfill lowers site operating costs, whilst also adding useful life to landfill assets and hence reducing net environmental impacts.

Increased recycling offers Council the greatest impact opportunity to reduce waste to its CWF and increase its useful asset life. The most efficient and effective method for increasing recycling is separating at the point of disposal.

One of the initiatives presented by the strategy is the expansion of Council’s kerbside bin collection service, which will grow to include residents on rural properties. The expansion will see an additional 1100 waste collection services rolled out across the shire and introduces recycling bins to households that have previously not had a recycling service. This will promote greater diversion of household recyclables from landfill and reduce through traffic at waste transfer stations, such as Candelo, by up to 70% based on current volumes. Much of the preparation work has been completed for the rollout, including collection contract arrangements and communication plans. The additional collections services are able to commence rollout during the current calendar year pending Council endorsement.

In addition to the expansion of collection services it is proposed that an overhaul of existing waste transfer stations occur. The aim of this overhaul is to provide more opportunities for waste diversion and resource recovery. Investment in infrastructure and resources of a much higher standard at selected sites will enable Council to segregate waste into saleable commodities. Charging regimes will also be introduced to incentivise recycling as opposed to landfill. These selected sites as proposed in this report will be open every day, with consistent operating hours and therefore align with the vision of “three sites, done better” as previously proposed to Councillors.

Options

Three options are presented for consideration, noting there are numerous iterations available.  ‘Actual’ costings are those based on previous projects (such as those determined by a tender process), or where there are clearly calculable set savings or expenses. Costing identified as ‘estimate’ is still based on analysis, however with a lower level of confidence in the underlying data and evidence used.

Option 1 - That Council:

·    Do not close any waste transfer stations; and

·    Proceed to reinstate Cobargo & Bemboka waste transfer stations.

Option 2 - That Council:

·    Immediately increase opening hours at Bermagui transfer station, keeping Cobargo closed;

·    Reinstate Bemboka waste transfer station; and

·    Expand the kerbside bin collection service to rural properties;

·    Further develop Bermagui and Eden waste transfer stations to encourage greater waste diversion;

·    Report back to Council on consolidation of waste transfer stations.

Option 3 - That Council (in order of delivery):

·    Reinstate Bemboka waste transfer station;

·    Immediately increase opening hours at Bermagui, keeping Cobargo closed and;

·    Expand the kerbside bin collection service to rural properties;

·    Further develop Bermagui and Eden waste transfer stations to encourage greater waste diversion;

·    Close Candelo waste transfer station;

·    Construct a new waste transfer station/resource recovery precinct at the Central Waste Facility;

·    Close Wallagoot, Bemboka and Merimbula waste transfer stations; and

·    Prepare a Development Application to expand the Central Waste Facility.

It should be noted that all options will require either an expansion of the landfill capacity at the CWF or construction of new equivalent capacity elsewhere. It is considered unlikely that development consent would be easily attainable, if at all, for a landfill site elsewhere in the shire. Additionally, from a financial perspective, Council has already invested several million dollars in establishing the existing landfill site. 

Expansion of the Organics Processing Facility (OPF), will be required to be undertaken irrespective of any changes to waste transfer stations. The potential for retaining the OPF at the Merimbula site is influenced by the potential relocation of the Merimbula waste transfer station and options for the future of OPF are dependent on the outcomes of the above mentioned recommendations.  

Programs and facility expansion to divert construction and demolition waste away from landfill is proposed as part of consolidating and improving transfer stations.

Community Engagement

Consultation undertaken

To date there has been limited consultation undertaken on the changes proposed in this report. The previously adopted waste strategy sets the high level direction that the recommendations in this report are based on. The strategy was developed with the assistance of a community working group. The strategy was also publicly exhibited for community input and feedback. Prior to undertaking extensive consultation, it is important to confirm the direction that Council intends to take with the future of its waste services.

Consultation Planned

Regardless of Council’s preferred option, messaging will continue to be delivered through social media, the Bega Valley Shire Council website and Council’s Waste App. Radio and print media will also be utilised.  A draft communications and engagement plan has been developed which will include more direct engagement with communities effected most by changes between service mix to explore how impacts can be best minimised. It is anticipated there will be a range of community views on the recommendations in this report reflecting differing community values and the varying levels of impact of proposed changes.

Expansion of the CWF requires a separate communications plan to ensure those impacted have been consulted to understand issues of concern and attempt to mitigate them during the planning phase.

Council consideration of input

Two workshops have been presented to Council related to the content of this report, one in late 2019 and one in July 2020.

Financial and resource considerations

Expansion of kerbside collection services is not anticipated to have a significant financial impact on Council. There is some capital outlay required to establish bin banks in some remote areas and this has been budgeted for through the 2020/21 operational plan and budget process. Kerbside collection services are relatively cost neutral with the charges for provision of the services offsetting costs. It should be noted that new customers, as the service commences will be charged pro-rata based upon the number of bin lifts remaining in the year.

It is important to note that as additional kerbside services are rolled out revenue at transfer sites will inherently decrease as the volume of waste being disposed of at transfer sites decreases. This impact is expected to be most notable at more outlying transfer stations where more of the surrounding catchment does not currently have a kerbside collection service.

Council’s waste transfer stations currently operate at considerable net loss relative to gate income due to the high cost of servicing relative to the amount of waste they process. At the same time, resourcing any transfer stations to a higher standard to increase waste diversion comes at additional cost so there is a need to balance the quality and number of service locations provided. The recommendations in this report are aimed to provide a higher standard of service including more operating hours with more waste diversion at less sites for no net operating cost increase.

Although a primary objective of minimising waste to landfill is to minimise our community’s environmental footprint and lead to improved environmental outcomes, there are also very clear economic and financial drivers. Firstly, there are many more employment opportunities through enhanced recycling/re-use and spin-off industries than in landfilling. Secondly, landfilling is extremely expensive when all the cost inputs are considered including (but not limited to) land acquisition, bulk earthworks, landfill lining, stormwater and leachate management, gas management, plant for disposal, site covering and site remediation/rehabilitation. The faster landfilling occurs, the closer the community is to needing to potentially acquire more land and undertake more extremely costly site preparation works. Although there may be some shorter-term service and habit change requirements, this will be to the communities longer term financial benefit. It is also worth recognising that as the community works up the waste disposal hierarchy it becomes more expensive to separate and re-use certain waste streams so each time a new re-use initiative is identified it is critical to understand the cost impacts. As technology and policy position within the waste sector changes, more recycling and re-use options are becoming feasible.

The recommendations in this report do require capital outlay to enhance the transfer stations to be retained and improved as well as to further develop the CWF. These works are to be funded out of waste reserves and grants will be applied for to enhance the transfer sites noting these improvements are primarily aimed at achieving waste diversion.

Legal /Policy

Council operates and controls waste management activities within a framework of Commonwealth, State and Local Government policy and legislation. Waste and recycling depots are regulated by the Protection of the Environment Operations Act 1997 and Council has licenses in place with the NSW Environment Protection Authority that regulate activities.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

Council’s Community Strategic Plan (CSP) provides Council’s vision, goals and strategies for the next 10 years. It describes how the community’s priorities and aspirations will be delivered, and is supported by the Resourcing Strategy outlining money, assets, people and time required to deliver the strategy. 

 The CSP’s “Sustainable Living” outcome area 3, Goal 6 – “In the future, we would like our communities to live more sustainably through improved resource management such as minimising waste disposal and landfill…”. 

The CSP clearly reflects the community’s desires, targeting minimisation of waste to landfill and increased reuse, recycling and resource recovery. 

Council’s 10-year waste strategy aims to guide more diversion of material from landfill. The benefits of doing so are far reaching with business and partnership opportunities being created as a direct result of diversion. This then supports further opportunity to value add to these products locally and the cycle of opportunity continues. 

An outcome of the strategy is ‘increased local employment’ and the recommendation in this report allows for the greatest opportunity for this to occur. 

Environmental / Sustainability

Recycling is a well-established national practice, with known positive impacts on the environment through the saving of resources and a reduction in waste to landfill. As the next step to waste management, the Commonwealth Government has established waste diversion targets, to further strengthen a commitment to a waste-less society. Reuse is now highest on the waste agenda, underpinning a circular economy, and building community resilience through local employment opportunities and value-adding to marketable commodities at a local level.  As opposed to landfilling, investing in waste reuse and diversion infrastructure at a local level allows Council to minimise reliance on long-haul waste transport, thereby establishing a lighter footprint and supporting Council’s commitments under the adopted Clean Energy Plan 2019-2030.

Council’s adopted Climate Resilience Strategy 2050 recognises that every decision about the future of the Shire, each new policy approach or new project, should build the resilience of the places and individual communities touched by these decisions. Council’s decision to support a circular economy through waste diversion and reuse, helps to achieve those objectives.

Through the recommendation in this report to expand landfill capacity at the CWF, the distribution of the communities environmental footprint will be reduced.

Economic

On average, every 10,000 tonnes of waste material equals either 2.8 landfilling jobs, or 9.2 recycling jobs as identified in the 2018 National Waste Policy. A focus on resource recovery helps establish a local circular economy, providing long-term economic, social and environmental benefits. This transition will generate jobs, increase the robustness of the local economy, increase the accessibility of goods, maximise the value of resources and reduce waste.

A circular economy is all about valuing our resources by getting as much use out of products and materials as possible and reducing the amount of waste we generate. For example, using recycled materials in manufacturing, repairing household goods before buying new ones or repurposing items that are no longer used.

Risk

There is a risk that some members of the community will not be supportive of the recommendations proposed in this report, particularly those surrounding the CWF and those that currently access transfer stations proposed for closure. As outlined earlier in this report the risks associated with not making large scale changes are greater than the risks associated with not changing. Should Council not endorse the recommendations in this report it is anticipated that the following negative consequences would eventuate:

·    Waste diversion targets will not be met which will lead to more increased landfilling and current approved capacity being reached at the CWF earlier than forecast as well as any future landfilling capacity filling quicker than expected.

·    As a consequence of the above there is a risk the community may run out of landfill options with either no landfill or potential major costs increases to fund a new landfill.

·    If the recommendations in this report are not endorsed there is risk that greater than necessary environmental impacts may result for example increased land disturbance for landfilling, greater gas production and more leachate production.

Social / Cultural

It is envisioned that newly designed transfer stations proposed will act as community spaces, which support collaboration, education and opportunity. These spaces may be used for men’s sheds, school groups, skills training and sustainability workshops – opportunities to bring communities together.

Supporting the circular economy creates opportunity for local community groups to work together towards a shared vision. Local indigenous groups could be supported via partnerships, bringing and sharing skills, whilst working together. 

Attachments

Nil

 


Council 26 August 2020

Item 11.2

 

11.2. Classification of land dedicated to Council     

 

This report seeks approval to classify land as operational land under the Local Government Act 1993 (NSW) that was recently dedicated to Council.

 

Director Assets and Operations  

 

 

Officers Recommendation

1.    That Council note the 28-day public notification process was completed regarding the proposal to classify Lot 121 DP 1252360 at 8 Wildewoods Court, Merimbula as operational land, with no submissions received.

2.    That Council resolve to classify Lot 121 DP 1252360 at 8 Wildewoods Court, Merimbula as operational land under Section 31 of the Local Government Act 1993 (NSW).

 

Executive Summary

The public notification process to classify Lot 121 DP 1252360 at 8 Wildewoods Court, Merimbula as operational land has just been completed as required under the provisions of the Local Government Act 1993 (NSW) (LG Act) and a resolution of Council is now sought to finalise the classification process.

Background

Council resolved, at its Ordinary Meeting of 22 July 2020, when considering the proposed classification of land at Merimbula which was recently dedicated to Council, to commence a public notification process to classify the land parcel as operational land under the LG Act. 

To comply with the requirement that classification should occur within three months of dedication under Section 31 of the LG Act, a resolution of Council is now sought to classify the land at 8 Wildewoods Court, Merimbula as operational land.

Community Engagement

Consultation undertaken

Regulations have been made under section 747B of the LG Act to temporarily modify the application of the Act in response to the COVID 19 pandemic.  The amendments have been made to remove the requirement for Council notices to be advertised in newspapers and instead allow the relevant notice to be published on the Council’s website.  This is not a temporary measure and will be ongoing.

Because of the amendments, the public notice advertisement regarding the proposed classification of Lot 121 DP 1252360 at 8 Wildewoods Court, Merimbula appeared on Council’s website with the submission period closing on Monday, 24 August 2020.  No submissions were received objecting (or otherwise) to the proposal.

Financial and resource considerations

There are no ongoing servicing costs associated with the classification of dedicated land.

Council officer time has been required to carry out the land classification process and ongoing management of any future uses of the site may be required.

Legal /Policy

Section 31 of the LG Act provides that property must be classified within three months of acquisition by Council resolution or it automatically defaults to community land.  Section 34 of the LG Act further provides that a public notice of such a proposed resolution must be advertised giving 28 days for receipt of public submissions.

 

Attachments

Nil

 


Council 26 August 2020

Item 11.3

 

11.3. Acquisition of land for Kiah hall rebuild     

Lot 68 DP 750223 at Kiah has been offered for sale by the Catholic Archdiocese of Canberra and Goulburn. This land parcel offers Council an opportunity to secure a parcel of land that has some operational value for the rebuild of the Kiah community hall.

Director Assets and Operations  

Officer’s Recommendation

1.    That Council authorise the acquisition by private agreement of Lot 68 DP 750223 at Kiah from the Catholic Archdiocese of Canberra and Goulburn for $88,000 on the basis that an independent market valuation be obtained from a registered valuer supporting the value of the land parcel.

2.    That the acquisition of Lot 68 DP 750223 at Kiah be funded from the insurance fund proceeds received to rebuild Kiah community hall.

3.    That upon acquisition, Council give notice of its intention to classify Lot 68 DP 750223 at Kiah as operational land under section 34 of the Local Government Act 1993 (NSW). 

4.    That Council hereby authorise its official seal to be affixed to the contract documents under the signature of the Mayor and General Manager. 

5.    That Council endorse this as the preferred site for the rebuild of the Kiah community hall.

Executive Summary

This report provides detail on the option to purchase Lot 68 DP 750223 at Kiah for the rebuild of Kiah community hall. Lot 68 DP 750223 is considered by many in the community to be the ideal location for the hall rebuild as it occupies an elevated position on the crest of the hill and closer proximity to other facilities in the precinct, this site also has the potential to provide a more cost-effective building site.

While the General Manager and/or their delegate may make preliminary enquiries regarding a possible purchase, no negotiations can commence without a resolution of Council being made, authorising negotiations to take place.

Background

Council resolved, at its Ordinary Meeting of 8 April 2020, when considering its position on the proposed acquisition of Lot 68 DP 750223 at Kiah as follows:

1.    That Council make a formal approach to the Trustees of the Roman Catholic Church for the Diocese of Goulburn being the registered owners of Lot 68 DP 750223 which adjoins Council owned community land to seek their consideration in gifting the land parcel to Bega Valley Shire Council for erecting a new Kiah Community Hall.

2.    That Council authorise the General Manager and Mayor to execute the necessary documentation to formalise the above course of action.

Following the Resolution of Council, a formal letter was sent to the Catholic Archdiocese of Canberra and Goulburn on 21 April 2020, requesting their consideration to gifting the land parcel to Council. On 16 June 2020, Council received a formal response which states that gifting the land is not an option, however sale of the land to Council for the purpose of rebuilding the community hall on the site would be agreed.

