notice of meeting to be held in committee rooms 1, 2 & 3

SHOALHAVEN CITY COUNCIL

P O L I C Y , R E S O U R C E S & R E S E R V E S C O M M I T T E E

To be held on Tuesday, 10 April, 2012 Commencing at 4.00pm

4 April, 2012 Councillors,

NOTICE OF MEETING You are hereby requested to attend the meeting of the Policy, Resources & Reserves Committee of the Council of the City of Shoalhaven, to be held in Committee Rooms 1, 2 & 3 at the City Administrative Centre, Bridge Road, Nowra on Tuesday, 10 April, 2012 commencing at 4.00 pm for consideration of the following business. R D Pigg General Manager Membership (Quorum – 5) Clr Proudfoot (Chairperson) All Councillors General Manager or nominee (Assistant General Manager)

BUSINESS OF MEETING 1. Apologies 2. Adoption of Minutes of Previous Meeting 3. Declarations of Interest 4. Deputations 5. Report of the General Manager

Finance & Corporate Services City Services & Operations Strategic Planning & Infrastructure Assistant General Manager / City Services & Operations Assistant General Manager / Finance & Corporate Services / City Services & Operations / Strategic Planning & Infrastructure

6. Confidential Report of the general Manager Finance and Corporate Services Strategic Planning & Infrastructure

7. Addendum Reports Note: The attention of Councillors is drawn to Section 451 of the Local Government Act and Regulations and Code of Conduct regarding the requirements to declare pecuniary and non-pecuniary Interest in matters before Council. Cell Phones: Council’s Code of Meeting Practice states that “All cell phones are to be turned off for the duration of the meeting”.

LOCAL GOVERNMENT ACT 1993 Chapter 3 Section 8(1) - The Council’s Charter (1) The council has the following charter:

• to provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively

• to exercise community leadership

• to exercise its functions in a manner that is consistent with and actively promotes the principles of multiculturalism

• to promote and to provide and plan for the needs of children

• to properly manage, develop, protect, restore, enhance and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development

• to have regard to the long term and cumulative effects of its decisions

• to bear in mind that it is the custodian and trustee of public assets and to effectively account for and manage the assets for which it is responsible

• to facilitate the involvement of councillors, members of the public, users of facilities and services and council staff in the development, improvement and co-ordination of local government

• to raise funds for local purposes by the fair imposition of rates, charges and fees, by income earned from investments and, when appropriate, by borrowings and grants

• to keep the local community and the State government (and through it, the wider community) informed about its activities

• to ensure that, in the exercise of its regulatory functions, it acts consistently and without bias, particularly where an activity of the council is affected

• to be a responsible employer.

Table of Contents

TABLE OF CONTENTS

MINUTES OF THE POLICY, RESOURCES AND RESERVES COMMITTEE - TUESDAY, 13TH MARCH, 2012 ............................................................................................................................. 1

FINANCE AND CORPORATE SERVICES ............................................................................... 14 1. Holiday Haven Tourist Park Tenders for the Management & Operation of Burrill Lake

Tourist Park File 44882E ................................................................................................. 14 2. Draft Delivery Program 2012 – 2013 & Operational Plan 2012 - 2013 File 44691E ......... 16 3. Draft Budget 2012 / 2013 File 45149E ............................................................................. 19 4. Proposed Changes to the 2012/2013 Rating Structure File 44691E & 2973E ................. 30 5. Request for Financial Assistance, Fee Waiver and Use of a Council Facility Harbourfeast

Food and Wine Festival File 4771E & 1247E .................................................................. 32

CITY SERVICES AND OPERATIONS ...................................................................................... 38 6. Outcome of Proposal to Establish a Management Committee - Ulladulla Civic Centre

File 2611E ....................................................................................................................... 38 7. Request Fee Waiver – BreastScreen NSW Free Mobile Breast X Ray Detection ............ 41

File 32996E ..................................................................................................................... 41 8. No Charge Television Drop Off Days File 1234e ............................................................. 43 9. Procurement of Heavy Patching Road Maintenance Equipment File 33027E ................. 47 10. Parkcare Group Action Plans File 38750E ....................................................................... 51 11. Berry Cemetery Management Sustainability – Outcomes from Consultation Process

File 20890E ..................................................................................................................... 55

STRATEGIC PLANNING AND INFRASTRUCTURE ................................................................ 69 12. Heritage Estates - Caring for Our Country Grant Application: Outcome. File 1446e ........ 69 13. Bomaderry Works Depot. File 12557e ............................................................................. 73 14. Goodland Road, Woollamia - Proposed Sealing File 18112e .......................................... 76 15. LGRSP Grant 2012 - 2013 Road Safety Officer. File 2499e ............................................ 78 16. Council Reserve Encroachment - Metal stairs at rear of 20 Greville Avenue, Sanctuary

Point. File 29352e............................................................................................................ 83 17. Communities NSW - Sport and Recreation - Facility Grant Program Successful

Applications 2011/2012. File 22308e............................................................................... 86 18. Public Exhibition of the draft Bereavement Services Strategic Plan 2050 File 43179e .... 91 19. Draft Artie Smith Oval Master Plan including Northern Shoalhaven Indoor Sports Centre

Footprint. File 36583e, 34855e & 14013e ....................................................................... 94 20. Ulladulla Sports Park Stage 3A Completion - Project Savings and Additional Works.

File 37587e; 42672e; 5311e; 1783e; 39310e .................................................................. 97 21. BMX Circuit - Joe Hyam Reserve, North Nowra. File 29087E ........................................ 105 22. Nowra & Browns Creek Floodplain Risk Management Study and Plan and Kangaroo

Valley Floodplain Risk Management Study & Plan - Tender. File 44621E .................... 108

ASSISTANT GENERAL MANAGER / CITY SERVICES AND OPERATIONS ....................... 111 23. Annual Fee Waiver Ulladulla Civic Centre, Ulladulla Civic Centre Grounds and Ulladulla

Foreshore Reserve – Princess Ball and Blessing of the Fleet File 8029E ..................... 111

Table of Contents

ASSISTANT GENERAL MANAGER / CITY SERVICES AND OPERATIONS / FINANCE AND CORPORATE SERVICES / STRATEGIC PLANNING AND INFRASTRUCTURE ................. 114

24. Beach Patrol & Surf Safety Awareness File 32150E, 42196E ....................................... 114

CONFIDENTIAL BUSINESS PAPER AGENDA ..................................................................... 126

Minutes of the Policy, Resources and reserves Committee – Tuesday 13th March 2012 Page 1

MINUTES OF THE POLICY, RESOURCES AND RESERVES COMMITTEE MEETING HELD ON TUESDAY, 13TH MARCH, 2012 IN COMMITTEE ROOMS 1, 2 & 3, CITY ADMINISTRATIVE CENTRE, BRIDGE ROAD, NOWRA COMMENCING AT 5.09PM

The following members were present; Clr Proudfoot – Chairperson Clr Findley Clr Fergusson Clr Miller Clr Guile – left 6.10pm Clr Watson Clr Brumerskyj Russ Pigg – General Manager Apologies: Apologies were received from Clr Green, Clr Ward

1. Confirmation of the Minutes of the Resources & Reserves Committee meeting held on 7 February, 2012 Index RESOLVED on a MOTION of Clr Fergusson, seconded Clr Brumerskyj, that the Minutes of the Resources & Reserves Committee meeting held on Tuesday 7 February, 2012 be confirmed.

2. Declarations of Interest Index Clr Brumerskyj declared his significant non pecuniary interest in Item 5, Page 32 – Kangaroo Valley Tourist Park – Management and Operations being that the Manager of this park is known to him. Clr Fergusson declared his less than significant non pecuniary interest in Item 18, Page 78 – Huskisson Rotary Pedestrian Path Extension being that he is a business operator in the area. Clr Brumerskyj declared his significant non pecuniary interest in Item 20, Page 82 – Sanctuary Point – Strategic Planning Update being that he is on the Board of Directors for Bendigo Bank Nowra.

3. DeputationsIndex Item 1 Page 13 – Community Engagement Policy • Mr Chris Grounds will provide a presentation on this matter. Item 20, page 82 - Sanctuary Point - Strategic Planning Update


• Mr John Kelly, Members of the Bendigo Bank Board does not wish to speak but is available if there are any questions. (Would appreciate the item being brought forward)

4. Sanctuary Point - Strategic Planning Update File 44032EIndex Note: This item was brought forward from Item 20, Page 82. Clr Brumerskyj declared his significant non pecuniary interest in the matter being that he is on the Board of Directors for Bendigo Bank Nowra and left the room and did not take part in discussion or vote on the matter. Note: John Kelly addressed the Committee. A MOTION was moved by Clr Findley, seconded Clr Fergusson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council: a) Initially commit to providing in-kind assistance in partnership with the Sanctuary

Point Bendigo Community Bank to commence delivering the following projects/facilities on Council owned or managed land in the Sanctuary Point area:

• ‘Fitness Station’

• ‘Adopt A Road’ program

• ‘Learn to Ride’ facilities

• ‘Community Food Garden’

b) Continue developing a ‘place’ based action plan for Sanctuary Point in consultation with key community partners as detailed in this report;

c) Be updated with a further progress report on the development status of ‘place’ based action plan for Sanctuary Point which includes solutions to address the shopping centre issues; and

d) Considers a funding allocation in its upcoming 2012/13 capital works program to implement priority projects identified in the action plan for Sanctuary Point which includes consideration of funding to improve the shopping centre area.

The MOTION upon being PUT to the meeting was declared CARRIED REPORT OF THE GENERAL MANAGER

5. Community Engagement Policy File 43420EIndex Note: Clr Brumerskyj returned to the meeting. Note: Mr Chris Grounds addressed the Committee, at the commencement of the meeting and presented a PowerPoint presentation in relation to Item 1, page 13 – Community Engagement Policy.


A MOTION was moved by Clr Fergusson, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that: a) The Draft Community Engagement Policy be adopted with the following

amendments:

i. Page 1, Community Engagement, paragraph 3, the wording “in the decisions they make.” be added to the end of the paragraph;

ii. Page 2, Purpose, a further dot point be added as follows:

• Appropriate feedback is given to all stakeholders following the community engagement process.

iii. Page 2, Purpose, a note be added at the bottom of the text as follows:

Note: On occasion legislative requirements imposed on Council may limit implementation of the Policy.

iv. , Implementation, CEP Definitions, add in the following wording:

“Submissions – The definition of submissions is in its broadest sense to include various means of correspondence, phone calls, etc requiring response, as well as the formal process of Council “seeking submissions”.

v. Page 9, Application of ESD Principles, the following wording replace the existing ESD statement:

“The implementation of the policy will use the principles of ESD in establishing the most effective processes and types of engagement and for all stakeholders to reach decisions.”

vi. Page 9, References, include the South Australian and Queensland Community Engagement Handbooks;

vii. A “Reference Guidelines” document be developed in conjunction with the Community Engagement Policy and include expanded examples of “high” or “low” impacts and an Evaluation Form, to be completed upon conclusion of community engagement process

b) Individual budgets within each Group be considered to allow successful community engagement to meet the intent of the policy;

c) If extensive community engagement is required for a specific project which cannot be funded from the Group budget a report be submitted to Council for available funding.

The MOTION upon being PUT to the meeting was declared CARRIED

6. Operations Review File 43188EIndex A MOTION was moved by Clr Guile, seconded Clr Fergusson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council, in its deliberations for the draft 2012/13 budget, consider the CCB feedback indicating a need to increase funding for basic infrastructure and


maintenance works of pathways, verge mowing, kerb and gutter, parking and streetscape works within towns and villages. The MOTION upon being PUT to the meeting was declared CARRIED ASSISTANT GENERAL MANAGER

7. LED Street Lighting Trial – City of Sydney File 3088EIndex A MOTION was moved by Clr Brumerskyj, seconded Clr Miller, that the Policy, Resources & Reserves Committee make the following recommendation to Council:

RECOMMENDED that Council: a) Monitor and support Endeavour Energy’s trials and promote an early LED retrofit

of the Shoalhaven street light network should the trials prove successful resulting in Endeavour adding the technology to their adopted standards.

b) Staff fully investigate the advantages and disadvantages of LED technology on CCTV cameras, monitors the payback period, reduction rate and further considers LED retrofitting of Council maintained streetscape lighting during the 2012-13 financial year;

c) Write to Endeavour Energy expressing support of the LED lighting trials and offer the Shoalhaven as a regional trial site;

d) Receive a report on the costs and implications of installing LED lighting in all new lighting infrastructure whether managed by Endeavour Energy or by Council.


8. Draft Osborne Park Kangaroo Valley Plan of Management File 38943EIndex Note: This item was brought forward from Item 21, Page 90. A MOTION was moved by Clr Fergusson, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that: a) Council endorse the draft Osborne Park Kangaroo Valley Plan of Management;

b) Council place the document on public exhibition for a period of 42 days with the approval of the Land Property Management Authority;

c) Council hold a Public Hearing during the public exhibition period to meet the legislative requirements, section 40 of the Local Government Act; and

d) A further report be provided to Council for consideration of adoption of the draft Osborne Park Kangaroo Valley Plan of Management having consideration to public hearing comments and public submissions received from the exhibition.