It is understood by Council officers that a memorandum of understanding dated 25 May 2020 between the Friends of the Kiah Hall and St Peter’s Parish Pambula was executed granting the Friends of the Kiah Hall first option to purchase the land parcel for $88,000.

Council have now received the attached letter from the Friends of the Kiah Hall requesting Council’s consideration in purchasing the land parcel for the value of $88,000 from the insurance funds received for the rebuild of the hall.

Lot 68 DP 750223 has a dwelling entitlement as it is an is an Original Holding for the purpose of clause 4.2A(3)(d) of Bega Valley Local Environmental Plan 2013 (BVLEP). The land is zoned E3 and Community Facilities are permissible with consent, which would include a public hall.

As outlined in the attached report of 8 April 2020, Lot 68 DP 750223 is considered the ideal location for the hall rebuild as it is on the crest of the hill and closer proximity to other facilities in the precinct, this site also has the potential to provide a more cost-effective building site.

Options

The options available to Council are:

1.    Proceed with the acquisition of Lot 68 DP 750223 at Kiah from the Catholic Archdiocese of Canberra and Goulburn for the value of $88,000 as negotiated by the Friends of Kiah Hall from the insurance fund proceeds.

2.    Proceed with the acquisition of Lot 68 DP 750223 at Kiah from the Catholic Archdiocese of Canberra and Goulburn for a value as determined by a registered Valuer from the insurance fund proceeds.

3.    Decline to accept the offer to purchase Lot 68 DP 750223 at Kiah from the Catholic Archdiocese of Canberra and Goulburn from the insurance fund proceeds and advise the Catholic Archdiocese of Canberra and Goulburn and the Friends of Kiah Hall that Council intends to rebuild the community hall on its Council owned land parcel being Lot 1 DP 334799.

4.    Other options, as raised and resolved by Councillors.

Community Engagement

Consultation undertaken

The Kiah Hall and Friends of the Kiah Hall committees have sent the attached letter and questionnaire to the community in relation to the purchase of Lot 68 DP 750223 at Kiah from the Catholic Archdiocese of Canberra and Goulburn.

Consultation Planned

During the rebuild of the community hall further consultation and engagement with the community will be undertaken to develop a functional design brief. Council officers will formally notify the Catholic Archdiocese of Canberra and Goulburn following the resolution of Council intention in relation to Lot 68 DP 750223 at Kiah.

Financial and resource considerations

The Kiah hall was insured under Council’s building insurance policy and an insurance payout figure has been received as follows:

•     Kiah Hall building $620,000 contents $15,000.

The overall budget for the rebuild of Kiah hall is yet to be set and will depend upon the outcome of the development of the functional design brief during the community consultation phase of the project.

As outlined in the attached letter from the Friends of Kiah Hall fundraising to assist with the rebuild is underway with a total of $18,000 being held by the committee as at 4 August 2020 towards the project and an additional $5,000 being held in trust by the Eden Country Women’s Association that will be donated towards the rebuild costs. It is envisaged by the Friends of Kiah Hall committee that funds raised will go towards the rebuild to offset the loss in insurance funding proposed to be spent on the purchase of Lot 68 DP 750223.

There will be legal fees payable by Council to finalise the acquisition of the land and associated fees will be required to be funded from the insurance proceeds.

Council Property officers and external legal panel providers time will be required to finalise the relevant documentation to complete the acquisition.

Legal /Policy

Council may acquire the land by negotiation with the vendor without having to satisfy the requirements of the Land Acquisition (Just Terms Compensation) Act 1991 (NSW) as the property is offered for sale in this instance.  

In accordance with Council’s Acquisition and Disposal of Land Procedure, any acquisition is to be benchmarked to an independent market valuation from a registered valuer. In some cases, there will be justified reasons for Council acquiring property at a price above the valuation benchmark to achieve goals and objectives of the Council, or to acquire the land or interests with a view to adding value (or reducing risk) to a larger scheme or development.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

As part of the community recovery process post the bushfires rebuilding the Kiah hall is a key priority for the Kiah community and aligns with Community Strategic Plan.

Economic

As outlined in the attached letter to the Kiah community the Friends of Kiah Hall believe there are economic benefits to building on the level site near $65,000 in construction costs, and the current community hall site gives parking and landscaping space to the community.

Council officers have considered the advantages of rebuilding the hall on Lot 68 DP 750223 and until the designs for the new build are completed it is difficult to quantify the financial benefits. Upon initial review it does have advantages in regards to siting, drainage, footing design and general layout when compared with the existing hall site which is a sloping block of land and the old hall was cut into the site to suite the topography of the land.

Risk

In accordance with Council’s Acquisition and Disposal of Land Procedure 2.02.4, disposal of land by Council requires a formal process that ensures probity, due diligence, analysis of risk and other key issues.

Attachments

1.         Letter to Catholic Archdiocese of Canberra and Goulburn in relation to lot 68 DP 750223 Kiah

2.         Letter from the Catholic Archdiocese of Canberra and Goulburn in relation to Lot 68 DP 750223 Kiah

3.         Letter from the Friends of the Kiah Hall Committee in relation to the purchase of Lot 68 DP 750223

4.         Council report 8 April 2020 - Kiah Catholic Church Land

5.         Kiah Community News - letter and questionnaire on purchase of Lot 68 DP 750223

 


Council

26 August 2020

Item 11.3 - Attachment 1

Letter to Catholic Archdiocese of Canberra and Goulburn in relation to lot 68 DP 750223 Kiah

 

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Council

26 August 2020

Item 11.3 - Attachment 2

Letter from the Catholic Archdiocese of Canberra and Goulburn in relation to Lot 68 DP 750223 Kiah

 

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Council

26 August 2020

Item 11.3 - Attachment 3

Letter from the Friends of the Kiah Hall Committee in relation to the purchase of Lot 68 DP 750223

 

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Council

26 August 2020

Item 11.3 - Attachment 4

Council report 8 April 2020 - Kiah Catholic Church Land

 

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Council

26 August 2020

Item 11.3 - Attachment 5

Kiah Community News - letter and questionnaire on purchase of Lot 68 DP 750223

 

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Council 26 August 2020

Item 11.4

 

11.4. Community Project Proposals     

This report provides a summary of Community Project Proposals received between 8 August 2019 and 29 July 2020 for Council's information and consideration

Director Assets and Operations  

Officer’s Recommendation

1.      That Council note the report and the attached Community Project Proposal summary.

2.      That Council note the project proposal for replacement of fencing around Glebe Park (West) Bega has been completed.

3.      That Council note the project proposal for Water Bubbler at Pambula Beach Sporting Complex skate park has been completed.

4.      That Council note the project proposal for Merimbula/Pambula Path and Trails signs has been completed.

5.      That Council note staff have provided approval to proceed with the project proposal for the Tuna industry memorial plaque at Rotary Park Eden Lookout.

6.      That the proposal for expanding the playground with further equipment and additions at William Loftus Park Candelo Playground not be supported. Council staff to work with the applicant to develop project/s to install shade, rubber soft fall, bollards and park furniture to improve the existing playground.

7.      That the project proposal for installation of change room partitions at Cobargo Swimming Pool be supported by Council, dependant on external funding without any Council contribution.

8.      That the project proposal for renewal of existing kitchenette at Cobargo Swimming Pool be supported by Council, dependant on external funding without any financial support from Council.

9.      That Council provide in principle support to the Evans Park Sporting Complex Committee to secure funding to develop a Masterplan for the Evans Park site and that staff undertake a review of nearby playgrounds to determine a suitable playground for removal to offset potential future construction of a new playground at Kalaru.

10     That the proposal to resurface tennis courts with replacement synthetic grass at Bega Tennis Courts be supported, subject to external funding and without any financial contribution from Council.

11.   That the proposal for installation of three picnic tables at Wolumla Recreation Ground be supported by Council.

12.   That the proposal for Pambula Art Project has in principle support, subject to compliance with Pambula Village DCP, Public Art Procedure, National Association of visual arts guidelines, maintenance, decommissioning process and external funding as well as relevant planning approvals.

13.   That the proposal for the memorial tree at Chaz Izzard Reserve Tathra is supported and installation of a personal memorial plaque be deferred pending development of a Memorial in Public Places Procedure.

14.   That the proposal for the Eden Netball Courts Upgrade Barclay Street Sports Complex is supported in principle by Council and dependant on external funding with no financial contribution from Council.

15.   That the proposal for the Eden Tennis Courts Upgrade Barclay Street Sports Complex is supported in principle by Council and dependant on external funding with no financial contribution from Council.

16.   That the proposal for the Eden Cricket nets upgrade Barclay Street Sports Complex is supported in principle by Council and dependant on external funding with no financial contribution from Council.

17.   That the proposal for the Rotary Club Merimbula Ford Park path is supported in principle by Council and dependant of external funding without any financial contribution from Council.

Executive Summary

The community plays an important role in helping Bega Valley Shire Council (BVSC) identify and deliver new and/or improved community facilities. The Community Project Proposal (CPP) process seeks to provide a consistent framework for Council to receive and consider a wide range of projects proposed by the community. These projects can range from minor asset renewals to major new works. Council officers have reviewed the proposals received and a Summary and Assessment Sheet is attached. A hard copy of all proposals has been distributed to all Councillors.

Background

Council is ultimately responsible for all works on BVSC managed land including: compliance; maintenance; upkeep; and safety. Regardless of the project size, all works proposed for BVSC managed land need to be considered in the context of available funding, procurement, risk management, work health and safety, environmental considerations, approvals, compliance, and ongoing maintenance and renewal. It is also important to consider how the proposed projects can link and add value to other planned Council works. 

An important part of the CPP Procedure involves reporting proposals to Council; particularly where projects are complex, will result in changed use or amenity and/or will require resourcing and support from Council. Those proposals that are straight forward, not requesting funding from Council and/or are directly related to planned works, are often reviewed and approved by Council officers. This enables groups to proceed with those straight forward proposed works in a timely manner.

The level of information included in the proposal needs to be relevant to the scale and complexity of the project but at a minimum, be sufficient to allow the merits and issues of proposal/s to be understood by Council officers and Councillors. Thorough proposals will clearly show the merit of the project, outline what is being requested and identify potential issues and how they have been addressed. The initial assessment by Council officers seeks to minimise wasted effort (or expense) on proposals that may not obtain approval due to funding, planning or other reasons.

Due the capital project workload in front of Council at the Council meeting on 8 August 2019 Council resolved to defer consideration of CPP’s for 12 months. The period between 8 August 2019 and 29 July 2020 was affected by summer bushfires as well as Covid-19. Sixteen (16) submissions received. They are:

·    Glebe Park (West) Bega fencing project

·    Water bubbler at Pambula Beach Sports Complex skate park

·    Merimbula/Pambula Path and Trails signage

·    Memorial plaque Rotary Park Eden lookout

·    Playground equipment additions at William Loftus Park Candelo Playground

·    Installation of change room partitions at Cobargo Swimming Pool

·    Renewal of existing kitchenette at Cobargo Swimming Pool

·    Installation of playground equipment at Evans Park Kalaru

·    Renewal synthetic covers at Bega Tennis Courts

·    Installation of picnic tables at Wolumla Recreation Ground

·    Pambula Art Project Pambula Village

·    Memorial tree & plaque at Chaz Izzard Reserve Tathra

·    Eden Netball Courts upgrade Barclay Street Sports Complex

·    Eden Tennis Courts upgrade Barclay Street Sports Complex

·    Eden Cricket practice nets upgrade Barclay Street Sports Complex

·    Path extension completion Ford Park Merimbula

Future proposals will revert back to continue to be presented on a quarterly basis for Council consideration.

Due to ongoing applications and inquires relating to installing personal memorials in public places it is intended to develop a Memorials in Public Places Procedure. The procedure will identify conditions of proposed applications such as community-based memorials and individuals who have been long term residents with significant community contributions. The procedure will also include designs and types of memorials that are appropriate for Bega Valley Shire. The procedure will provide guidance to applicants, Council Staff and Councillors in consideration and assessment of proposed memorials.

With respect to the request for support for a playground at Kalaru, staff have some concerns that should firstly be addressed. A primary concern relates to siting of a potential playground and ensuring it does not jeopardise other opportunities for future community development of the site.

Other potential future uses of the site could include things such as an off-road bus exchange to improve safety and avoid conflict between buses, motorists and pedestrians on the busy Tathra-Bega road; an access friendly fenced off leash dog park and a bmx track (noting these are only indicative ideas). To ensure the site is best planned and utilised over the long-term future it is recommended a masterplan first be developed so as not to constrain the site through piecemeal activity.

A further concern is that Council does not have the financial capacity to continue to take on new assets and service them without rationalising in other areas. Although the community currently indicates they will fund and maintain a new playground, historically these types of assets have been reverted to Council’s responsibility to maintain and then renew when they reach the end of their useful life.

To mitigate any potential financial burden, it is recommended that options to remove equivalent scale (or combinations of smaller scale) playgrounds in nearby areas be investigated for consideration prior to construction of a new playground.

Proposal Consideration and Assessment

Attached to this report is a summary and assessment of the CPPs received including comments and recommendations. The assessment provides a rating against the following project items:

·     Asset Renewal. Is it renewing an existing asset or an upgrade? Is the work linking to a required renewal from asset register?

·     Provision/Use/Value. Is the project relevant to current community needs? Will the facilities be well used? Will the community be getting good value? Is the opportunity cost to other projects and groups fair and acceptable?

·     Links to other plans and works. Are the works linked to adopted Strategic Plans, Facility Management Plans or asset renewals or planned maintenance programs?

·     Project Scale. How large is the project?

·     Project Approval Complexity. Will the project require Environmental and Heritage approvals? Cultural Heritage approvals? Crown Land approvals? Council Development Application approval?

·     Requested BVSC Funding. Are funds requested from Council? Are related funds allocated in budgets for asset renewals or maintenance? Is there good value in the funding level requested?

·     Likely BVSC Involvement. Is labour or material required to assist the project? Are resources such as grant submission assistance required? Is direction required in the approvals processes?

·     Ongoing Operations. What will be the cost to Council to maintain the asset?

Community Engagement

In developing the CPP Procedure, consultation was undertaken with - Council's Access and Inclusion Committee, the S355 Sportsground Committee and a workshop involving representatives of service organisations from across the Shire.

The CPP Form includes a section on stakeholder engagement in which the applicant can identify the consultation they have undertaken with other users and neighbours and feedback they have received in the development of their proposal. Some proposals will require further community consultation as the project develops.

The CPP Procedure and Application Form are available on Council’s website.

Financial and resource considerations

·    The level of resourcing and contribution sought from Council is an important aspect for consideration. Council has not budgeted funds to support CPPs; however, some proposals may align with the BVSC maintenance programs, scheduled asset renewals or grant programs.

·    Council resources are limited and favouring any one project over another is likely to affect or defer the delivery of other planned and programmed works. That is not to say a BVSC contribution is not possible. This is particularly the case where a project links to asset renewals and maintenance programs and the BVSC contribution represents ‘good value’. However, this needs to be subject to funding being available.

·    Committees, community groups and volunteers often seek funding and grant opportunities to support their project proposal. The first step is gaining Council support for works on Council managed land. This also helps to see the project scope is clear and complete and the resources identified are sufficient to complete the works. 

It is difficult for Council officers to support projects that will lead to over provision or over servicing, even if a funding contribution is not being requested from Council.·        Project costs and amounts requested from BVSC are included in the attached Summary Sheet.

Legal /Policy

Council’s Procedure 4.01.3 Community Project Proposals is published on the Council website.