FINANCE & CORPORATE SERVICES

9. Provision of Food and Beverage Consumables – Nowra Administration Centre and Shoalhaven Entertainment Centre File 43945EIndex A MOTION was moved by Clr Fergusson, seconded Clr Miller, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, consider a separate confidential report on this matter. The MOTION upon being PUT to the meeting was declared CARRIED

10. Kangaroo Valley Tourist Park - Management & Operation File 43105EIndex Clr Brumerskyj declared his significant non pecuniary interest in the matter being that the management of this park is known to him and left the room and did not take part in discussion or vote on this matter. A MOTION was moved by Clr Fergusson, seconded Clr Miller, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council extend the current short term contract for the management and operation of the Kangaroo Valley Tourist Park by a further six (6) months under the terms and conditions of the current arrangement and amend the existing agreement between Council and Bidois Pty Ltd to reflect the extended period of operation. The MOTION upon being PUT to the meeting was declared CARRIED

11. Tender Evaluation - Construction of Amenities/Camp Kitchen at Lake Tabourie Tourist Park File 44294eIndex Note: Clr Brumerskyj returned to the meeting. A MOTION was moved by Clr Fergusson, seconded Clr Miller, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, consider a separate confidential report on this matter. The MOTION upon being PUT to the meeting was declared CARRIED

12. Local Government Conference - Australian Local Government Association -2012 National General Assembly File 1077EIndex A MOTION was moved by Clr Fergusson, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council:

RECOMMENDED that


a) Council notes the details of the Australian Local Government Association -2012 National General Assembly, scheduled for 17 to 20 June 2012, at the National Convention Centre in Canberra

b) Council authorises available Councillors to attend the conference and such attendance be deemed Council Business.

c) Council meets the travel, registration fees, accommodation and all reasonable out-of-pocket expenses in accordance with its adopted policy.

d) Councillor (Clr Green) be determined as the Council voting delegate for the conference and Councillor (Clr Guile) as the alternate delegate.

e) Councillors attending the conference provide a written report within 30 days of returning from the conference.

f) Council also note the following also be deemed as council Business:

i) Regional Cooperation Development Forum;

ii) International Council for Local Environment Initiatives

iii) Australian Local Government Women’s Association Breakfast The MOTION upon being PUT to the meeting was declared CARRIED.

13. Procedural Motion - Introduction of Item Index RESOLVED on a MOTION of Clr Brumerskyj, seconded Clr Miller, that the following matter be introduced.

• Addendum Report 2 – External Plant Hire – Preferred Supplier Panel ADDENDUM REPORT 2 FINANCE AND CORPORATE SERVICES

14. External Plant Hire – Preferred Supplier Panel File 43395EIndex A MOTION was moved by Clr Brumerskyj, seconded by Clr Fergusson, that the Policy, Resources and Reserves Committee make the following recommendation to Council: RECOMMENDED that Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, consider a separate confidential report on this matter. The MOTION upon being PUT to the meeting was declared CARRIED. CONFIDENTIAL REPORT CONSIDERATION OF ITEMS OF A CONFIDENTIAL NATURE Item Reason Provision of Food and Beverage Commercial information of a


Consumables – Nowra Administration Centre and Shoalhaven Entertainment Centre

confidential nature that would if disclosed prejudice the commercial position of the person who supplied it. 10(A)(2)(d)(i)

Tenders – Lake Tabourie Tourist Park – New Amenity and Camp Kitchen Building

Commercial information of a confidential nature that would if disclosed prejudice the commercial position of the person who supplied it. 10(A)(2)(d)(i)

Ulladulla Harbour Walkway, Sections 1, 1A and 2 – Tender Result


External Plant Hire – Preferred Supplier Panel


Pursuant to Section 10(A)(4), the public were invited to make representations to the Policy, Resources and Reserves Committee before any part of the meeting is closed, as to whether that part of the meeting should be closed. The Chairperson asked the General Manager if any written representations had been received as to whether that part of the meeting should be closed. A MOTION was moved by Russ Pigg, seconded by Clr Brumerskyj, that the Policy, Resources and Reserves Committee Meeting exclude the press and public from the Meeting pursuant to Section 10(A)(1)(a) of the Local Government Act, 1993 as it was to consider items of a confidential nature in relation to matters pursuant to Section 10(A)(2)(d)(i). The MOTION upon being PUT to the meeting was declared CARRIED. The meeting moved into confidential the time being 6.25pm. The meeting moved into open session, the time being 6.45pm.

15. Provision of Food and Beverage Consumables – Nowra Administration Centre and Shoalhaven Entertainment Centre File 43945EIndex The following recommendation of the Policy, Resources and Reserves Committee, whilst closed to the public, was read to the meeting by the Chairperson. RECOMMENDED that the recommendation remain confidential until adopted by Council in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993.

16. Tenders - Lake Tabourie Tourist Park - New Amenity & Camp Kitchen Building File 44294EIndex


The following recommendation of the Policy, Resources and Reserves Committee, whilst closed to the public, was read to the meeting by the Chairperson. RECOMMENDED that the recommendation remain confidential until adopted by Council in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993.

17. Confidential Ulladulla Harbour Walkway, Sections 1, 1A & 2 - Tender Result File 44599EIndex The following recommendation of the Policy, Resources and Reserves Committee, whilst closed to the public, was read to the meeting by the Chairperson. RECOMMENDED that the recommendation remain confidential until adopted by Council in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993.

18. External Plant Hire – Preferred Supplier Panel File 43395EIndex The following recommendation of the Policy, Resources and Reserves Committee, whilst closed to the public, was read to the meeting by the Chairperson. RECOMMENDED that the recommendation remain confidential until adopted by Council in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993. CITY SERVICES & OPERATIONS

19. Permit to Harm Vegetation - Burrill Lake Foreshore Barker Reserve to Casuarina Close File 12550E, 31954EIndex A MOTION was moved by Clr Miller, seconded Clr Watson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council endorse the formation of a Parkcare Group to maintain the Burrill Lake Foreshore vegetation – Barker Reserve to Casuarina Close in compliance with NSW Primary Industries (Permit P11-3071). The MOTION upon being PUT to the meeting was declared CARRIED

20. Aquatics Business Model - Further Report File 43181EIndex A MOTION was moved by Clr Findley, seconded Clr Fergusson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council: a) Decline to support the aquatics business model as proposed by a local resident;

b) Receive details of assistance provided to volunteer swim instructors for information;

c) Write to Ms Lesslie and express why Council is not implementing the Aquatics Business Model.



21. Review of Waste Levy File 2828E, 2055EIndex A MOTION was moved by Clr Fergusson, seconded Clr Miller, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council provide a submission to the State Government concerning the Section 88 Waste Levy, proposing: a) Full hypothecation of levy funds to contributing Councils

b) More transparency in the use of the levy funds

c) Determination of a realistic and affordable levy rate

d) Sensible allowance for materials to be reused within the boundaries of a landfill without labelling them “waste”

e) Removal of the levy for asbestos, noxious weeds, CCA treated timber and other materials that cannot safely be recycled.


22. Bomaderry- Your Say! File 37623EIndex A MOTION was moved by Clr Miller, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that: a) Council support the “Bomaderry- Your Say” project;

b) Council support the ‘Bomaderry Day Out – Free Family Fun’ event;

c) Council accept a $1000 Community Grant from Housing NSW to help cover the cost of the community event;

d) A letter be written to Housing NSW to thank them for the grant of $1,000. The MOTION upon being PUT to the meeting was declared CARRIED

23. Community Grant to Bomaderry Card Making Group File 35860EIndex A MOTION was moved by Clr Miller, seconded Clr Fergusson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council change the purpose of the Community Grant of $650 made to Bomaderry Card Making Group (auspiced by Habitat Personnel) to making cards to be sent to Ronald McDonald House for children and their families staying with them to use to send to relatives and friends while at Ronald McDonald House. The MOTION upon being PUT to the meeting was declared CARRIED

24. Additional Kerbside Recycling Collection over the Christmas Holiday Period File 35190EIndex


A MOTION was moved by Clr Miller, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council implement a weekly holiday kerbside recycling collection service for a 4 week period following Christmas day every year. The cost of providing this additional service is to be funded through the Domestic Waste Management Charge. The MOTION upon being PUT to the meeting was declared CARRIED

25. Ulladulla Civic Centre Library & Visitors Centre Redevelopment File 37026eIndex A MOTION was moved by Clr Findley, seconded Clr Fergusson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council: a) Call for tenders or select tenders after calling for Expressions of Interest for

architectural and professional subcontractors for the design development, preparation of contract documentation;

b) Then call for tenders for construction. The MOTION upon being PUT to the meeting was declared CARRIED. THE RECORD OF VOTING ON THIS MATTER WAS AS FOLLOWS: The following Councillors voted “Aye”; Clrs Fergusson, Miller, Watson, Proudfoot, Findley and Russ Pigg The following Councillors voted “No”; Clr Brumerskyj

26. Ulladulla Harbour Walkway, Sections 1, 1A and 2 - Tender Result File 44599EIndex A MOTION was moved by Clr Miller, seconded Clr Brumerskyj, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, Council consider a separate confidential report on this matter. The MOTION upon being PUT to the meeting was declared CARRIED.