Works on public land can trigger legislative requirements related to environment and heritage, access and Building Code compliance, planning and development approvals and in some instances, approvals from the land owner or manager.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

Relevant Delivery Program 2017 – 2021 Goals are:

Goal 2: We are an active, healthy community with access to good quality recreation and sporting facilities, and medical health care.

Goal 12: Our Council is financially sustainable, and services and facilities meet community need.

Operational / Asset Management Plan

Council’s annual Operational Plan is developed alongside a Resourcing Strategy which outlines how actions and activities will be financed, assets managed, and services delivered.

Asset management and Capital Works Programs are primarily based on renewal and improving existing assets (e.g. replacing existing aging assets). A large majority of projects proposed by the community relate to new works or significant upgrades of existing assets and as such are not included in Capital Works Programs.

Individually most projects have merit, reflect current community interests and deserve consideration. However, Council needs to be aware that continuing to expand its asset inventory comes at a future cost in terms of both ongoing operations and future asset renewals.

The Project Summary Sheet comments identify if the project is a direct renewal of an existing asset, an upgrade of an existing asset or is developing a new asset. 

Environmental / Sustainability

The CPP Application Form triggers consideration of potential environmental and heritage issues and possible approvals or compliance that may be required.

Risk

A key aspect of the CPP Procedure and process is aimed at mitigating risk. Examples of the risks that need consideration in relation to any project are:

·    The costs and considerations surrounding BVSC’s ongoing asset management/liability.

·    Project oversight and the need to gain relevant approvals and compliance.

·    The costs and expectations associated with the ongoing operations, maintenance future renewal of any new asset.

·    Possible shortfalls in proposal cost estimates.

·    Potential expectations that BVSC will cover any potential project shortfalls.

Options

The challenge in considering CPPs is to give them the consideration they deserve, consider risks and work out where they fit with other planned and programmed works, particularly if the proposal requests a contribution from Council. Council has an option to fund all requests; however, this will come at the expense of other required and planned asset renewal and Capital Works Programs.  Project management time is also an important consideration as promoting or adding a project to current workloads will influence the completion of other planned and programmed projects.

Realistically, Council does not have the resources to meet all requests in terms of capital funding, project management or ongoing asset management.  There is not a set amount put aside to support Community Project Proposals. An important benefit of the CPP process is that Council can consider these aspects, what is a reasonable provision of assets and provide relevant direction and support which then better enables the community groups to develop their project and look to the most realistic methods for delivery of well utilised assets into the future.

Attachments

1.         ATTACHMENT COMMUNITY PROJECT PROPOSAL SUMMARY SHEET August 2020

 


Council

26 August 2020

Item 11.4 - Attachment 1

ATTACHMENT COMMUNITY PROJECT PROPOSAL SUMMARY SHEET August 2020

 

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Council 26 August 2020

Item 11.5

 

11.5. Concept Design for Short Point Coastal Accessibility Project     

This report provides a summary of the concept design development phase of the Short Point Coastal Accessibility Project and seeks endorsement of the latest design iteration.

Director Assets and Operations  

Officer’s Recommendation

1.    That Council receive and note the information in the report.

2.    That Council endorse the concept design for the Short Point Coastal Accessibility Project.

3.    That Council delegate authority to the General manager, if required, to review and revise the concept design for any amendments arising during the delivery of this plan, including identified scope reductions to meet budget.

Executive Summary

The Short Point Coastal Reserve in Merimbula has been identified to receive significant infrastructure upgrades following the Coastal Accessibility Plan developed for the site and subsequent funding secured under the NSW Government’s Restart NSW Fund.

The upgrades at Short Point form part of the “Bega Valley Shire – A Destination for All” project, to be delivered under the Restart NSW Fund, with the overarching objectives including improving overall visitor safety and accessibility to facilities and features at the site.

This report tables the revised concept design for endorsement, and also provides a summary of activities and consultation carried out to date together with a budget summary and forecast cost to complete remaining elements.

Background

The Coastal Accessibility Plan developed for Short Point by Spiire Australia Pty Ltd was one of three plans developed for key coastal sites in Bega Valley Shire, other sites being Bruce Steer Pool in Bermagui and the Pambula Beach Reserve at Pambula Beach. The accessibility-focussed plans explored issues and opportunities, site specific challenges and community comments and ideas for site improvements. The plans provide intent, recommendations and cost estimates for the future implementation of plan elements.

Following development of the initial Short Point plan, which included input captured during the community consultation phase, the revised Short Point Coastal Accessibility Plan was adopted by Council in October 2018 subject to amendments recommended in that report to Council. Amendments were made and the final Short Point Coastal Accessibility Plan was uploaded to Council’s public website early 2019.

Through this effective site-specific planning process, funding was secured in July 2018 under the NSW Government’s Restart NSW Fund for the “Bega Valley Shire – A Destination for All” project, encompassing the three subject sites. A total funding amount of $2,766,000 is available across the three sites; further detail is included in the Financial section below.

Other Council reports relevant to the Short Point Coastal Accessibility Plan include:

·    Short Point Viewing Platform Renewal (10 October 2018). This report presented for resolution of the design documentation for the replacement viewing platform to be constructed at Short Point. An element of the overall Coastal Accessibility Plan which could be split out from the main construction works due to its location, the design was endorsed, and the viewing platform was constructed by a local contractor mid-2019 following a competitive open quotation process.

·    Short Point Headland Seating and Signage (7 August 2019). This report presented for resolution options with respect to proposed headland seating, interpretive signage and sun lounges. The option endorsed subject to the amendments recommended in the August 2019 report is to be delivered during the construction phase for the remaining plan elements identified in this report.

A resolution from the second report mentioned above is that Council “endorses the approach for officers to inform and work with identified project stakeholder groups as project design work progresses and consider and balance feedback in the context of the membership of the stakeholder group and the project deliverables”. This process was followed through concept design development for the remaining elements identified in the Short Point Coastal Accessibility Plan. Further detail is included within the Community Engagement section below; the outcome being the concept design presented for endorsement in this report.

Community Engagement

Consultation undertaken and Council consideration of input

Through development of the Short Point Coastal Accessibility Plan, community engagement and consultation included notices / signage on site, radio promotion, media releases, online surveys, meetings with key stakeholder groups and site drop-in sessions open to the public. Consultation summaries and feedback from this phase are included in the adopted Coastal Accessibility Plan.

The Short Point stakeholder group includes representatives from Merimbula Beach Cabins, Merimbula Beach Holiday Park, Merimbula Chamber of Commerce, Merimbula Special Events, Merimbula Tourism Inc., Merimbula Rotary, Sapphire Coast Boardriders, the Bega Valley Shire Council (BVSC) Access and Inclusion Advisory Committee, the Local Aboriginal Land Council and Councillors.

Other consultation carried out previously on specific plan elements includes:

·    Design documentation for the viewing platform renewal was issued to the stakeholder group and also placed on Council’s “Have Your Say” web page with a short poll requesting feedback on layout and shower locations.

·    The headland seating, interpretive signage and sunlounge proposal was issued to the stakeholder group seeking feedback.

Most recently, further consultation has been carried out with the stakeholder group and the BVSC Local Traffic Committee with respect to the concept design for remaining elements of the Coastal Accessibility Plan; major remaining elements including the car park upgrade, new accessible pathway connections, new amenities building, new viewing area and new barbeque/picnic area. Concept design development has been driven by Environmental Partnership, the lead consultant engaged for the design works following an open competitive quotation process.

A stakeholder group meeting was held in December 2019 to present the concept design developed to that point. The meeting was facilitated by BVSC staff and attended by a number of stakeholder group representatives. The concept presented accounted for existing site conditions (levels through the reserve and existing infrastructure) and also the accessible grade requirements for the proposed car park upgrade and accessible pathways considering those site conditions. The concept also included general arrangement plans and material options for the new amenities building and shelter.

In parallel with stakeholder group engagement on the concept design, the BVSC Local Traffic Committee was approached to provide feedback on the concept from their perspective. The primary concern in this regard was around the bus parking area and the requirement included in that version of the design concept for buses to reverse into the allocated position.

Feedback received through the workshop and consultation, and action taken in further design amendments resulted in the attached current concept, with feedback included in the table below.

Item / Theme

Revisions / Comments

Car park gradient (i.e. maintaining a slope to the beach for viewing from vehicles).

A slight fall is present in new car parking spaces; noting that it won’t be as steep as the existing car park gradient given changes need to be made to meet accessibility requirements.

Current carpark provisions vs. proposed.

Inclusion of accessible shared zones in accordance with the accessibility objective of the project will result in a small reduction (3) in car spaces along the lower tier of the car park, and a curved radius at each end of the upper tier to provide and define a buffer between parked and moving vehicles will result in a small reduction (2-3) car spaces along the upper tier.

Budget breakdown, what is remaining?

Approximately $850k remains following initial works (headland path, seating, weed control, revegetation, viewing platform) and engagement of the design team. Further detail including a forecast cost to complete is included in the Financial section of this report.

Current form incorporating modular viewing areas vs. curved Spiire layout.

This element has been revised to pursue earlier more curvilinear concepts. Modular viewing and seating areas, while providing opportunity for small groups / families to gather at a viewing point, have been removed and viewing points consolidated into the main viewing area and deck adjacent the amenities building and shelter.

Consider incorporating separation between bus bay and amenities.

Explored in conjunction with bus bay orientation (see comments against next point).

Orientation of bus bay.

Advice from the BVSC Local Traffic Committee was to avoid layouts whereby buses need to reverse within car park areas and in close proximity to pedestrian areas. The alternative to the previous concept is to realign the bus bay parallel to the access road, ensuring the area where passengers alight is on an accessible grade, and allow adequate circulation space to allow one-way travel for buses to exit the site. Further swept path analysis has been undertaken to inform the revised concept and allow such movement.

Transition from path to reserve.

Approximately two thirds of the new concrete path along the car park edge will transition to the reserve with a small step. It is intended to minimise the height of this step during landscaping to not only ease the transition to the grassed area but also minimise the visual impact of the exposed edge when looking back from the reserve and beach. The steeper gradient at the western end of the car park results in a larger step between path and reserve which will be treated with an access ramp, planting and steps from the new timber deck.

Build up reserve with fill if practical.

Where practical material excavated during the new works that is suitable for re-use will be spread and shaped through the reserve.

Consideration that some less-abled patrons may have difficulty negotiating the proposed “sitting steps”.

Noted and revised within current concept.

Terrace vs. balustrade at edge of main deck; comfortable with balustrade provided it is consistent with the renewed viewing platform.

Design intent is to work levels to remove the need for terraces and/or balustrades; if this is not feasible through detailed design the preference is noted.

Angle of roofline and visual impact on approach.

The building / shelter has been re-orientated within the current concept to lessen the visual impact on approach (refer concept comparison views). Two options have been presented with respect to the roof profile. The first option of longitudinal fall is the recommended as the most engineering and cost-effective roof scenario. Refer additional comments in the Options section of this report.

Separation between the barbeque / picnic table area and amenities.

Complete separation of these elements under multiple rooflines was considered however not further detailed within the current concept given the increased visual impact of multiple structures and potential cost increase associated. Consolidation of these elements under the one roofline, with a full height timber screen providing physical separation is the preferred and recommended option, hence its incorporation into the current concept presented for endorsement.

Consider toilets facing west.

A revised layout to this effect has been considered. The practicality of showers being located externally is preferred for run-off / evaporation; also the new alignment of the building in relation to the approach road and the potential to integrate some low planting around the access path from the south alleviates some of the concerns raised around “looking straight through” to the toilet entry.

Aesthetic preference for timber in lieu of stone / gabion baskets.

Noted and revised within current concept.

Timber selection for new deck, will it tie in to the renewed viewing platform?

It is proposed that durability class 1 hardwood is utilised in new deck construction, as per the renewed viewing platform. Subject to availability Ironbark and Forest Redgum will be targeted species. Board thickness may increase slightly for the larger area proposed.

Dark frames are preferred for park furniture.

Noted and park furniture selection will incorporate dark frames.

Consider removing eastern viewing platform and steps

Viewing platform and steps removed; one park seat retained in this location as a viewing point.

Need for BBQ’s and showers.

Itemised in the scope of the adopted Short Point Coastal Accessibility, hence incorporated into the design.

Maintain existing picnic spots through grassed area.

Noted.

Keep it simple. Don’t over develop. Keep scale of facilities in check to suit the site. Natural views are important.

Noted. Attached concept includes facilities and elements to improve accessibility and uses to take advantage of the site, while keeping siting and scale of structures to not dominate the natural views and site attributes. 

In addition to the feedback received on the design presented to the stakeholder group, the following items are recommended to be adjusted within the current concept:

·    Removal of large tree depicted at timber deck area to mitigate impact on view from the covered barbeque and picnic area;

·    Incorporation of one of the park seats from the grassed area into the lower ramp landing; and

·    Reduction in retaining wall extent at eastern end.

Consultation Planned

Upon finalisation of the current concept design, drawings will be distributed to the stakeholder group and added to the BVSC Major Projects Page, as the Coastal Accessibility Plans were once endorsed. As the construction phase approaches the public will be notified of works via appropriate communication channels.

Options

To elaborate on the roofline query raised on the concept design distributed in December, two options have been investigated by the design team and are attached to this report. The options are for (1) roofline falling along the long edge and (2) roofline falling along the short edge.

 

The first option of longitudinal fall is the most engineering and cost-effective roof scenario and enables better integration with the central blade screen and face of the toilet cubicles.

The second option would result in raked central blade screen and amenities walls and will likely result in a thicker appearance of the roof profile due to increased purlin depth to achieve adequate support over a longer span.

Option 1 is recommended. The building / shelter has also been re-orientated within the current concept to lessen the visual impact on approach, addressing a key concern raised through consultation on initial concept documentation (refer concept comparison views attached to this report).

Financial and resource considerations

Outlined in the tables below are budget allocations, costs and commitments to date and a forecast cost to complete remaining elements. All figures are applicable only to the Short Point site within the broader “Bega Valley Shire – A Destination for All” project, and all figures are GST exclusive.

Current Budget

Funding source

 

Amount

Restart NSW Fund

$

1,035,186

BVSC Contribution

$

107,120

Office of Environment & Heritage

$

70,000

DPI (Fisheries – Observation Platforms)

$

30,000

Total

$

1,242,306

Cost Forecast

The basis of estimates of forecast cost to complete the project comprises market rates from recent similar tenders, previous rates for works at the site adjusted for time, and pro-rata allowances from similar past contracts managed by BVSC.

It is possible that between the time of submitting funding applications and tendering the actual works that costings can vary. This can be a result of ‘scope creep’ through project development and finalisation of detailed design documentation and/or changed market conditions at the time of tender. Where this is the case often a budget shortfall can be addressed – while maintaining delivery of core project objectives – through negotiation with suitably qualified tenderers and/or scope reductions.

If the outcome of the tender process for Short Point sees project costs above budget, potential scope reductions are itemised in order of priority in the table below. These changes, if required, can maintain the delivery of key project elements and objectives related to accessibility improvements, recreation opportunities, cultural heritage and environment.

Item

 

Amount

Actual costs and commitments as at 3 August 2020

$

389,571

Estimate - establishment and prelims incl. temporary amenities

$

47,780

Estimate - demolition of existing amenities

$

17,936

Estimate - bulk excavation incl. demo/prep of existing carpark

$

118,737

Estimate - concrete path / promenade

$

125,147

Estimate - car park pavement works

$

167,167

Estimate – misc. civils (signage, bollards, wheel stops, line marking)

$

22,964

Estimate - timber deck

$

165,106

Estimate - amenities building and main shelter

$

180,406

Estimate - power relocation / reconnection

$

51,323

Estimate - raised FRP platform connection to headland path

$

41,224

Estimate - park furniture (tables, park benches, sun lounges)

$

22,259

Estimate - retaining walls

$

21,622

Estimate - landscaping, erosion control

$

34,342

Total Forecast

$

1,405,584

 

 

 

Forecast Budget Surplus / (Shortfall)

$

(163,278)

 

 

 

Potential scope revisions / savings:

 

 

Adjust pathway near amenities to allow power pole to remain

$

51,323

Omit FRP platform connection and replace with diamond grid or similar

$

30,918

Replace 50% of timber deck with concrete

$

73,516

Omit retaining walls and shape batters

$

11,458

Delete headland seating

$

11,000

Replace turf with seed

$

9,900

Replace part timber cladding to amenities with CFC

$

6,000

 

 

 

Revised Forecast Budget Surplus / (Shortfall)

$

30,837

Legal /Policy

The proposed concept aligns with Council Policy 1.08 Leisure & Recreation, which supports provision of assets that provide access and enable people to enjoy the environment we live in and are also planned strategically to meet current and future needs of locals and visitors.

 Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

The delivery of the Short Point Coastal Accessibility Plan is referred to in the adopted Community Strategic Plan (CSP). The following CSP goals are relevant:

Goal 2: We are an active, healthy community with access to good quality recreation and sporting facilities, and medical health care.

Goal 7: Our Shire continues to be a vibrant, enjoyable, safe and affordable place to live.

Related actions:

·    Plan and manage recreation facilities, swimming pools and the Sapphire Aquatic Centre, sporting facilities, boating infrastructure and public toilets.

·    Construct and maintain recreation facilities, swimming pools and the Sapphire Aquatic Centre, public toilets, boating infrastructure and sporting grounds and facilities.

·    Advocate, support and deliver sustainable tourism and visitor experiences to maximise the benefit to the community.

Environmental / Sustainability

Protection and restoration of the coastal environment is a key objective of the Short Point Coastal Accessibility Plan, looking to manage and balance along with accessibility, heritage and recreation use.

A Review of Environmental Factors (REF) has been prepared for the site encompassing the planned works; construction phase requirements and mitigation measures identified will be addressed by the successful contractor in conjunction with BVSC.

Economic

Implementing the Short Point Coastal Accessibility Plan has a strong link to improving facilities related directly to tourism. This project provides particularly for the increasing market area of accessible tourism. Provision of quality recreation infrastructure at Short Point also aligns with the coastal access project component of Council’s Infrastructure Prospectus; the Prospectus supports NSW’s target to double overnight visitor expenditure by 2020.

Risk

The three key risk areas associated with the Short Point Coastal Accessibility works are:

·    Budget: as identified in the Financial section, the forecast cost to complete exceeds the available budget. Actual costs will be unknown until the market is tested through a competitive tendering process, however in the event that tender submissions also exceed the available budget this report identifies certain scope elements that are able to be removed or adjusted without compromising the overarching objectives of the project.

·    Time: There is a need to progress grant funded projects to maintain certainty in delivery and future grant applications. Should further design iterations be required for the current concept documentation an impact on the anticipated completion date may arise.

·    Construction: standard construction risks will be addressed in successful contractors’ project management plans. No unusual or high risks are posed by the proposed works.

Social / Cultural

Short Point is a culturally significant site. As such an Aboriginal Cultural Heritage Assessment Report (ACHAR) has been prepared and an Aboriginal Heritage Impact Permit (AHIP) obtained via the Office of Environment and Heritage (OEH). The conditions of the AHIP cover the works proposed in the Short Point Coastal Accessibility Plan.

Attachments

1.         Short Point Coastal Accessibility Plan - General Arrangement

2.         Short Point Coastal Accessibility Plan - Civil Works Review

3.         Short Point Coastal Accessibility Plan - Amenities Option 1

4.         Short Point Coastal Accessibility Plan - Amenities Option 2

5.         Short Point Coastal Accessibility Plan - Concept Compare Model

 


Council

26 August 2020

Item 11.5 - Attachment 1

Short Point Coastal Accessibility Plan - General Arrangement

 


Council

26 August 2020

Item 11.5 - Attachment 2

Short Point Coastal Accessibility Plan - Civil Works Review

 


Council

26 August 2020

Item 11.5 - Attachment 3

Short Point Coastal Accessibility Plan - Amenities Option 1

 

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Council

26 August 2020

Item 11.5 - Attachment 4

Short Point Coastal Accessibility Plan - Amenities Option 2

 

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Council

26 August 2020

Item 11.5 - Attachment 5

Short Point Coastal Accessibility Plan - Concept Compare Model

 


Council 26 August 2020

Item 11.6

 

11.6. Bega Sporting Complex Project     

This report has been prepared to provide an update on the Bega Sporting Complex Project, clarify steps to date and to determine the next steps with the project.

Director Assets and Operations  

Officer’s Recommendation

1.   That Council note its previous resolutions relating to the Bega Sporting Complex and the 77-79 Auckland Street site.

2.   That Council endorse option two outlined in this report as the basis for further planning and design which is to demolish the existing indoor facility and replace it with a new facility in the same proximity between George Griffin Oval and the Bega Recreation Ground which supports integration of multi-use facilities.

3.   That Council reconfirm its support for the Project Control Group Model and terms of reference to support progress of the project noting there will be opportunity for broader stakeholder input at appropriate times.

Executive Summary

Following receipt of a funding deed from the NSW Government for redevelopment of the Bega Sporting Complex, it is critical that Council confirms the key components of the project to be delivered as well as governance arrangements for project delivery.

Background

A report was presented to the Ordinary Council meeting of 4 April 2020 titled “Sporting Complex Upgrade Projects Update” which is attached to this report. At that meeting Council resolved the following:

1.    The report be received and noted.

2.    The membership structure of the Project Control Groups detailed in the report be endorsed by Council.

3.    The measures to move forward with the projects outlined in the report be endorsed by Council.

4.    That project milestone reports be distributed to Councillors.

5.    That Council delegate authority to the General Manager to consider recommendations of Project Control Groups and provide direction to progress with projects. 

The report referred to above considered three projects with the Bega Sporting Complex being one of those projects.

The Bega Sporting Complex currently consists of two main fields Bega Recreation Ground and George Griffin Memorial Oval adjoining facilities that are predominantly utilised for rugby league, cricket and soccer as well as other less regular uses. In addition to the main fields, there is also a multipurpose indoor facility currently situated between the two fields.

Bordering the west of the two main fields and indoor facility referred to above are netball courts a skatepark and further to the west more fields that are utilised for a range of activities including cricket, AFL, hockey and soccer. To the north of the two main fields are fields associated with the Bega Public School that are also utilised of organised sports including cricket and touch football.

 

Council has been planning for significant renewals and improvements to the Bega Sporting Complex with an outline of key stages to date provided below:

·    Masterplan Adoption 2016.

·    Major/Key Project Bega Sports Building Facilities - Change rooms, kiosks, seating, amenities, accessibility, clubroom / pavilion space, + indoor court space.

·    BVSC $ allocation for Building Concept Planning 2017.

·    Sports Infrastructure Fund – EOI and Business Case 2018.

·    Sports Building Concept Planning – Consultancy engagement and user workshops.

·    Funding Announcement Feb 2019.

·    Project Registration by NSW Government September 2019.

·    Office of Sport Election Commitments Program.

·    Project Brief December 2019.

·    Funding Deed June 2020.

 

On Wednesday 12 August Councillors workshopped ideas and suggestions to progress with the Bega Sporting Complex Building project. The discussion principally related to 3 options:

1.    Renovate / Reuse the existing sports stadium (which the exhibited September 2018 COX draft concept is based on).

2.    Demolition of existing and rebuild new facilities and new indoor sports building on the current site.

3.    Demolition of existing and rebuild facilities servicing ovals on the existing site and an indoor sport facility build on the site 77-79 Auckland Street, Bega adjacent to the sports ground.

Since the April 2020 report referred to above, Council considered a report 22 July 2020 that included recommendations for funding allocation for the Local Roads and Community Infrastructure Program (LRCIP). At that meeting Council resolved:

1.    Accept grant funds of $2,470,363 awarded under the Building Better Regions Fund and $1,221,983 awarded under the Local Roads and Community Infrastructure Program

2.    Advocate to the NSW Government for funds to match the Bega Valley Regional Gallery Redevelopment component of the Building Better Regions Fund.

3.    Allocate Local Roads and Community Infrastructure Program funding to deliver Tathra Kiosk upgrade, Berrambool Footbridge upgrade and sealing of Plumb Motors car park.

4.    Note Council’s application for $1,000,000 under the Streets as Shared Spaces Fund for the Tathra Headland Activation Precinct project.

5.    That should the outcome of the next grant application to support the BBRF project not be      successful, a further report be presented to Council to outline Council funding options or        scope review options.

One of the critical aspects of that funding program is that funds be spent by 30 June 2021. No approach has been made to the funding body to confirm whether it is possible to change the projects to be funded.

Council had previously provided direction that it intended to formalise a public carpark at the Auckland Street site. The property was purchased for $649, 000 and linked to Council’s carparking developer contributions reserve. If the property was used for a purpose other than a carpark the developer contributions reserve may need to be replenished by an equivalent amount to what the property was purchased for.

 

 

 

Project Description and Key Objectives

The principle aim of the project is to provide a regional sporting complex that caters for the effective operations of a number of clubs and user groups now and into the future. The Bega Sporting Complex will have the ability to host larger scale community events and sporting tournaments across several days within proximity to a range of transport and accommodation options.

Key Objectives:

•     Increase participation and recreation opportunities by taking a ‘multi-purpose’ approach to management and future improvements. (Multi-purpose)

•     Identify and prioritise improvements to overcome gaps in facilities provision and make the most of identified opportunities and uses (Provision / Accessibility)

•     Capitalise on the strengths and differences between the Bega and Pambula sites.  (Maximise site strengths / opportunities)

•     Provide safe sporting and recreation environments which are able to be fully utilised by the community (Participation / Enable high use levels)

•     Ensure sites are developed to link with strategic and corporate directions (Forward uses opportunities)

•     Provide added opportunities for people to visit the region to participate in sports-based tourism with the unique environment providing undeniable reasons to return for everyone (Tourism Economic Development)

Through stakeholder engagement to date components to meet the above objectives are presented below:

GENERAL / MULTI AREA ACCESS / USE 

•             Shared pedestrian / vehicle set down / interpretive structures

•             Multi- purpose forecourt / shared zone access

•             Accessible paved concourse

•             Town links - memorial gate forecourt and access link path

•             Coach arrival zone

•             Enhanced entry

•             Stadium entry / foyer amenities & club rooms

•             Public Amenities

•             New seating / covered seating

•             New storage

GEORGE GRIFFIN OVAL

•             Separate male & female change rooms

•             Toilets - accessible

•             Canteen & kitchen

•             Equipment storage

•             Club meeting & function room

•             Covered seating

•             South west facing seating

•             Umpires room

•             Indoor training facilities / fitness gym

•             Score board

NETBALL

•             Change rooms access / availability

•             Equipment storage

•             Indoor courts availability

BEGA RECREATION GROUND

•             Canteen & BBQ area

•             Improved / extended existing grandstand and new changerooms

•             Separate male & female change

•             Club meeting / function rooms

•             Facilities for NRL trial matches. Media, VIP, function, referees change, first aid

•             Broadcast platform

•             Equipment storage

INDOOR SPORTS

•             Full size indoor hockey pitch (other uses marked within)

•             Toilets - accessible

•             Change rooms

•             Equipment storage

•             Canteen

•             Competition volleyball height

•             Multi use marking / fittings, floor connection

Options

As outlined above there are three overarching options available to deliver on the objectives of the project and to accommodate user group needs which are presented again below:

1.    Renovate / Reuse the existing sports stadium (which the exhibited September 2018 COX draft concept is based on).

2.    Demolition of existing and rebuild new facilities and new indoor sports building on the current site.

3.   Demolition of existing and rebuild facilities servicing ovals on the existing site and an indoor sport facility build on the site 77-79 Auckland St, Bega adjacent to the sports ground.

Of the above options, two include demolishing the existing indoor facility whilst the other option would try to retain the existing indoor facility.

It has become apparent that the project is at a critical decision making point to determine whether the existing indoor facility is retained and modified/augmented or whether it is demolished and rebuilt.

When the original concepts were developed there was no known project budget to work to and there was a level of desire from stakeholders to retain the existing building as it was considered to still have some remaining useful life.

As the project has progressed it has become more apparent that retaining the existing building would likely lead to an overall shorter useful life and if there were any potential up front cost savings (still to be verified) the whole of life cost may actually be higher due to the need for more maintenance on an aging structure and an earlier renewal timeframe.

It has also become apparent that trying to retain the existing facility inhibits freedom to design and develop a modern and well-integrated set of facilities.

On the above basis it is recommended that the direction be taken to demolish the existing indoor facility and proceed to rebuild a new indoor facility. There may be opportunities to ensure beneficial re-use of some of the components of the existing facility which could be further explored as the project progresses.

With respect to the location of a new indoor facility there have been two sites suggested, with one being broadly in the same area as the current facility and the second being on a Council owned property at 77-79 Auckland Street on the eastern side adjoining the Bega Recreation Ground.

The main concern that has been raised with redevelopment within the same area is a lack of room to accommodate an indoor facility as well as surrounding facilities such as grand stands. It should be noted that the area between the two fields is larger than the Auckland Street site, however if the indoor facility was constructed within roughly the same area there would obviously be less open space in that area than if an indoor facility was constructed elsewhere.

Should the indoor facility be reconstructed between the two fields there is greater opportunity for avoiding duplication of amenities and better opportunity for integration of multiple uses of all the different components at the site, likely leading to greater utilisation of facilities and lower operating/maintenance costs over the life of the assets. There is also less unknowns and risks associated with rebuilding on the existing site including the fact that the site is further elevated above known flood levels than the Auckland Street site.

Major concerns with the Auckland Street site include potential increased capital and whole of life costs due to potential duplication of amenities, financial risks associated with potentially jeopardising grant funding already assigned for a carpark on the Auckland Street site (it is not known if and under what process those funds may be reallocated) and the potential need to refund a contributions reserve if doing something other than a carpark on the Auckland Street site. In addition to the above there are further planning provisions relating to the Auckland Street site which are outlined under the Legal/Policy section of this report which present further risks associated with the Auckland Street site.

Taking into consideration all of the above it is recommended that planning and design progresses on the basis of option 2 above.

Community Engagement

Consultation undertaken

1.    Initial online survey November and December 2017

2.    1st stakeholder workshop November 2017 - users / needs / facility requirements. Use existing building?

3.    2nd stakeholder workshop April 2018.  - provision options. Discussion & feedback

4.    Revised draft exhibited September 2018 – online survey & feedback

5.    Project Control Group (PCG) formed June 2020 – 1st meeting held 2 July 2020. Discussed work to date. Identification of users’ needs and facility requirements. Process for building concept review.

In 2017 and 2018 consultation and work was undertaken to identify key users and future opportunities at the site. This information was gathered in the initial project consultation and stakeholder workshops which identified user needs, provision gaps and facilities that would enhance future use. That work was used to identify a facilities mix and scope for the project. The outcome of that work and feedback includes facilities identified on pages 1 & 2 of COX Architecture Master Plan July 2018 which is attached to this report for reference.