27. 2012/2013 Rural Fire Fighting Fund Estimates File 2371EIndex A MOTION was moved by Clr Miller, seconded Clr Brumerskyj, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that:


a) Council notes the Shoalhaven Rural Fire Service bid for NSW Fire Fighting Fund funding of $4,708,863 for 2012/2013, and authorises the General Manager to counter sign the bid document.

b) Council notes that an amount of $574,337 would be needed in Council’s 2012/2013 Fire Contributions program draft Budget, to reflect the Shoalhaven Rural Fire Service funding budget bid. Council’s current allocation is $536,674 and this amount be included in the 2012/13 Budget.

The MOTION upon being PUT to the meeting was declared CARRIED.

28. Camping - Milton Showground File 5439eIndex A MOTION was moved by Clr Watson, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council receive the report on Camping – Milton Showground for information. The MOTION upon being PUT to the meeting was declared CARRIED STRATEGIC PLANNING & INFRASTRUCTURE

29. Huskisson Rotary Pedestrian Path Extension File 5909eIndex A MOTION was moved by Clr Fergusson, seconded Clr Findley, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that Council defer the construction of a path being constructed pending preparation of a detailed master plan for this part of Voyager Memorial Park. The MOTION upon being PUT to the meeting was declared LOST. THE RECORD OF VOTING ON THIS MATTER WAS AS FOLLOWS: The following Councillors voted “Aye”; Clrs Fergusson, Miller, Findley The following Councillors voted “No”; Clrs Brumerskyj, Watson, Proudfoot and Russ Pigg A FURTHER MOTION was moved by Clr Watson, seconded by Brumerskyj, that the Policy, Resources and reserves Committee make the following recommendation to Council: RECOMMENDED that:


a) Council support the existing 1.5 metre wide pedestrian path being extended behind the Huskisson Rotary Wharf; and

b) Council agree to this work being funded by the adjoining owner. The MOTION upon being PUT to the meeting was declared CARRIED. THE RECORD OF VOTING ON THIS MATTER WAS AS FOLLOWS: The following Councillors voted “Aye”; Clrs Miller, Brumerskyj, Watson, Proudfoot and Russ Pigg The following Councillors voted “No”; Clrs Fergusson, Findley

30. Federal Government - Nation Building Black Spot Project - Bolong Road - Additional Funds - 2011 / 12 Financial Year File 28099EIndex A MOTION was moved by Clr Brumerskyj, seconded Clr Fergusson, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that a) Council accepts the additional road toll response grant funding offer of $45,000,

bringing the total funding to $249,000, and authorise the expenditure for Bolong Road (Askeaton Park safety improvements), job number 85567/99999; and

b) Council writes to NSW Roads and Maritime Services thanking it for their cooperation and funding assistance towards the Bolong Road project, and advising that Council accept the funds and commits to completion of the project by 30 May 2012 as required.

The MOTION upon being PUT to the meeting was declared CARRIED. ADDENDUM REPORT 1 CITY SERVICES AND OPERATIONS

31. Review of Road Network Condition & Funding Priorities File 6820EIndex A MOTION was moved by Clr Brumerskyj, seconded Clr Miller, that the Policy, Resources & Reserves Committee make the following recommendation to Council: RECOMMENDED that: a) The report regarding the road network condition and funding priorities be received

for information;


b) Council consider increasing the budget allocation for 2012/13 for road renewal by $1 million or more and acknowledge that this will still be significantly short of optimum funding levels to maintain/repair road assets; and

c) An independent peer review of Council’s techniques and practices in relation to road construction and maintenance be undertaken and a report be presented to Council.

The MOTION upon being PUT to the meeting was declared CARRIED. GENERAL BUSINESS

32. Additional Item – National Sustainable Food Summit – Councillor Attendance File Index A MOTION was moved by Clr Findley, seconded by Fergusson, that the Policy, Resources and Reserves Committee make the following recommendation to Council: RECOMMENDED that: a) Council note the National Sustainable Food Summit for 2 to 4 April 2012 at the

Dockside Sydney;

b) Council authorises available Councillors to attend the Summit and such attendance be deemed as Council Business;

c) Councillors attending the Summit will provide a written report within 30 days of returning from the conference.

The MOTION upon being PUT to the meeting was declared CARRIED. There being no further business, the meeting concluded, the time being 7.29pm. Clr Proudfoot CHAIRPERSON

Policy, Resources and Reserves Committee-10 April 2012

Page 14

REPORT OF GENERAL MANAGER

POLICY, RESOURCES AND RESERVES COMMITTEE

TUESDAY, 10TH APRIL 2012 FINANCE AND CORPORATE SERVICES 1. Holiday Haven Tourist Park Tenders for the Management & Operation of Burrill

Lake Tourist Park File 44882EIndex PURPOSE OF THE REPORT The current contractor for the management and operation for Council’s Holiday Haven Tourist Park at Burrill Lake Tourist Park, Katenian Pty Ltd, have advised Council of their intention to terminate the current contract under the terms of the contract document. Tenders were advertised and potential contractors have been interviewed. Council can now appoint a new contractor based on the above process. This report provides an overview of the tenders received and the selection process. RECOMMENDED that in accordance with Clause 179 of the Local Government (General) Regulation 2005 Council consider a separate confidential report on this matter and that any decision made in confidential session be made public after Council has made its final decision. COMMUNITY STRATEGIC PLAN Objective: 3.1 An economy that is based on Shoalhaven’s distinct

characteristics, advantages and natural qualities.

Strategy: 3.1.5 Provide best practice management of the Holiday Haven Tourist Parks network as a key element of the responsible care and management of Crown Land assets.

DELIVERY PROGRAM Activity: 3.1.5.1 Manage and market Holiday Haven Tourist Parks business

strategies to comply with Council’s trustee status partnership with the LPMA.

OPTIONS AND IMPLICATIONS Option 1: Council consider the Tenders received and the recommendation.