There has not been major changes to regular uses at the site. The 2018 work is still relevant and useful to the project. It is noted the site has been used as an overflow evacuation centre and has hosted the 2020 NRL trial which was a major event and utilised all areas of the site, (both ovals and the indoor stadium). Experience gathered from those uses will be used moving forward.  

Consultation Planned

The PCG will be the principle mechanism for user and stakeholder consultation. The PCG terms of reference enable other user groups to attend and participate in meetings as items relevant to them are being worked on. This is the intention moving forward as building plans are being reviewed and a final concept plan is being developed. It is intended that there will be a further stage for feedback from broader stakeholders as the final plans are being formulated.

Council consideration of input

A final concept plan will be reported to Council for endorsement. That report will include a summary of comments and feedback from the PCG and other key user groups. Once a concept plan is endorsed by Council the PCG will again be the principle mechanism for user and stakeholder input in delivery and construction of that plan.

Financial and resource considerations

The project has an $8.5m budget total which includes remaining design and project management costs. The funds are fully grant funds from the NSW Government.

Cost estimates are currently being prepared to be provided to Councillors prior to the 26 August 2020 Council meeting and will be tabled at the meeting for each of the three options presented in this report.

As mentioned earlier in this report there may be further budgetary impacts associated with the option of building on the Auckland Street site.

Legal /Policy

Legislation and regulations relevant to the projects include:

·    Environmental Planning and Assessment Act 1979

·    State Environmental Planning Policy (infrastructure) 2007

·    Bega Valley Local Environmental Plan 2013

·    Crown Land Management Act 2016

·    Native Title Act 1993

·    Local Government Act 1993

·    BVSC Generic Plan of Management

·    BVSC Procurement Policy

With respect to the Auckland Street site the following planning related considerations are of relevance:

·    The land is zoned B4 Mixed Use with recreation facility (indoor) permitted with development consent. The maximum building height for the land is 16m, there is no site ratio or building setback requirements. The land is also identified as ‘bushfire prone – vegetation buffer’.

·    The land is wholly within the flood planning level as identified under BVLEP 2013. Clause 6.3 of the Plan applies. The flood controls are contained within Section 5.8.1 of the Development Control Plan (DCP). There are requirements for residential development and subdivision to be above the flood planning level. There are no specific floor level requirements for other development. There are general requirements for development at or below the flood planning level within Section 5.8.1.2 including;

Buildings and structures will be designed and constructed with appropriate water resistant materials.

Building foundations will be designed by a suitably qualified geotechnical engineer to be suitable for grounds with potentially reduced bearing capacity under flood conditions.

Development must comply with the principles of ecologically sustainable development taking into account floodplain ecology and integrity.

Any fill or excavation must be minimised and must not adversely affect neighbouring properties or the overall flood behaviour and flood storage volume.

·    Whilst the site is not identified as ‘contaminated land’ Council would need to carry out a preliminary contamination report

·    There are no specific carparking requirements under the DCP which defaults to the RMS ‘Guide for traffic generating development’. Section 3 of the Guide identifies parking requirements for specific uses. Section 3.8 refers to ‘Recreational and tourist facilities’ however no specific requirement for an indoor facility. As Council would be required to submit a ‘Traffic impact and parking needs’ report. As part of any development application. The report would be based on current parking demands and usage for similar facilities including peak hours of operation etc.

·    The design requirements are contained within Section 2.1 ‘Bega Town Centre’ of the DCP. The site is within Precinct 5 with the character identified as The Auckland Street area north of Carp Street which has a strong community focus evidenced in the existing school, museum and educational/child care facilities. Desired future character requirements are identified as;

Requirements:

Awnings will be incorporated into the façade of buildings where practical. Buildings will have a full width weatherproof awning or veranda that seals with adjoining awnings (where possible), which is of sufficient width to enable its use for advertising signage and is of a similar design to those surrounding it.

The design of side walls of any development that may adjoin the church property will avoid long blank walls.

Vistas from the northern section of this precinct to the Bega River and adjoining reserves and open space must be preserved and new development present sympathetically to the river.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Strategic Alignment

Community Strategic Plan Goals related to the Bega Sports Building Project are:

Goal 2: We are an active, healthy community with access to good quality recreation and sporting facilities, and medical health care.

1.2.1: Plan and manage boating infrastructure, sporting grounds and facilities, parks and gardens, natural areas and public amenities

1.2.4: Construct recreation facilities, boating infrastructure, public toilets and sporting grounds and facilities.

Goal 3 Our Economy is prosperous, diverse and supported by innovative and creative business.

2.3.3: Advocate, support and deliver sustainable tourism and visitor experiences to maximise the benefit to the community

Goal 12: Our Council is financially sustainable and services and facilities meet community need.

6.12.19: Deliver civil construction and infrastructure works for transport and recreation assets

2020/21 Operational Plan

1.2.4.2 Progress with detailed planning and approvals for the sports infrastructure projects at the Bega and Pambula Sporting Complexes

Master Planning Approach 

Taking a strategic approach and having Council adopted masterplans were an important part in attaining the significant external funding. Funding agencies need to see strategic benefits, project justification and value. The development of the Sporting Complex Masterplans and actions to progress sourcing funding have been included in Councils strategic plans. The master planning process has identified some clear provision gaps between existing assets and community needs and expectations. It also identified a number of opportunities for improved use principally through a multi-purpose approach to facilities.

Asset Management

Bega Valley Shire Council is committed to an asset management approach.  The challenge in delivering asset renewals across the range and volume of assets in the Shire is known to Council and referred to in asset management plans.

Council has an adopted Recreation Asset Management Plan 2017 (RAMP). This plan puts a focus on renewing existing assets and/or linking capital upgrades and new assets to adopted Strategic Plans. The adopted Bega Sporting Complex Masterplan includes elements and improvements linking to this renewal of existing assets.

The asset management approach is based on renewing existing assets, however simply replacing assets that were built in the past may not deliver best value outcomes. Linking asset management plans to a master planning approach is useful to account for future needs to ensure that the expenditure of capital resources delivers good value to the community so that what is built fills an identified community need, will be well used and meets current and future requirements and expectations.

 

Environmental / Sustainability

The works on the Bega Sporting Complex site reflect the long-term use of the site are permitted within the RE1 zoning. The Plumb motors site, 77-79 Auckland Street, Bega is zoned B4. Recreation facilities (indoor) are permitted with consent. 

It is well known that areas of the site are in flood prone land. This has been identified in the Bega Sporing Complex Master Plan and considered in work to date. In terms of the Bega Sports Building project this principle relates to provision of change rooms to service the ovals. Consideration of possible flooding will be included in design and material to mitigate against impacts of a flood event.

Economic

Development of the Sporting Complex Master Plan identifies projects that will increase tourism opportunities for the Bega Valley by increasing the ability to host regional sporting, community and cultural events. Events hosted at the new Regional Sporting sites will stimulate economic benefit for the local community through visitor spend and stays.

Hosting of sporting events such as regional tournaments, state championships, pre-season competitions, demonstration games, training and development camps have benefits beyond the spend of participants. Sports events usually attract increased numbers due to the family-orientated nature, including parents and siblings of participants.  In addition, first-time visitors are more inclined to return to the area for another visit after a positive experience in the Bega Valley.

Risk

Project Risk identification has been included in project briefs submitted to the NSW Office of Sport. They were included in the Council report 8 April 2020.

Social / Cultural

There is no doubt that sport is an important part of life in regional areas. It provides opportunities for health and wellbeing and also much enjoyed social interaction for many in the community. The proposed redevelopments will considerably enhance the facilities for increased utilisation by sporting and community groups across the region. When completed, the facilities will be able to cater not only for local competition and training, but also provide opportunities for local and elite sport development pathways and regional coaching development. The key opportunity is in taking a ‘multiple-use’ approach to see all grounds and facilities well used for a wide range of uses. While there is no doubt local clubs and current sporting codes are key user groups; the implementation will also see opportunities for other stakeholders and partners to become involved.

Attachments

1.         Attachment - 2020.04.08 Council Report Sporting Complex Upgrade Projects Update

2.         Attachment - Bega Sports Complex - Cox Masterplan

 


Council

26 August 2020

Item 11.6 - Attachment 1

Attachment - 2020.04.08 Council Report Sporting Complex Upgrade Projects Update

 

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Council

26 August 2020

Item 11.6 - Attachment 2

Attachment - Bega Sports Complex - Cox Masterplan

 

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Council 26 August 2020

Item 11.7

 

11.7. Proposed submission to the NSW Government on the Draft State Strategic Plan - A Vision for Crown Land     

A resolution of Council is required to make a submission to the NSW State Government on the draft 'State Strategic Plan– A Vision for Crown Land’.

Director Assets and Operations  

Officer’s Recommendation

1.    That Council receive and note the report.

2.    That Council make a submission to the NSW State Government on the draft 'State Strategic Plan– A Vision for Crown Land’ as attached to the report of 26 August 2020.

Executive Summary

The NSW Government has released its draft ten-year strategic plan for Crown land within the State to align with Crown land management and community aspirations.  The draft plan identifies key changes proposed for the management of Crown land in NSW.

The plan outlines a proposed vision and strategy for the management of Crown land.  This is the first plan developed and represents an opportunity to change the way Crown land is managed for the benefit of NSW communities.

As Crown Land Manager of many Crown parcels within the Bega Valley LGA, Council has the opportunity to provide feedback on the draft plan prior to Ministerial endorsement and implementation.  Council has been granted an extension until 31 August 2020 to make this submission.

Background

The draft State Strategic Plan – A Vision for Crown Land (the Plan) has been developed by the NSW State Government to enable the management of Crown land to support resilient, sustainable and prosperous communities.

The priorities of the Plan are to:

·    Enable jobs growth, commercial opportunities and sustainable economic progress in regional and rural NSW;

·    Expand green space, sustainability of life and climate change resilience;

·    Strengthen and support evolving community connections; and

·    Work with Aboriginal communities to realise the potential of their land rights.

Council has been appointed Crown Land Manager (CLM) of 93 Crown Reserves and a further 46 Crown Reserves have devolved to Council’s care and control within the Bega Valley LGA.  Most of these reserves contain multiple parcels and land uses.  As CLM Council makes decisions regarding the use and management of their Crown reserves and are responsible for the implementation of those decisions, including how a reserve is used, environmental and asset management within the reserve, commercial arrangements, and allocation and expenditure of generated funds.

Council’s Crown managed parcels are utilised for a wide range of public purposes including environment and heritage protection, sport and recreation, open space, tourist facilities, community buildings and cemeteries.

The vision of the Plan to create more resilient, sustainable, and prosperous communities is supported, and it is suggested Council makes a submission in broad support of the plan, but specifically outlines several comments and concerns detailed in the proposed submission.

Options

The options available to Council are:

1.    Endorse the proposed submission attached and submit comment to the NSW Government. 

2.    Not accept the proposed submission attached, noting that Council only has until 31 August 2020 to make a submission to the Plan so may miss the opportunity to make comment on this important document.

Community Engagement

Consultation undertaken

Council officers have been consulted regarding the attached proposed submission to collate a detailed response on the Plan during the consultation period.

Council officers have also joined online webinars to provide feedback during the public exhibition period.

Council consideration of input

There is no requirement for Council to undertake community engagement on the proposed submission to the Plan.

Financial and resource considerations

This matter has no direct financial impact upon Council's adopted budget or forward estimates.

Legal /Policy

Section 377(1)(s) of the Local Government Act 1993 (NSW) states that the making of an application, or the giving of a notice, to the Governor or Minister is a non-delegable function meaning a Resolution of Council is required for such purposes.

Attachments

1.         Draft State Strategic Plan-A Vision for Crown Land

2.         Draft Submission - Letter from General Manager

 


Council

26 August 2020

Item 11.7 - Attachment 1

Draft State Strategic Plan-A Vision for Crown Land

 

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Council

26 August 2020

Item 11.7 - Attachment 2

Draft Submission - Letter from General Manager

 

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Council

26 August 2020

 

Staff Reports –  Governance And Strategy

 

26 August 2020

  

12.1            Local Recovery Action Plan............................................................................... 260


Council 26 August 2020

Item 12.1

 

12.1. Local Recovery Action Plan     

The Bega Valley Local Recovery Action Plan (to be circulated separately prior to the meeting and placed on the website) has been developed by the Local Recovery Committee following the Black Summer bushfires and is provided to Council for consideration.

Project Lead - Recovery, Rebuilding and Resilience  

Officer’s Recommendation

1.    That Council note the Bega Valley Local Recovery Action Plan

2.    That Council notes that Local Recovery Committee will provide regular progress updates on the delivery of the Bega Valley Local Recovery Action Plan

 

Executive Summary

The Black Summer bushfires significantly impacted communities across the Bega Valley Shire. In response, Council established a Local Recovery Committee (LRC).  The LRC has developed the Bega Valley Local Recovery Action Plan, which outlines the priorities and actions that will enable people and communities to recover after the bushfires.

This report provides a copy of the Bega Valley Local Recovery Action Plan to Council for noting.

Background

The Black Summer bushfires had a devastating impact across the landscape and communities of the Bega Valley Shire.  Four lives were lost and more than 600 homes were damaged or destroyed.  With around 60 percent of the Shire burnt, significant impacts have occurred to individuals, communities, all industry sectors, and public infrastructure.

In response to the bushfires, Council established the Bega Valley Local Recovery Committee (LRC) in January 2020, comprised of Council staff and representatives from key partner agencies. The first meeting was held on 7 January and the group has met regularly since. To align and communicate the priorities and key actions in support of bushfire recovery, the LRC has developed the Bega Valley Local Recovery Action Plan and established seven subcommittees.  Together, these bring focus for our bushfire recovery priority areas:

·    Health and Wellbeing

·    Business, Tourism and Industry

·    Waste and Infrastructure Services

·    Environment, Planning and Development

·    Donations and Disaster Relief

·    Agriculture

·    Communications and Community Engagement

 

The approach of the LRC is guided by the following principles:
•     community focused
•     inclusive and collaborative
•     integrated and coordinated
•     timely, tailored and adapted to the changing community needs
•     empowering and supporting community self-determination
•     sharing responsibility between all sectors of the community
•     empathetic.

 


The objectives of the LRC are to enable:

·    assessment of damage and needs

·    reconstruction and restoration of physical infrastructure

·    support for emotional, social, economic and physical wellbeing

·    businesses to manage through and respond to economic impacts

·    adaption to a changed natural environment

·    building community resilience and capability.

Following the bushfires, the response efforts of individuals, communities, agencies and industries has demonstrated the strength and resilience of our people in the Bega Valley. Notwithstanding this, the recovery journey ahead will need to address many difficult challenges and will not be quickly accomplished.  In the six months since the bushfires, significant progress has been made towards a number of recovery priorities.  However, there is much that is still left to do, and the impacts of a global pandemic have made this even more challenging.  The LRC will continue to work with, and be responsive to, our communities in the implementation of the Bega Valley Local Recovery Action Plan.

Progress Update – against bushfire recovery priority areas:

Actions and implementation has occurred across many areas in the Action Plan and involving all sections of Council and external bodies. The following is a brief overview of actions and outcomes. Regular updates have been provided to Councillors in briefings initially weekly and now monthly. A quarterly report on updates will be provided to Council against the Action Plan.

Health and Wellbeing

•     Recovery Centre and Outreach Centres transitioned to Recovery Support Service.

•     Recovery Support Service established in April 2020.

•     Recovery Support Service provides Case Management to people who were impacted by the bushfires.

•     Services provided include client centred face-to-face individualised contact (adapting within the changing Covid-19 environment).   Clients are supported with progressing their identified issues through psycho-social support, provision of resources or referrals to appropriate agencies.

•     Resilience NSW/Services NSW/Bega Valley Shire Survey finalised and released.

        Surveys were emailed to 1582 people

        Survey email responses are 442.

        Survey phone responses 140. (290 registered with a phone number but did not register an email address).

        Requests for Recovery Support Service contact is at 56%.

Follow up phone calls now being made to 1140 people who did not respond to email survey.

•     Mental health services are close partners and collaborative work is seen as a priority.

•     Relief centres supported in the delivery of their community service work.

•     Health and Wellbeing Sub-Committee meetings are chaired by RSS Manager on a fortnightly basis.  Membership continues to be strong and is made up of clinical and non- clinical providers, charitable organisations, government representatives and community network groups.

•     BVSC Community Engagement and Development team is supported through membership on the Community Development Network Group and the community Cuppa and Chat engagement sessions.

Business, Tourism and Industry

·    Bushfire impact analysis completed through partner organisations Office of Small Business Commissioner and Destination NSW.

·    Business communications improved through web portal information and Business eNewsletter with over 600 subscribers.

·    Business support services are being coordinated through advisory group of key local providers including Service NSW, Rural Financial Counselling Service, BVSC, Entrepreneurs Program, Virtual Business Drop in Centre, Business Connect and NBRA.

·    Tourism Events Recovery Program underway with Sapphire Coast Destination Marketing (as per councillor workshop 12/08). This is being support by a digital campaign preparation and activation work.

·    Tourism events funding achieved by BVSC through Stream 2 Regional Tourism Bushfire Recovery Grants.  Projects to be covered include whale season activation, food trail, oyster trail and 2020 & 2021 Art Months.

·    Regular major employer engagement continuing to support bushfire recovery. 

·    Sector development support provided to a range of primary producers including support for Bega Cheese water storage and efficiency program.

·    Ongoing engagement of investment attraction leads are being followed up.

·    Bega Valley Innovation Hub delivery of Phoenix program post bushfires helped engage 120 unique businesses in a large range of programs including: Work from Anywhere; E-Commerce and Online Selling; Instagram and Facebook promotion; Business Planning; Website development; Mental Health for Business; Cloud Computing and a number of others.

·    Negotiations with Business Council of Australia well advanced to support business capacity building workshops in the coming months.

·    Collation of Council project lists and input into the Regional Economic Development Strategy – Bushfire Addenda.

·    Business as usual support for economic development ongoing including tourism industry engagement, minor projects and research.

Waste and Infrastructure Services

·    There have been four natural disaster declarations announced relating to the following events; December/January fires, February flood, July flood and August flood

·    Initial impact assessment and a comprehensive damage inspection has been completed to impacted areas relating to the fire event.  Over 1000 emergency works have been recorded, mainly relating to vegetation clearing.  A program of emergency works has been created and is due for completion by 30th November 2020.  Approximately $3mil has been spent to date on this program with a further $2mil expected to be spent by completion of the project.  This is funded under DRFA and Section 44 Make Safe arrangements.  

·    Initial impact assessment and a comprehensive damage inspection relating to the three flood events is currently being undertaken with an expected completion by mid-September.  Emergency works being carried out typically relate to Council’s unsealed road network with a current deadline of 1st September 2020.

·    To date across all four events over 850 damages have been captured relating to Council and Crown Lands infrastructure.  Over 400 of the damages have been estimated which equates to approximately $22mil in restoration costs. Damages are being grouped into projects which are prioritised and placed on a delivery program.   Key projects that have been completed to date include:

o             RP00117 Tantawangalo Road Emergency Grade

o             RP00119 Kiah and Wandella Hall Clean-up

o             RP00109 Welshes Road Temporary Bridge Crossing

o             RP00110 Illawambra Valley Bridge Replacement

o             RP00118 Devils Hole Replace Destroyed Stormwater

o             RP00121 Bega Street, Cobargo Replace Destroyed Stormwater

o             RP00122 Weir Track Stormwater Infrastructure

o             RP00125 West Kameruka Road Embankment

o             RP00134 Illawambra Valley Road Stormwater

·    Currently there are four tenders being prepared to undertake a large portion of work in high impacted areas.  The four projects include:

o             Preparation of Towamba embankment stabilisation tender underway

o             Preparation of Mt Darragh embankment stabilisation tender underway

o             Preparation of Big Jack Mtn embankment stabilisation tender underway

o             Preparation of The Snake Track embankment stabilisation and bridge replacement underway

·    Community communications plans are being developed and reviewed for Kiah and Wandella Halls.  The plan is to commence the community engagement process for these projects in September. 

·    Kiah and Wandella Hall sites cleared

·    Wonboyn public toilet has been scoped and submitted to PWA for approval. 

·    161 Emergent works were submitted to Transport NSW for approval for the period January to June with a claim value of $802k.  We are expecting 6-week approval timeline.  Once approved, payment will occur within a two-week period.

·    Council’s Section 44 combating claim has been approved by RFS with a value of $1.3mil.  This money will be reimbursed to Council in the coming weeks.

·    Plans and community engagement are being developed for Cobargo toilets

·    Facilitated repairs to Kiah RFS

·    Grant funding secured to undertake load capacity assessments of Bridges on Tathra-Bermagui Road to identify ongoing capacity constraints impacting emergency response.

·    Improvements made to Towamba Hall to accommodate Blaizeaid camp

·    Repairs to cemeteries has been undertaken in partnership with community organisations such as rotary

·    Interim facilities including shelters, BBQ’s and toilets have been provided in support of Kiah and Wandella Halls, again in partnership with Rotary.

·    An new emergency waste cell has been approved, constructed and operated which has facilitated disposal and processing of the majority of fire affected material (FAM) within the Shire.

·    Plans for a new landfill cell have been fast tracked to offset landfill space utilised in existing landfill for FAM with the new cell currently under construction.

·    Advocacy to NSW Government for a program to cover clean-up of material outside scope of Lang O’Rourke clean-up, eg fencing, vegetation

·    Advocacy for a funding program currently being trialled across State to contribute to road/bridge damage as a result of clean-up

·    A temporary water treatment plant on the Brogo water supply designed, constructed and commissioned to reduce impacts of turbidity in water from fire across catchment.

·    Tender currently advertised for design and construction of permanent water treatment plant on Brogo Water Supply.

·    Alternate water source for northern supply re-commissioned (Tilba Dam/Couria Creek) to supplement Brogo supply

·    Feasibility assessment for reticulated sewer in Quaama commissioned.

Environment, Planning and Development

·    Development assessment fee waiver applied for rebuilding

·    Two additional resources dedicated to support development assessment

·    Triage process introduced to fast-track bushfire rebuilds

·    At the time of writing, 89 development applications had been received, with 60 of those applications determined

·    Detailed investigation of development entitlements and status of bushfire-affected properties, indicating 438 destroyed dwellings have an approval pathway and 27 currently do not

·    Worked closely with the NSW Department of Planning, Industry and Environment to facilitate relaxation of approval requirements for temporary accommodation and commercial activities

·    Engaged with NSW Heritage on measures to support rehabilitation of damaged Aboriginal cultural heritage

·    Completed planning proposal to remove destroyed local heritage items from Local Environmental Plan, to facilitate rebuilding

·    Completed over 300 assessments of bushfire attack level, on-site sewage management systems and biodiversity to support rebuilding

·    Provided pump-out service to bushfire damaged on-site sewage management systems

·    Provided updated data on biodiversity values mapping to support rebuilding on bushfire-affected land

·    Supported Laing O’Rourke with information on cultural heritage associated with clean-up of bushfire-affected land

·    Worked closely with Wonboyn community to manage impacts of bushfire run off on oyster industry, including two opening of lake entrance to flush ash-laden water and reduce flood impacts on foreshore infrastructure

·    Deployment of erosion and sediment control measures throughout critical catchments to minimise impacts of runoff on sensitive receiving waters

·    Worked closely with National Parks and Wildlife Service and volunteer organisations to support emergency food and water supply for native wildlife.

Donations and Disaster Relief

·    Media done from 2 January encouraging people not to send “goods” but to send items needed such as fodder etc

·    All offers and donations acknowledged

·    Promoted donations to be sent to the Community Disaster Relief Fund

·    Managed donations from France and other areas

·    Set up the relationship with Givit virtual warehouse linkage

·    Worked with ADF and NSW Police in relation to donated goods clean up to central warehousing in the region

·    Donations of services register established and available

·    Community Disaster Relief Fund partnership MOU enacted and pilot and first round of funds distributed.

Agriculture

        Agriculture Sub committee:

·    Recovery sub committee well established with representation from cross-section of agricultural sectors (ie. farmers), broad geographical area (Cobargo, Quaama, Bemboka and Wyndham / Towamba), relevant charities and community members and two levels of government.

·    Local networks, especially Far South Coast Farmers’ Network, Far South Coast Dairy Development Group, Landcare and Bega Cheese have been useful networks to distribute information

·    Collaboration with Rural Financial Counselling Service, DPI Rural Resilience Program, Rural Adversity Mental Health Program and Local Government has been effective.

·    Direct link to dedicated Recovery Coordinator at BVSC is helping both ways – ensuring opportunities are made available to farmers (including in the Eurobodalla) and recovery process is aware of need and issues.

·    Advocacy role of committee has worked well, especially with regards to advocating on behalf of the Meat Industry for further support.

        Agriculture more generally:

·    Initial / immediate response to animal welfare issues and emergency fodder and water was effective within constraints of program, risk and scale of event across the South East.

·    Local community-led recovery has been strong and selfless; the ag committee has engaged well with and worked hard to support this where possible.

·    Charitable provision of donated fodder has been very effective, often due to one or two people driving it

·    Bushfire Industry Support Package has been of significant assistance to recovery in the dairy industry, although recovery will continue to be a long road for some with substantial impact.

·    Beef / Sheep sector, poultry sector and vegetable sector were excluded from this package. Whilst some will have received some government assistance (eg. RAA Disaster Grant), the scale and cost of recovery is still substantial for some.

·    Landholders with off farm income have also missed out on a lot of the support due to the 50:50 rule around on and off-farm income.

·    Main ongoing limitations to recovery for the agriculture sector include lost stock (both directly impacted and through forced sale) and related high cost of restocking, damage to or lost fencing, sheds, water infrastructure and fodder and mental health / stress. Workload associated with scale of works required for recovery is overwhelming in many cases

·    Damage to the natural resource is also coming up as concerning to many farmers, including damage to shade and shelter and soil damage (including erosion from recent rains)

·    Impacts are still being discovered, eg. ongoing problems with cattle (eg. fertility)

·    RAA Disaster grant and loan have been well received by those who are eligible (see stats below)

·    Supporting our Neighbours boundary fencing program has been well received and is gradually being rolled out, although not all have boundary fences with public land.

·    Case Support program (across multiple agencies and charities) is starting to yield good results. It needs to continue to be well coordinated and integrated with community led recovery.

·    Providing clear channels to community for access to case support and mental health support, ensuring limited duplication, simple, sensitive, tailored and accessible support and that no one falls through the gaps.

·    Rain has at least set farmers up for a good spring and, hopefully, a reduced risk for the upcoming fire season. Many farmers (due to drought and fire) don’t have enough livestock to take advantage of the season.

·    Providing subtle opportunities for mental health support and building of community cohesion through bringing farmers together within the restrictions of Covid 19 is a challenge

·    Official figures state that approximately 2500 cattle and 400 sheep were killed as a direct result of the fires in the Bega Valley and Eurobodalla.

·    This is based on Agriculture and Animal Services Functional Area (AASFA) figures at February 14 and only represents animals known to AASFA. It is certain that numbers are significantly higher than

·    Of the numbers of cattle killed, approximately 600 were dairy cattle (as recorded in the assessment undertaken and report produced by Rob Cooper for DPI in May 2020).

                The main categories of damage that are inhibiting return to economic activity are:

·    Losses of livestock, particularly breeding stock. Restocking is the main driver of economic activity to the farm and the broader region and is currently inhibited due to the substantial costs associated with restocking at today’s high prices.

·    Losses of critical infrastructure that was unlikely to be insured eg. internal fences, boundary fences not covered by the LLS program (some landholders aren’t eligible for this program), stockyards, sheds, water infrastructure, silos, etc.). Internal fences and water infrastructure allow a farmer to re-instate sustainable grazing practices (rotational grazing) which will accelerate pasture recovery post-fire.

Communications and Community Engagement

·    Community meetings managed and lie streamed

·    Newsletter developed and both circulated online and in hard copy

·    Website pages set up and managed with as point of first contact

·    Set up Bega Valley Together webpage

·    Social media forums used to present interviews and information

·    Acted as a first point of contact for all media outlets

·    Cuppa and chat sessions established and supported

·    Case study profiles of businesses impacted developed and run on social media

·    Created data base of local business contacts

·    Supported the Global Foundation event

·    Commenced planning the Pathway Home program.

 

Community Engagement

Consultation undertaken

Council has consulted with communities across the Bega Valley through community meetings held following the bushfires.  These consultations have informed and reinforced a community-led approach to our bushfire recovery efforts. The LRC Subcommittees have also consulted across communities and partner agencies on their respective priorities.

Consultation Planned

The Local Recovery Action Plan priorities will continue to be shaped by the community and will be responsive to community-led initiatives.  While the global pandemic has constrained the extent to which Council and other recovery support agencies have been able to implement outreach activities, consultation and engagement has remined a priority.  The easing of restrictions paves the way for us to get back to being alongside and with our communities in the recovery journey

Financial and resource considerations

The Local Recovery Action Plan (RAP) establishes priorities and actions that will contribute to bushfire recovery across the Bega Valley Shire.  Enabling people and communities to recovery will require very significant levels of resources and funding to be committed for a considerable period of time, which will likely extend over several years.  However, the financial and resources implications of that bushfire recovery journey are not managed within the scope of the RAP.  Council and other agencies along with communities, as they contribute to the delivery of the RAP, will plan for and manage those resources to achieve these priorities. In that context, the financial and resource considerations of the RAP are not quantified in this report.

Legal /Policy

Under the NSW Disaster Recovery Arrangements, each disaster impacted Local Government Authority is required to establish a Local Recovery Committee (LRC) to provide leadership for local recovery efforts.  In the case of the Black Summer bushfires, the LRC functions within a state-wide hierarchy that includes a Regional Recovery Committee and a State Recovery Committee.

 

Attachments

1.         Bega Valley Local Recovery Action Plan

 


Council

26 August 2020

Item 12.1 - Attachment 1

Bega Valley Local Recovery Action Plan

 

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Council

26 August 2020

 

Staff Reports –  Finance

 

26 August 2020

 

13.1            Long Term Financial Plan 2021-2030................................................................ 327

13.2            Certificate of Investment.................................................................................. 368

13.3            Certificate of Investment.................................................................................. 372


Council 26 August 2020

Item 13.1

 

13.1. Long Term Financial Plan 2021-2030     

The Draft Long Term Financial Plan 2021-2030 has been subject to further review by Council Officers and Councillors and is recommended for adoption.

General Manager  

Officer’s Recommendation

That Council:

1. Adopt the Long Term Financial Plan 2021-2030.

2. Update the adopted Operational Plan 2020-2021 to include the revised cash flow projections in the attached Long Term Financial Plan 2021-2030 as per resolution 150/20 Item 2 and;

3. Publish the Long Term Financial Plan 2021-2030 on Council’s website

 

Executive Summary

It is appropriate for Council to adopt in accordance with Section 403 of the Local Government Act 1993, the Long Term Financial Plan 2021-2030.