Page 15

Option 2: Council not adopt the recommendation and detail an alternative. REPORT DETAILS Background: Tenders for the Management and Operation of Burrill Lake Tourist Park were advertised 15 February 2012 and closed on 7 March 2012. At the closing date eight (8) tenders had been received for Burrill Lake Tourist Park. A list of Tenders received are as follows:

Archer Park Pty Ltd Bush Management Services Pty Ltd C & C Hall & Family Pty Ltd Glenick Pty Ltd Noel Storey & Kirrily Dowling Keith & Jackie Harvey Peter Hall & Michelle Pinfield RJ & DL Pty Ltd

Tenders were assessed by Council staff for compliance and fulfilment of the stated selection criteria and five (5) tenderers were advanced to the interview stage. Key Issues: The current management team appointed by Council have completed almost eighteen (18) months of their contract and have terminated the contract in the manner dictated under the contract schedule. The current contractor has fulfilled their required duties under the contract and leaves the management of Burrill Lake Tourist Park on good terms with Shoalhaven City Council. The tender and evaluation process required under the Local Government Act has been undertaken and a suitable tenderer has been identified and is recommended. The tendered Gross Profit percentage is acceptable in terms of past management contracts and the projected income and growth expected of the property. Resourcing Implications – Financial, Assets, Workforce: Financial aspects of the management contracts for Council’s commercially operated Tourist Parks draw a fine line between sufficient funds for the contractor to provide a prudent level of staffing and equipment to effectively operate these complex properties and the need for Council to obtain the best value for money. Shoalhaven City Council considers the cost of operating these properties carefully in order to maintain an adequate business benefit to Council and a return to the Contractor that ensures the properties are operated and maintained for Council to the required industry standards.


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Community, Environment (ESD), Economic and Governance Impact: The Tender process for the appointment of a management contractor to Burrill Lake Tourist Park has been followed within the requirements of the provisions of the Local Government Act.

2. Draft Delivery Program 2012 – 2013 & Operational Plan 2012 - 2013 File 44691EIndex

PURPOSE OF THE REPORT To present the draft Delivery Program 2012 - 2013 and Operational Plan 2012 – 2013 for endorsement for the purposes of community consultation in accordance with the Local Government Act. RECOMMENDED that the draft Delivery Program 2012 – 2013 and Operational Plan 2012 – 2013 be: a) Endorsed for the purposes of community consultation together with other

elements of the Operational Plan 2012 – 2013, b) Considered further by Council following the conduct of a community

consultation program and receipt of community responses prior to adoption of the final Delivery Program 2012 – 2013 and Operational Plan 2012 – 2013.

COMMUNITY STRATEGIC PLAN Objective: 4.1 A Council that is actively engaged with the Community and

others in its decision making. Strategy: 4.1.1 Provide opportunities for genuine and representative

community engagement in Council’s decisions. Objective: 4.3 A Council that is respected, professional, trustworthy and

transparent. Strategy: 4.3.1 Ensure transparent and accountable fulfilment of Council’s

Charter and functions under the Local Government Act. DELIVERY PROGRAM Activity: 4.1.1.1: Actively communicate and engage with Community

Consultative Bodies and Business Chambers in relation to Council Policy, Plans, Budgets and Works Programs to determine community needs.

Activity: 4.1.1.3: Provide assistance in the implementation of Council’s Community Engagement Strategy through coordinated communications, internet and social media strategies.


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OPTIONS AND IMPLICATIONS Option 1: Endorse the document for community consultation purposes, as recommended.

Option 2: Endorse the document for community consultation purposes, incorporating variations (to be determined by the Policy, Resources & Reserves Committee and/or Council). Minor adjustments to the proposed budget and works program may also be required, to align with changes in Activities and/or Tasks.

Option 3: Delay endorsement of the document and seek major changes to it before proceeding to community consultation. This will likely require consequential changes to the proposed budget and works program. Depending on the complexity of issues to be addressed, delayed consideration of a consultation draft Part B would delay the community consultation phase for the entire DP/OP documentation, including budget and related content, thus placing the timely adoption of the budget and Revenue Policy at risk.

REPORT DETAILS Council is required as part of the Integrated Planning and Reporting (IPR) framework to consult on and adopt a Delivery Program (DP) for at least the term of the current Council, including the review of the DP each year. Council is also required to consult on and adopt an Operational Plan (OP) as a sub-set of the DP, each year, which must include the proposed Statement of Revenue Policy (income and expenditure, ordinary rates and special rates, fees and charges, proposed pricing methodology and proposed borrowings); proposed projects, programs and activities for the year; and a detailed budget for the year. The combined DP and OP for Shoalhaven City Council, with an extensive geographic area, diverse functions and programs and large financial, asset and workforce resources, including the detail required by the DLG IPR Guidelines, will inherently be a large and complex document. Council adopted the DP 2010-2013 and OP 2010-2011 in June 2010 as part of the introduction of the IPR framework, and to provide detail for the delivery of the Community Strategic Plan (CSP) Objectives and Strategies. This documentation has formed the basis of Council’s business planning and reporting and is subject to continual development and improvement. Together with the preparation of the 2012-2013 budget and related programs, staff have developed the draft OP for 2012-2013 and reviewed the DP to reflect the period 2012-2013. The draft revised DP and OP set out the Activities and Tasks to which the resources of the draft budget are addressed. Text of the draft DP 2012-2013 and OP 2012-2013 is included in the consolidated document provided as an Attachment to the Business Papers, being ‘Part B’. The subsequent Parts C (Financial) and D (Works Program) of the attachment document are also part of the Operational Plan.


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The draft DP and OP text is aligned to the Key Result Areas, Objectives and Strategies of the Community Strategic Plan, and ‘cascades’ through a hierarchy of Activities (=DP) and, where relevant, Tasks (=OP, printed in italics). The document includes Budget Type, Start and Finish dates, Performance Indicator and Accountability in relation to each DP Activity. Once adopted, the DP and OP content will be the basis of Group and Section plans for working purposes and will provide the framework for reporting of performance indicators in accordance with the adopted Indicators Framework. The content of the draft DP and OP is an iteration of the 2011-2012 DP, with the detail of OP Tasks included as a sub-set. Activities comprising the DP have been reviewed by Section Managers and Group Directors based on the allocated Accountabilities and having regard to the strategies of the Community Strategic Plan that each Section helps to deliver. Considerations in this review have included DP achievements thus far; Council’s adopted strategies, action plans and the like; resources expected to be available through the budget process; resolutions of Council; and risk assessment at the section and Strategy level. OP Tasks have been developed specifically as sub-sets of DP Activities, to identify discrete projects, programs or actions planned for the period of the 2012-2013 year as part of the respective Activity, and with a high level of commitment and confidence that these will be achieved during that period. Starting from the 2010-2011 DP-OP baseline, staff have sought to reduce the number of Activities and to deal with more detailed proposed actions at the Tasks level. In practice, not all Activities have sub-set Tasks allocated, and it remains likely that more Activities could ultimately be transferred to Tasks status, making the overall document more concise and manageable for the reader. Resourcing Implications – Financial, Assets, Workforce: The draft DP and OP represent the Activities and Tasks to which Council’s 2012-2013 budget will be directed, once adopted, with the objective of ‘delivering’ the Strategies and Objectives of the Community Strategic Plan. The DP and OP are important in establishing commitment to service programs, works programs and projects and corporate activities and initiatives that will produce good value community outcomes from the $307 million per annum budget of public funds that Council manages. Resources are available for the community consultation process with respect to the draft DP-OP. Council has resolved to consider additional resourcing for the implementation of IPR requirements generally into 2012-2013 and beyond. Community, Environment (ESD), Economic and Governance Impact: The DP and OP are directed to delivering Council’s Community Strategic Plan Objectives across the four Key Result Areas of communities, environments, economy and leadership. Consideration of DP Activities and OP Tasks will determine the extent and priority of delivery of CSP Strategies in the four Key Result Areas. Community meetings are scheduled to be held at the Nowra Administrative Building on Thursday 3rd May, Ulladulla Civic Centre on Wednesday 9th May, and the Vincentia High School Auditorium on Wednesday 16th May all commencing at 7:00pm. All CCB’s &


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Business Chambers have been notified of these meetings, and the community will be notified through public advertising over the next few weeks.