 

Background

Council resolved on 20 May 2020 for its IPR documents, excluding the Long Term Financial Plan, be placed on public exhibition for 28 days. An additional Council meeting was held on 27 May 2020 and it was resolved at this meeting that the Long Term Financial Plan (LTFP) be amended and placed on public exhibition as a supporting document for the draft 2020-2021 Operational Plan and Budget.

 

The requested amendments to the Long Term Financial Plan (LTFP) resulted in material changes to the draft Operational Plan 2020-2021 and Budget which meant that it was appropriate for the full suite of IPR documents to be amended. This was prepared by Council Officers and at the Council meeting on 10 June, Council resolved for these revised documents to be placed on exhibition for a renewed 28-day exhibition period from Wednesday 10 June 2020 to Wednesday 8 July 2020.

 

On 20 May 2020, Council resolved (107/20):

1. That the draft, revised Delivery Program 2017-2021, the draft Operational Plan 2020-

2021, including Council’s Budget and Revenue Policy, the amended Financial Strategy

and the draft Fees and Charges 2020-2021 be placed on public exhibition for 28 days

with feedback on the documents to be considered at the Council meeting on 24 June

2020.

2. That Council hold an additional meeting on 27 May 2020 to consider and adopt the

March Quarterly Budget Review and to place the draft Long Term Financial Plan (LTFP)

on exhibition.

 

On 27 May 2020, Council resolved (110/20):

That the Long Term Financial Plan be placed on public exhibition as a supporting

document for the 2021 Operational Plan and Budget with the following amendment to

the draft:

a. On Page 12 Operating Revenue Rates and Charges: “That a Special Rate Variation aimed at achieving the six pools strategy and support for protecting critical Council assets be factored in from 2023 for consideration in the next LTFP to be considered post the 2021 election as a permanent increase in general rate income” and

b. On Page 16 Operational Expenditure Forecasts Other Expenses: include a statement “that Council commit to reviewing services and reducing duplication, reducing asset impacts by rationalisation, and reducing costs to operational expenditure to ensure that combined with a projected targeted SRV in the General Fund referred to on page 12 that from the 2023 financial year the projected operational deficit and cash position of the Council is significantly improved.”

c. That Council retain the rate peg increase over the water and sewer funds until a review of both funds is undertaken.

 

On 10 June 2020, Council resolved (124/20):

1. That updated versions of the draft revised Delivery Program 2017-2021 and Operational Plan 2020-2021, including Council’s Budget and Revenue Policy, draft Financial Strategy and the draft Fees and Charges 2020-2021 along with the draft Long Term Financial Plan, be placed on public exhibition for 28 days commencing 10 June 2020 with feedback on the documents to be considered at the Council meeting on 22 July 2020.

 

On 22 July 2020, Council Resolved (150/20):

 

1.    That Council meet the Council’s financial principle as written on page 747 of the business papers Attachment 2 of 2 Financial Strategy 2020-21. (A) “Council spending should be responsible and sustainable aligning general revenue and expenses”.

2.    That Council adopt the Bega Valley Shire Delivery Program 2017 – 2021, Operational Plan 2020-2021 including the Annual Budget included at Attachment 2 noting that changes will be made to the document to reflect items identified by Councillors at briefing relating to the newly included Estimate Cash Flow Statements.

3.     That Council note the submissions received and the summary of submissions with Council Officer responses included at Attachment 1.

4.     That Council defer consideration of the Long Term Financial Plan 2020-2030 to the finance workshop on 29 July and for reconsideration by Council at the meeting on 5 August 2020 with updated Cash Flow Statements.

5.     That Council note the request for a review of Council’s financial position funded by the State Government and external performance audit work currently being reported through the Audit Risk and Improvement Committee (ARIC) and; the Financial Improvement Plan previously endorsed is being progressed, including the engagement of external consultants to focus on the preparation of the Draft Long Term Financial Plan for the years 2022-2032 commencing within the next three months.

6.     That Council adopt the Financial Strategy 2020-2021 included at Attachment 4     

7.     That Council note the revised Delivery Program 2017-2021 and Operational Plan 2020-2021, and Financial Strategy 2020-2021 will be published on Council’s website by 24 July 2020.

8.     That Council formally acknowledge the ongoing financial contribution to the operations and capital projects of the Council and the significant current and proposed increase in support for the bushfire, flood and Covid-19 response and recovery provided by the Federal and State Governments

9.     That Council officers advise those that made submissions during public exhibition period of Council’s decision.

When issues were identified with the LTFP models’ cash flow assumptions, a review of the Cash Flow predictions was undertaken, this review highlighted linking errors in the model.

·    Duplicate link to loan principal repayments

·    Incorrect link to water capital expenses

·     The model assumed that the $2,000,000 new loan identified in the March 2020 Quarterly Budget Review Statement had been drawn down. This did not occur so the “Cash at the beginning of the year” FY2021 budget has been updated.

Once corrected, the expected cash flow for General funds in FY2021 is a surplus of $1,451,958 which is an improvement of around $16.3 million.

Included in the LTFP recommended for adoption are the Income Statement, Balance Sheet and Cash Flow Statement for the Consolidated Fund along with each individual fund (General Fund, Water Fund and Sewer Fund). This is not a legislative requirement however has been added for additional information of Council’s predicted financial position.

The updated Long Term Financial Plan 2021-2030 recommended for adoption is included at Attachment 1. It is noted that the Long Term Financial Plan is now dated 2021-2030 to better reflect the period the plan covers.

We have received direction from Councillors at workshops and briefing sessions that confirm the key strategic areas for improvement (as documented in each version of the LTFP presented in 2020) to influence the long-term impacts of capital investment and operational expenditure.

It has been brought to the attention of Councillors, that to deliver our general fund levels of service at the current level without an increase in rates (through a special rate variation) or increase in user charges, sees us spending cash in the short term, which is acknowledged cannot be maintained over the long-term. This is not a situation unique to Bega Valley Shire Council and each time we discuss options with Council, we are able to provide more up-to-date information due to the timing of our reporting.

As we progress through the finance briefings and improvement plan, we will make recommendations to Council to amend the Long Term Financial Plan that reflects strategic decisions. This is a matter of process and the normal IPR cycle where all long-term resourcing documents are reviewed and placed on public exhibition, providing options to the community as to their preferred way forward.

Since March 2020, Council Officer’s have been focused on undertaking strategic financial activities as documented in the Improvement Program included in the Long Term Financial Plan presented as well as support an organisation faced with natural disasters and the COVID pandemic. The improvement plan documents the following key activities:

·    Continue the review of Council’s strategic financial direction

·    Improve financial maturity across Council

·    Improve financial systems across Council

·    Improve financial and asset integration across Council.

A further input into our financial sustainability is the improvement advice received through external and internal audit processes. These recommendations inform our improvement plan. Council staff have committed to presenting working papers and information to Councillors on a monthly basis as we work through these strategic priorities.

 

Key issues which Council will be discussing through the improvement program are:

·    Quarterly Budget Review Statements

·    FY2020 Annual Financial Statements Work Program (due to be completed in October 2020)

·    External audit recommendations

·    Internal audit recommendations

·    Reserve Compliance

·    Attributions and oncost rate review

·    Asset Management

Depreciation

Special Schedule 7

Capitalisation

·    Policy Reviews

Borrowings and Loans

Cash Management and Investments

Statement of Financial Services

Debt Recovery

Financial Hardship Assistance

Pensioner Concessions

Rate Exemption Banking tender

·    Grants management

·    Service Statements and improvement projects

·    Review of Resourcing Strategy

2022-2032 Long Term Financial Plan

FY2022-2032 Asset Management Strategy

FY2022-2025 Workforce Plan

ICT Strategy

As at July 2020 some known impacts on Council’s projected cash position are: 

·    Outstanding payments for disaster works which have been paid for by Council and we are awaiting payment back to Council. Upon receipt the cash will be held in the general fund (where it has been paid from). This covers disasters in 2014, 2016 and current year and is in the order of $5m.

·    The Industrial Relations Commission decision on 26 June 2020 determining the annual Local Government (State) Award increase of 1.5% will see a reduction in salaries and wages budget of 1%. This will be reflected in the September QBRS and is in the order of $370,000.

·    Clear articulation of lost revenue due to waivers to support ratepayers and businesses through the fires and COVID, $585,500 included in reduced revenue in the Operational Plan 2020-2021 which does not include impacts of Development fee waivers.

·    Known status of reserves and consideration of reserve management by Council at its briefing on 26 August with a report to Council to confirm the Council’s Funds (as per Local Government Act 1993, Chapter 13, Part 3, Division 1).

·    Impacts of significant infrastructure funded programs (ie. up to 100% capital grant, asset added to Council’s balance sheet, depreciation an ongoing expense in future income statements, ongoing operations and maintenance expenses).

·    Investment and borrowing policy for options to deliver future capital investment.

 

Community Engagement

The Draft Revised Bega Valley Shire Delivery Program 2017-2021 and Operational Plan 2020-2021 including the Budget and Revenue Policy, the Draft Financial Strategy 2020-2021, the Long Term Financial Plan 2020-2030 along with the draft Fees and Charges 2020-2021 were placed on public exhibition from Wednesday 10 June to Wednesday 8 July 2020.

 

In order for Council’s financial position to be able to be understood more clearly a communications and engagement strategy is being developed. It will include clear information about various aspects of Council’s decision making processes in plain English, benchmarking of Council’s position in relation to other local government bodies, when safely able to be held opportunities for interested community members to attend quarterly sessions on Council’s quarterly budget reporting and forward financial planning.

 

Legal /Policy

Under the Section 406 of the Local Government Act 1993, Council is required to adhere to the Integrated Planning and Reporting Guidelines. These guidelines outline the essential elements of Long Term Financial Planning.

Attachments

1.         Long Term Financial Plan 2021-2030

 


Council

26 August 2020

Item 13.1 - Attachment 1

Long Term Financial Plan 2021-2030

 

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Council 26 August 2020

Item 13.2

 

13.2. Certificate of Investment       

This report details Council’s Investments at the end of June 2020.

 

Director Business & Governance  

Officer’s Recommendation

1.    That Council receive and note the attached reports indicating Council’s investment position as at 30 June 2020.

2.            That Council note the certification of the Responsible Accounting Officer.

Executive Summary

I, Judy Jordan, as the Responsible Accounting Officer of Bega Valley Shire Council (BVSC), hereby certify the investments listed in the attached reports have been made in accordance with Section 625 of the Local Government Act 1993 (the Act), clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.

All investments have been appropriately recorded in Council’s financial records and reconciled monthly.

Background

Under the Legislation and Regulations mentioned below, the Responsible Accounting Officer must present to Council monthly, the status of the investments held by Council. The Responsible Accounting Officer must detail the investments held, and their compliance with both internal Policy and external Regulation under the Ministerial Order of Investments.

In accordance with the recommendations made by the Office of Local Government (OLG) Investment Policy Guidelines published in June 2010, the monthly Investments Reports are attached to the Business Paper. This allows a stand-alone report to be published on Council’s website for the public to view without having to peruse the Council’s Agenda for the relevant meeting.

Financial and resource considerations

The attached report indicates a current investment portfolio of $82,776,463 at 30 June 2020. These funds can be broken into the following Funds:

Table 1: Investments by Fund $’000

Fund

April 2020

May 2020

June 2020

General Fund

9,755

19,175

18,277

Water Fund

23,794

24,189

23,636

Sewer Fund

40,905

43,287

40,863

TOTAL

74,454

86,651

82,776

 

·     Each Fund’s allocation can only be utilised on its specific operations. For example, Water Fund cannot use its financial resources on General Fund projects, etc.

As at 30 June 2020, BVSC’s available cash balance was $2,550,360 and the investment balance was $82,776,463.  The investments are broken up as follows:

·     TCorpIM Cash Fund - $34,350,083

·     TCorpIM Strategic Cash Fund – $48,426,381

With respect to the Fund’s monthly distributions, the custodian calculates the Fund’s earnings at month end and then pays a distribution based on these earnings. Distributions are paid to investors by way of the issue of additional units.

Legal /Policy

Section 625 of the Act determines money may only be invested in a type of investment authorised by Order of the Minister for Local Government and published in the Local Government Gazette. The most recent Ministerial Order of Investment was published 17 February 2011.

Clause 212 of the Local Government (General) Regulation 2005 determines the Responsible Accounting Officer must provide Council with a written report setting out details of all money Council has invested under Section 625 of the Act.

The report must also include a Certificate as to whether the investments have been made in accordance with the Act, the Regulations and the Council’s Investment Policy.

Council has an Investment Policy published under Policy number 6.07. This Policy is reviewed every 4 years by Council and annually by Council officers.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Environmental / Sustainability

TCorp has provided BVSC with their Investment Stewardship Policy (attached to the Business Paper to Council on 31 January 2018).

In order to deliver the best long-term risk adjusted returns for clients, TCorp integrates Environmental, Social and Governance (ESG) factors into the investment processes of the appointed investment managers. TCorp will evaluate the ESG policies and practices of its investment managers as part of the manager selection process, as well as during periodic manager reviews.

 

Attachments

1.         Certificate of Investment - Cash Fund June 2020

2.         Certificate of Investment - Strategic Cash Fund June 2020

 


Council

26 August 2020

Item 13.2 - Attachment 1

Certificate of Investment - Cash Fund June 2020

 

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Council

26 August 2020

Item 13.2 - Attachment 2

Certificate of Investment - Strategic Cash Fund June 2020

 

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Council 26 August 2020

Item 13.3

 

13.3. Certificate of Investment     

This report details Council’s Investments at the end of July 2020.

 

Director Business & Governance  

Officer’s Recommendation

1.    That Council receive and note the attached reports indicating Council’s investment position as at 31 July 2020.

2.            That Council note the certification of the Responsible Accounting Officer.

Executive Summary

I, Judy Jordan, as the Responsible Accounting Officer of Bega Valley Shire Council (BVSC), hereby certify the investments listed in the attached reports have been made in accordance with Section 625 of the Local Government Act 1993 (the Act), clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.

All investments have been appropriately recorded in Council’s financial records and reconciled monthly.

Background

Under the Legislation and Regulations mentioned below, the Responsible Accounting Officer must present to Council monthly, the status of the investments held by Council. The Responsible Accounting Officer must detail the investments held, and their compliance with both internal Policy and external Regulation under the Ministerial Order of Investments.

In accordance with the recommendations made by the Office of Local Government (OLG) Investment Policy Guidelines published in June 2010, the monthly Investments Reports are attached to the Business Paper. This allows a stand-alone report to be published on Council’s website for the public to view without having to peruse the Council’s Agenda for the relevant meeting.

Financial and resource considerations

The attached report indicates a current investment portfolio of $81,941,126 at 31 July 2020. These funds can be broken into the following Funds:

Table 1: Investments by Fund $’000

Fund

May 2020

June 2020

July 2020

General Fund

19,175

18,277

18,040

Water Fund

24,189

23,636

23,456

Sewer Fund

43,287

40,863

40,445

TOTAL

86,651

82,776

81,941

 

·     Each Fund’s allocation can only be utilised on its specific operations. For example, Water Fund cannot use its financial resources on General Fund projects, etc.

As at 31 July 2020, BVSC’s available cash balance was $2,431,536 and the investment balance was $81,941,126.  The investments are broken up as follows:

·     TCorpIM Cash Fund - $33,375,512

·     TCorpIM Strategic Cash Fund – $48,565,614

With respect to the Fund’s monthly distributions, the custodian calculates the Fund’s earnings at month end and then pays a distribution based on these earnings. Distributions are paid to investors by way of the issue of additional units.

Legal /Policy

Section 625 of the Act determines money may only be invested in a type of investment authorised by Order of the Minister for Local Government and published in the Local Government Gazette. The most recent Ministerial Order of Investment was published 17 February 2011.

Clause 212 of the Local Government (General) Regulation 2005 determines the Responsible Accounting Officer must provide Council with a written report setting out details of all money Council has invested under Section 625 of the Act.

The report must also include a Certificate as to whether the investments have been made in accordance with the Act, the Regulations and the Council’s Investment Policy.

Council has an Investment Policy published under Policy number 6.07. This Policy is reviewed every 4 years by Council and annually by Council officers.

Impacts on Strategic/Operational/Asset Management Plan/Risk

Environmental / Sustainability

TCorp has provided BVSC with their Investment Stewardship Policy (attached to the Business Paper to Council on 31 January 2018).

In order to deliver the best long-term risk adjusted returns for clients, TCorp integrates Environmental, Social and Governance (ESG) factors into the investment processes of the appointed investment managers. TCorp will evaluate the ESG policies and practices of its investment managers as part of the manager selection process, as well as during periodic manager reviews.

Council’s investment policy is scheduled to be discussed with Councillors at the Finance briefing in September.

Attachments

1.         Certificate of Investment TCorp Strategic Cash Fund July 2020

2.         Certificate of Investment TCorp Cash Fund July 2020

 


Council

26 August 2020

Item 13.3 - Attachment 1

Certificate of Investment TCorp Strategic Cash Fund July 2020

 

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Council

26 August 2020

Item 13.3 - Attachment 2

Certificate of Investment TCorp Cash Fund July 2020

 

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Council

26 August 2020

 

 

Questions with Notice

 

26 August 2020

 

17.1            Revew of the Code of Meeting Practice to ensure the Institution of Council.. 377

17.2            Lime dust in Eden.............................................................................................. 379

17.3            Publicly Accessible Dump Point - Eden............................................................. 381

17.4            Cr Griff - Process for development applications to be referred to Council for determination........................................................................................................................... 384


Council 26 August 2020

Item 17.1

 

17.1. Revew of the Code of Meeting Practice to ensure the Institution of Council     

At the Council Meeting of 22 July 2020, Cr Bain asked that the Mayor review the code of meeting practice and ensure that all the items are adhered to and that the institution of Council within the Bega Valley Shire is held in the greatest respect across all Councillors and the information is circulated to all and that the Council return to abiding by the Code of Conduct in terms of communication and provision of information to Councillors as the Institution of Council.

 

Cr Tapscott  

Response

Mayor comment on incident and commitment to respecting the institution of Council

The issue that caused this matter being brought forward related to the fact that information about a linkage error in the long term financial plan was advised to a member of the public providing a deputation prior to being provided to Councillors. I became aware of the fact that there was actually an error on Wednesday morning when I arrived in the Council offices prior to the Public Forum and Meeting. I am sorry that this occurred.

The General Manager advises that:

It was not intentional that Councillors were not advised of the linkage error in the Long Term Financial Plan spreadsheets. It was a timing issue. The figure issues were raised Tuesday and the error was identified Wednesday morning.

Cr Fitzpatrick had identified some inconsistency in flows of figures which was being worked through Tuesday and into the Wednesday morning of the Council meeting by staff following up Cr Fitzpatrick’s questions. The first objective of staff was to identify what was causing the issue, look at the impacts of the links not working and try to amend the impacted tables and provide to Councillors advice on this. It took longer than expected and Cr Fitzpatrick was in the building and worked on a draft motion that addressed this in several iterations. The public forum request which was late saw emails back and forth just before the time of the forum and I advised the presenter that a link error had been identified and was being worked on and that Councillors would be advised. I did not get to the point of advising Crs before the Public Forum.

By me as Mayor there was no intent not to keep Councillors advised of the matter. Time got away from us. I have endeavoured to keep Councillors updated weekly on the moving feast of items I am being contacted on and who I am meeting with.

It has been the preferred practice for all Councillors who raise an issue or a question to copy all Councillors in on any email traffic and for staff to respond in the same way. This was agreed as part of our workshops and development of our Councillor Charter. It is not something, however, that I have always witnessed being universally followed up by Councillors.

My view is that Council staff are committed to sending a response back to a Councillor who raises an issue to all Councillor so that we all get the information and in almost all instances provide the original Councillor request and the response. Sometimes I actually get the feedback that Councillors get information they are not interested in.

My view is that all Councillors and staff respect the institution of Council. This is through the Code of Conduct, the Charter we worked on together and that we do this in most instances. Staff have provided considerable training and briefing and workshop and support sessions to assist us understand and commit to this and to each other.

Code of Conduct

Councils are required to adopt a Code of Conduct or at a minimum the Model Code of Conduct applies.

Councillors and staff and Council Committees are required to abide by the behaviours outlined as general conduct obligations as part 3 of the adopted Code of Conduct.

All Councillors have been through training sessions in relation to the Code of Conduct. There is no directive in the Code of Conduct or Code of Meeting Practice in relation to copying all Councillors in on information however it is clear in Part 8 in relation to access to information at part 8.1 -  that the general manager is responsible for ensuring that councillors can access information necessary for the performance of their official duties; 8.4 members of staff of council who provide any information to a particular councillor in the performance of their official function must also make it available to any other councillor who requests it and in accordance with council procedures.

It has been, and continues to be, our staff practice to provide information requested by a councillor to all councillors. In this instance with the timing this was not done.

Councillor’s Charter

As a group of Councillors we worked to develop a Charter that would allow us as a group and individually to contribute to working together and ensuring that the institution of Council is respected as are the members of the a body politic.

 

 

Attachments

Nil

 


Council 26 August 2020

Item 17.2

 

17.2. Lime dust in Eden      

Councillor Bain asked for an update on the Lime Dust issue in Eden – particularly for residents of Calle Calle Street, Mitchell Street, Chandos Street and Bass Street.

Councillor Bain asked for an update on the involvement of Worksafe in this matter.

Director Business & Governance   

Staff Response

This response is provided with respect to the original question without notice from Councillor Bain on 29 Jul 2020. A further question was subsequently asked as presented below on 29 July 2020. A further report will be presented to Council dependent on advice from Councils insurers.

The works involving lime in Eden started on Wednesday 10 June in Mitchell Street and were undertaken by Stabilco. Works then moved to Calle Calle Street on 11 and 12 June 2020 and staff were contacted by members of the public whilst the works were still in progress. At this time staff were unaware of the extent of the issue.

Councillors and staff and have meet with concerned residents as well as responding to written and telephone correspondence to clarify events known to have occurred and noting Council would not be accepting liability.

On notification of the incident, Council offered a limited cleaning service provided by a contactor to residents who raised concerns early about lime dust that had settled on their property. Council also provided advice to those who wished to undertake the necessary cleaning work themselves.

Over the following weeks Council received a number of claims from the public which were passed on to our insurer for management, a standard process.

Given that Council engaged an expert third party contractor to carry out the roadworks on behalf of the community, we will not be accepting liability for any negative impacts.

Although we empathise with the community and the impacts on them our advice to residents has been to seek further information through their own insurance company or seek independent legal advice. We have also provided the contact details of the contractor to interested residents so that their own insurance company can act on their behalf.

The extent of the damage is unknown by Council and on 30 July 2020, Council advised the road works contractor that they should work with their insurer in the best interests of the Eden community.

Residents who accepted the offer of help Council extended through the professional cleaning service are not restricted in any future action to seek compensation through their insurance company. The Deed of Release signed as part of the cleaning work is limited to the cleaning work and not the impacts of the lime dust cloud.

A few people in the community have expressed concern about the health impacts associated with exposure to the lime dust cloud. Council’s understanding is that the health risks from this product, known as ‘Quicklime’, in this instance are low. Any residents who have concerns should speak to their doctor.

Council staff have been supportive of the functions of WorkSafe NSW and provided information that has been requested for their incident investigations.

Attachments

Nil

 


Council 26 August 2020

Item 17.3

 

17.3. Publicly Accessible Dump Point - Eden     

Councillor McBain asked for an update on the Publicly Accessible Dump Point in Eden.

Director Assets and Operations  

Staff Response

BACKGROUND

CURRENT DUMP POINT SERVICE PROVISION IN THE SHIRE

Note – free implies free-to-use. Costs are involved in site preparation, infrastructure and ongoing maintenance. Some of the infrastructure costs may be covered by interest groups from time-to-time. Other costs would need to be met through Council funds.

Campers and Recreational Vehicle (RV) visitors to the Shire are currently able to meet their dump point needs through a range of options.

COUNCIL PROVIDED – ALL FREE TO USE

1.    Operational free dump point sites (work done by Council in 2014 as part of RV-Friendly towns project)

a.    Cobargo Pub (locked – key request at pub)

b.    Bega Showground (available at all times – gates may be closed but aren’t locked)

2.    Non-commissioned site at Bemboka

COMMERCIAL OPERATOR PROVIDED

1.    Non-guest

a.    Free to use – Currently only a Pambula operator offers free use to non-guests

b.    Fee charged – Each town, except for Bermagui, has a commercial operator providing the service for $10.

2.    Guest – standard for guests to be able to use the provided dump point as part of the visit

Sapphire Coast Destination Marketing makes dump point information available for visitors through our Sapphire Coast website: https://www.sapphirecoast.com.au/rv-caravan-camping/

NEIGHBOURING SHIRES

Presently, Eurobodalla Shire Council provides a free dump point at Moruya, and a free-with booking service at its Dalmeny campsite – essentially a single freely available dump point in their Shire.

East Gippsland installed a number of dump points within commercial parks (~8 years ago). A free dump point is available at a free camping test site being trialled 5 minutes out of Cann River.

Snowy Monaro provides a free dump point at Polo Flat (near Cooma).

REQUESTS FROM VISITORS FOR ADDITIONAL DUMP POINTS

No visitor feedback or complaints have been received by Economic Development staff or Sapphire Coast Destination Marketing (Council’s tourism service provider) on the state of the Shire’s dump point options. Requests for new dump point investment by Council are received from caravan/camping/RV associations.

 

The Eden Visitor Information Centre’s acting manager has advised they often give advice on dump point availability and have information on their door. No complaints or negative feedback has been received. RV/Camping visitors plan well ahead and appreciate the range of options available through the Shire.

ASSESSMENT OF CURRENT OFFERING

Within Bega Valley Shire limits

Accessing a free dump point in the Shire may require up to approximately 60 minutes of travel from some remote areas, particularly in the southern and western parts of the Shire. Most will be no more than 30 minutes away from an option that is either free or costs $10.

For example, visitors using the Scrubby Creek rest area (free Forestry Corporation site) will travel approximately 30 minutes to the free dump point provided by Pambula Reflections Park, or 20 minutes to Eden Reflections Park and pay $10.

There is no evidence that the current offering is unsatisfactory to dump point using visitors.

Outside Shire limits

Travellers both north and south can use free dump points at Moruya and Cann River in addition to those in the Bega Valley– both are destinations on the normal travelling route. Traveling west, Polo Flat is the closest free service.

Overall

There is no evidence of market failure requiring Council to step in and fill a demand in Eden, or other parts of the Shire.

Economic Impacts if further free dump points introduced:

EFFECT ON ESTABLISHED BUSINESS:

Some local businesses include dump points in their services provision. There is a chance that BVSC provision may impact on revenue to those business. 

The economic impact to visitors is not burdensome and does not appear to influence choices to holiday here. Our visitors spend up to $10, or a comparable value in fuel to travel to a free dump point, in support of our economy.

Current economic climate suggests Council maintain its support for encouraging visitors who will spend with us and support our commercial operators.

Location:

Traffic management and manoeuvring access to (or very close to) is an important consideration. This requires sites with very good traffic management layout or large permanently vacant turning areas.  Access to sewer infrastructure to reduce infrastructure installation and on-going servicing and maintenance costs would be a key consideration in establishing further dump points in the Shire. For example, locating close to existing public amenities would be preferred.

With major works occurring in Eden, it is recognised that if Council wanted to provide a free dump point in Eden, even without evidence of market failure requiring such intervention, then now is the opportunity to plan for its provision.

Council does not currently have budget allocations to install or maintain free dump points.

 

 

 

Asset Management:

Installation of Dump points will be a new asset and a new service provided by Council. Capital costs of asset development and installation and on-going maintenance costs need to be considered.

CONCLUSION

To date Council has not provided direction to install dump points.

Without evidence of a market failure or unmet demand, a free dump point in Eden, whilst attractive to zero-spend visitors unwilling to travel to other options within and just outside of the Shire, is a low impact initiative to the economic reconstruction and development of the Bega Valley Shire.

Without further research, Council investment in the provision and maintenance of a new Eden free dump point site may not see a comparable economic and employment return to the Bega Valley Shire community. 

Attachments

Nil

 


Council 26 August 2020

Item 17.4

 

17.4. Cr Griff - Process for development applications to be referred to Council for determination     

At the last Council meeting, my process was criticised in seeking to bring the DA relating to the Eden Chip mill for decision to Council. I am questioning whether my motion was quite proper and can staff advise on the process for development applications to be referred to the elected Council for determination?

Cr Griff  

Staff Response

At the 5 August Council meeting, in response to Cr Griff’s Question without Notice about Item 16.3 of the Council meeting of 22 July 2020, Dr Howe indicated that the process which was followed by Cr Griff was consistent with the process for development applications (DAs) to be referred to Council.

Dr Howe briefly described that process and advised she would provide a more detailed written description for the next Council meeting.  That additional detail is provided below.

Process for Councillors to request that a particular DA be referred to Council for determination

A Councillor may, via a Notice of Motion at a Council meeting, request that any DA be referred to Council for determination.  The request must include:

·    The DA number, which is available on Council’s DA tracker

 

·    One or more planning reasons for the referral.  Planning matters relevant to the evaluation of a DA are described in Section 4.15 of the Environmental Planning and Assessment Act 1979 () and may include matters such as economic, social and environmental impacts, site suitability and the public interest.

 

Early advice of a Councillor’s intention to call a matter up to Council is appreciated, as unless the DA meets the criteria described below, staff will assume the matter will be dealt with under delegation and may determine the DA before becoming aware of a Councillor’s desire to have the matter determined by Council.

DAs that are routinely reported to Council by staff

·    The development does not comply with an adopted Council policy (including the Bega Valley Development Control Plan 2013 and land use planning strategies such as the Bega Valley Local Strategic Planning Statement 2040), development standard in the Bega Valley Local Environmental Plan 2013 unless, in the assessment officer’s opinion, compliance with the policy is unreasonable and unnecessary in the circumstances

·    Refusal is recommended on planning merit grounds (other than as specified in Procedure 3.01.2)

 

·    Where there is a DA that has received strong community interest raising a number of matters on planning merit, which in the opinion of the Director Community, Environment and Planning, warrants reporting to Council

 

·    Where a Councillor or senior member of staff is connected with a DA (in accordance with the provisions of Procedure 3.01.4 – some exemptions apply)

 

·    Any variation of a development standard has been addressed in accordance with Clause 4.6, and where staff assumed concurrence has not been issued under Planning Circular PS18-003.

 

Attachments

Nil