3. Draft Budget 2012 / 2013 File 45149EIndex

PURPOSE OF THE REPORT The Draft Budget for 2012/13 is presented to Council for consideration. The Draft Budget has been developed following three Councillor Briefing sessions, and contains policy suggestions given by Council from the briefing sessions held. The budget being presented includes an operational savings target and has a cash deficit result of $1.236 million which includes an additional $1million to be allocated to road infrastructure renewal. The report presents options to be considered to reduce the deficit to a cash balanced budget. RECOMMENDED that a) Council adopts the 2012/13 Draft Budget and includes it as part of Council’s

Draft Operational Plan for public exhibition for a period of 28 days from Tuesday 1st May 2012.

b) Council seek feedback from the public during the exhibition period on the options presented to eliminate the cash deficit.

COMMUNITY STRATEGIC PLAN Objective: 4.5 A Council that is accountable and sustainable Strategy: 4.5.1 Manage Council’s finances and resources in accordance with

the Resourcing Strategy DELIVERY PROGRAM Activity: 4.5.1.5 Manage Council’s financial resources in accordance with

statutory requirements and guidelines and policies set by Council

OPTIONS AND IMPLICATIONS Option 1: Council adopt the draft budget as presented and resolve to place it on public exhibition for 28 days.


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Option 2: Council recommend amendments to be made to the current draft budget and resolve to place the amended draft budget on exhibition for 28 days.

REPORT DETAILS

The General Fund Draft Budget for 2012/13 is presented to Council with a cash deficit of $1.236 million. Options to reduce this deficit to a balanced budget are presented in this report for consideration by Council and to obtain feedback from the public during the exhibition period.

# During the last Councillor briefing of the draft budget a range of options were presented (see Attachment). Suggestions made at the briefing consisted of:

• Fund the additional budget for “Tree Management” ($75,000) from reductions or

savings in other votes • Don’t fund the Volunteer Co-ordinator position & existing staff undertake this function

combined with a simple on-line registration & approval process for volunteers From the list of unfunded projects: • Abandon/delete the ‘Northern Shoalhaven Leisure Centre’ Project $20 m • Abandon/delete the ‘Nowra Traffic Strategy’ Project $16m • Abandon/delete the ‘Nowra Eastern Bypass’ Project $11.973m • Abandon/delete the ‘Public Land Acquisition’ (Huskisson) Project $4m • Fund the ‘Northern Shoalhaven Indoor Sports Complex’ Project in

the 3 year Delivery Program 2012 – 15. $8m

In addition the Milton/Ulladulla Rugby League Football Club have written to Council requesting that the Mollymook Oval Multi Purpose Building project be included and recognised as an Unfunded Project at this time. At this point none of the above have been actioned pending a Council resolution. Comparison of Proposed Rates and Annual Charges 2011/12 vs 2012/13 General Fund Following are details of the key components and assumptions included in the Draft Budget for 2012/13. The rate-pegging limit set by IPART for the 2012/13 financial year is 3.6%. IPART determined that the Local Government Cost Index increased by 3.4% and have added 0.4% as an advance for carbon pricing and subtracted a 0.2% productivity factor.


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A comparison of rates levied on a typical property in the city for 2011/12 vs 2012/13 is as follows: 2011/12 2012/13 % Change General Rates ($177,000 Valuation) $763.20 $790.71 3.6% Domestic Waste Management Charge (120 litre) $250.00 $263.00 5.2% Storm Water Charge $25.00 $25.00 0.0% Total Charges $1,038.20 $1,078.71 3.9% Budget Assumptions The preparation of the Draft Budget is based on the following assumptions:

On-Cost Salary and Wages 38.40% Salaries and Wages increase Inflation

3.25% 3.00%

Award Projected

Electricity prices – small sites Electricity prices – large sites Electricity prices – street lighting Interest on Investment

10.00% 20.00% 22.00% 5.50%

Projected Projected Projected Projected

Interest on Loans 8.00% Projected General Purpose rate increase 3.60% Water Access 3.85% Water Usage 3.33% Sewer Access 5.12%

Carbon Pricing Impact The impact of carbon pricing on all materials and services other than electricity is to be absorbed within the 3% increase in budget for inflation. It is estimated that increase in electricity costs will be significantly greater than 3% so the proposed budget has been increased to reflect this. Loan Program The Draft General Fund Budget includes loan funding for some major capital works projects as well as projects where there is a separate cash flow that can be used for repayments. Council’s General Fund Loan Program for the 2012/13 Operational Plan is set out below.

2012/13 Public Land Acquisition $1,720,000 Southern Shoalhaven Library/Civic Centre $2,000,000 Local Road Reseal Program $2,000,000 Nowra Pool Rehabilitation $ 100,000 Ulladulla Harbour Boardwalk $ 237,500 AATP electricity and fire provisions $ 500,000 Integrated Software Solution $ 70,000 Holiday Haven Tourist Parks $2,386,340 Total $9,013,840


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Council’s projected Loan Repayments (principal and interest) in 2012/13

$ ‘000 General Fund 7,892 Water Fund 448 Sewerage Fund 7,350

General Fund - Strategic Projects Reserve Strategy It is proposed to transfer an amount of $4.39 million from the Strategic Projects Reserve during 2012/13. Council’s strategy for the Strategic Projects Reserve is to transfer the whole of the dividend from Shoalhaven Water (projected to be $1.7 million in 2012/13) and any other land sales (apart from Industrial Land Sales) to the Strategic Projects Reserve. Lands sales are expected to total over $5.1 million over the next two years, with $4.75m due to be paid for the Shaolin Temple site. Transfers to and from the Strategic Projects Reserve and the estimated balances are indicated below.

2012/13 Estimated Opening Balance $3,321,397 Transfers to Reserve $7,116,235 Transfers from Reserve $4,392,016 Closing Balance $6,045,617

Analysis of Capital Works Budgets General Fund Capital expenditure of $37 million is in the Draft Budget and this is similar to the 2011/12 budget when the $8.402 million deferred from 2010/11 is included. Allocations for renewal of assets and progressive increases in these allocations have received priority. An additional $1 million has been allocated to the Roads and Transport budget for infrastructure renewal. The following table sets out the allocation in the major works programs: Asset Renewal 2010/11 2011/12 2012/13 Aquatic Recreation 485,000 450,000 565,000 Cemeteries 101,000 130,000 111,000 Computers, Furniture and Equipment 250,000 436,400 2,335,000 Corporate Business and Contracting Units 28,000 59,000 31,000 Council Buildings and Property 890,000 1,244,000 3,190,000 Fleet Management 5,296,000 6,250,000 6,168,907 Library 403,000 429,000 403,000 Parks & Reserves 207,000 374,000 466,000 Roads and Transport 3,332,000 4,558,600 6,893,000 Tourist Parks Operations 4,386,000 1,305,000 2,445,000 Waste Management 693,000 980,000 840,000 Waterways, Coastal & Floodplain 625,000 507,000 318,000

16,696,000 16,723,000 23,765,907


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Asset Growth 2010/11 2011/12 2012/13 Cemeteries 0 187,000 0 Council Buildings and Property 0 15,000 3,450,000 Parks & Reserves 1,351,000 46,000 74,000 Roads and Transport 600,000 998,000 250,000 Waterways, Coastal & Floodplain 0 205,000 0

1,951,000 1,451,000 3,774,000

Assets New 2010/11 2011/12 2012/13 Communications and Electrical 3,285,000 16,943 Computers, Furniture and Equipment 2,700,000 359,306 62,000 Council Buildings and Property 600,000 103,000 190,000 Economic Development 485,000 1,350,000 1,020,000 Fire Protection & Emergency Services 1,937,000 600,000 710,000 Parks & Reserves 5,485,592 339,000 1,556,500 Roads and Transport 0 4,232,592 3,315,592 Tourist Parks Operations 1,563,348 4,133,000 2,434,340 Waterways, Coastal & Floodplain 100,000 932,076 833,000

16,155,940 12,065,917 10,121,432 34,802,940 30,239,917 37,661,339

Shoalhaven Water Budget

The proposed water and sewer charges for the 2012/13 financial year follow the pricing path set down in the current delivery program/operational plan. This would mean an increase of $3 per year for the residential water access charge, an increase of 5 cents per kL for water usage and an increase of $33 per year for the residential sewer access charge. The table below shows the impact of these proposed charges on residential bills with different annual water use volumes. For an “average” household use of 145 kL/annum, the total Shoalhaven Water bill would increase by $43.25 for the year.


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2011/12 2012/13 %

increase $ increase

Access Charge

$78 $81 3.8%

Usage Charges

Usage per annum in kL

$1.50 $1.55 3.3% Per annum

Per week

Per bill (quarterly)

50 $153.00 $158.50 3.6% $5.50 $0.11 $1.38

100 $228.00 $236.00 3.5% $8.00 $0.15 $2.00 145 $295.50 $305.75 3.5% $10.25 $0.20 $2.56 200 $378.00 $391.00 3.4% $13.00 $0.25 $3.25 450 $753.00 $778.50 3.4% $25.50 $0.49 $6.38 Add Sewerage

$645.00 $678.00

Usage per annum in kL

Per annum

Per week

Per bill (Quarterly)

50 $798.00 $836.50 4.8% $38.50 $0.74 $9.63 100 $873.00 $914.00 4.7% $41.00 $0.79 $10.25 145 $940.50 $983.75 4.6% $43.25 $0.83 $10.81 200 $1,023.00 $1,069.00 4.5% $46.00 $0.88 $11.50 450 $1,398.00 $1,456.50 4.2% $58.50 $1.13 $14.63

The proposed charges reflect Best Practice pricing as required by the NSW State Government. The charges aim to achieve full cost recovery, pay a dividend to Council and provide for renewal of infrastructure.

The income for the water fund is heavily influenced by factors such as weather patterns and consumption trends, as over 70% of residential water income is derived from usage charges. The combination of pricing, demand management education, economic factors and climatic variations has now driven water demand down to its lowest level since the mid 1980s.This trend has continued in recent years despite increases in the number of water supply customers. This reduction in usage has been factored into the projected income and expenditure figures for the water fund.

The sewer fund income requirements are significantly affected by the backlog sewerage schemes. Significant borrowings in this fund are required to complete both backlog and asset enhancement works to meet regulatory licence requirements.

Councillors were presented with the following draft income and operating expenditure figures at the briefing on the 13th March.


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Water 20 YR 2011/12 2012/13 Operating Income Residential & Non Residential Availability Charges 3,851,550 4,013,781 4.2% Residential & Non Residential Usage Charges 13,461,158 13,717,775 1.9% Interest Income 1,892,673 2,164,673 14.4% Other Income 1,864,141 1,783,311 -4.3% Grants for Pensioner Rebates 492,289 487,914 -0.9% Developer Charges 650,000 670,913 3.2% Total Operating Income 22,211,811 22,838,367 2.8% Operating Expenditure Management and Administration (inc. Admin. Charge to General Fund)

6,558,615 6,718,912 2.4%

O & M – Dams & Weirs 217,330 223,852 3.0% O & M – Mains 2,398,089 2,523,041 5.2% O & M – Reservoirs 294,957 293,943 -0.3% O & M – Pumping Stations 1,196,410 1,235,797 3.3% O & M – Treatment 1,984,978 1,964,453 -1.0% Major Maintenance 390,000 425,000 9.0% Plant Operating 719,036 744,840 3.6% Sub Total Operating Expenditure (excluding interest and depreciation)

13,759,415 14,129,839 2.7%

Depreciation Expense 6,313,783 6,503,000 3.0% Interest on Loans 107,567 84,588 -21.4% Total Operating Expenditure 20,180,765 20,717,427 2.7%


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Wastewater 20 Yr 2011/12 2012/13

Operating Income Residential & Non Residential Access Charges 30,039,667 31,729,640 5.6% Residential & Non Residential Usage Charges 1,292,770 1,292,770 0.0% Trade Waste Charges 164,000 170,000 3.7% Extra Charges 1,029,366 1,137,700 10.5% Interest on Investments 263,077 51,349 -80.5% Other Revenues 1,266,942 1,331,965 5.1% Grants for acquisition of assets 9,070,287 2,838,038 -68.7% Grants for pensioner rebates 488,019 491,192 0.7% Developer Charges 1,376,085 850,545 -38.2% Total Operating Income 44,990,214 39,893,198 -11.3% Operating Expenditure Management Expenses (Incl. Admin. Charge to General Fund)

6,961,363 7,183,666 3.2%

O & M – Mains 2,386,547 2,422,638 1.5% O & M – Pumping Stations 3,552,071 3,667,082 3.2% O & M – Treatment 5,152,351 5,518,527 7.1% Sanitary Services 841,000 897,167 6.7% Major Maintenance 339,950 400,000 17.7% Plant Operating 1,005,293 1,031,840 2.6% Sub Total Operating Expenditure (excluding interest and depreciation)

20,238,575 21,120,920 4.4%

Depreciation Expense 10,505,412 10,822,000 3.0% Interest Expense 3,263,131 3,153,656 -3.4% Total Operating Expenditure 34,007,118 35,096,576 3.2%

A similar exercise in cost reduction as undertaken in the general fund has been applied to the water and sewer draft budgets above. A saving of $213,000 from the Shoalhaven Water group has been targeted. The following reductions are proposed to achieve these savings:

1. Reduce major maintenance budgets by deferral of air scouring and mains cleaning

contract work – reduce budgets by $50,000 in each fund – saving of $100,000 2. Reduce staff training budget by 20% - saving of $28,000 3. Reduce water tank rebate program – saving of $5,000 4. Reduce allowance for water restrictions – saving of $20,000 5. Remove the $50,000 allocated for event sponsorship 6. Reduce water education budget by $10,000

Should Council wish to further reduce operational budgets from the water/sewer funds, other options such as plant reduction will be quantified.

Shoalhaven Water – Water Fund Based on the capital works program in the water fund, no new loans are required for the water fund for the current delivery program period.


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Asset Renewal 2010/11 2011/12 2012/13 Chargeable Private Works 0 100,000 100,000 Other Asset Purchases 2,140,468 2,079,550 1,823,380 Renewal / Replacement Works 1,731,500 2,701,000 2,490,500

3,871,968 4,880,550 4,413,880

Asset Growth New Works Growth 365,000 725,000 300,000

365,000 725,000 300,000

Assets New New Works (Asset Enhancement) 2,386,500 4,896,000 3,260,000

2,386,500 4,896,000 3,260,000 6,623,468 10,501,550 7,973,880

Shoalhaven Water –Sewer Fund Asset Renewal 2010/11 2011/12 2012/13 Chargeable Private Works 100,000 Other Asset Purchases 1,005,850 2,004,500 1,324,500 Renewal / Replacement Works 3,333,000 5,238,000 4,386,000

4,338,850 7,242,500 5,810,500

Asset Growth New Works Growth 8,934,000 10,111,000 3,320,000

8,934,000 10,111,000 3,320,000

Assets New New Works (Asset Enhancement) 7,141,000 18,511,000 11,323,832

7,141,000 18,511,000 11,323,832 20,413,850 35,864,500 20,454,332

Operating Budget Analysis Additional items included in the 2012/13 draft operating budget for General Fund are:

• $88,000 Graffiti Control Officer • $70,000 Community Volunteer Co-ordinator • $80,000 in Development & Environmental Services Legal Costs • $272,000 Reduction in Development & Environmental Services Income


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• $84,000 Events Co-ordinator • $75,000 Tree Management

Key Issues: The 2012/13 Draft Budget currently has a cash deficit of $1.236 million. It is necessary to reduce this deficit and Council adopt a balanced budget. Options being presented to Council for consideration to reduce the deficit are: Option 1 Option 2 Reduce donations -100,000 Cut Nowra CBD Promotion funding -157,000 -157,000 Reduce Councillor Conference Expenses -20,000 Fund Tree Management within existing budgets -75,000 Groups to cut existing operating budgets -958,610 -1,003,610 Total Cuts to Budget -1,235,610 -1,235,610

The impact on services that will result from reductions to existing operating budgets for each Group may include items such as: General Manager – Target $5,500 to $6,000

• Innovation and Operations review $1,500 • Conduct Committee and Legal Expenses $1,500 • Civic Receptions $2,500 (Option 1), $3,000 (Option 2) • Any further cuts above the target would be to Official Openings

Assistant General Manager – Target $102,200 to $107,000

• Reductions unspecified City Services and Operations – Target $477,200 to $499,610

• Close Bomaderry outside pool for 3 months during winter $20,000 • Show Societies co-contribute to grounds damage $5,000 • Reduce Aerial Patrol Donation $5,000 • Reduce Lady Denman Museum support to $80k per annum $20,000 • Comerong Island Ferry change in operation conditions $20,000 • Nowra Streetsweep – reduce to 5 days per week $5,000 • Reduce Arts Board Budget $10,000 • Not fill Arts Development Manager for 2012/13 $80,000 • Downsize an Operational Unit $30,000 • One year reduction in Parks Maintenance design $8,000 • Reduce Parks tree planting $7,000 • Hand back to State Govt flood mitigation assets & maintenance $40,000 • Reduce seasonal pool season by 6 weeks $80,000 • Change Milton library to volunteers model $15,000 • Reduce library book purchases for one year $10,000 • Reduce library furniture equipment purchases for one year $10,000 • Reduce Voluntary User Contribution Scheme budget for one year $100,000 • Reduce fee waiver requests $5,000 • Reduce advances to community groups budget $20,000


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• Reduce weekend bin servicing $10,000 Development and Environmental Services – Target $86,000 to $90,000

• Council would no longer provide the free Heritage Advisory Service • One full time administrative position would not be filled on becoming vacant • Reduction in staffing – (unspecified)

Finance & Corporate Services – Target $212,310 to $222,000

• Catering services within the Admin Building to be rationalised • Cost of operating the Admin Building reduced through reduction in services • Rationalisation of Supply functions • Reduction in general staffing – (unspecified)

Strategic Planning & Infrastructure – Target $75,400 to $79,000

• Reduction in consultancy budget • Minor restructure based on vacant positions and expected vacancies. This will

require changing some unit portfolios, redesign of job descriptions and sharing of planning resources

In addition to these cuts the budget has a target of $161,000 of reductions to be made following an Operational Review. This is the target for 2011/12 and will flow on to 2012/13 once the reductions have been identified. A report on the progress of the operational review will be provided at the Quarterly Budget Review for March 2012. Resourcing Implications – Financial, Assets, Workforce: The Council’s Operational Plan is a critical document that allocates funding towards works and services by Council to its community. Community, Environment (ESD), Economic and Governance Impact: As part of the preparation of the draft budget some community engagement has occurred with CCB’s as per a previous Council resolution. Council resolved at the March 2012 Ordinary Meeting to ‘consider the CCB feedback indicating a need to increase funding for basic infrastructure and maintenance works of pathways, verge mowing, kerb and gutter, parking and streetscape works within towns and villages’. In the draft budget presented there has been no additional funding provided for the above community priorities and this may be subject to further submissions during the exhibition period unless Council addresses this matter prior to adoption of the draft. The community receive an opportunity to make submissions to Council as part of the consultation period during the month of May 2012. As part of this consultation phase, 3 public meetings are scheduled to be held at the Nowra Administrative Building on Thursday 3rd May, Ulladulla Civic Centre on Wednesday 9th May, and the Vincentia High School Auditorium on Wednesday 16th May all commencing at 7:00pm. All CCB’s & Business Chambers have been notified of these meetings, and the community will be notified through public advertising over the next few weeks.


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4. Proposed Changes to the 2012/2013 Rating Structure File 44691E & 2973EIndex PURPOSE OF THE REPORT To report on a request by Council to revise the amount of rates levied on the Business Nowra rating category and to spread any shortfall in rates that may occur across the Business rating category with a view to distributing the rates in a more equitable manner. SUBMITTED for Council’s consideration COMMUNITY STRATEGIC PLAN Objective: 4.3 A Council that is respected, professional, trustworthy and

transparent. Strategy: 4.3.1 Ensure transparent and accountable fulfilment of Council’s

charter and functions under the Local Government Act. DELIVERY PROGRAM Activity: 4.3.1.8 Levy annual rates and charges in accordance with legislative

requirements under the Local Government Act 1993. OPTIONS AND IMPLICATIONS Option 1: Maintain the Business Nowra overall rate income at the 2011/2012 level of $1,513,452 and spread the projected 2012/2013 Business Nowra rate increase of $54,484 across assessments in the Business rating category. (Chart 1) Option 2: Maintain the current rating structure and increase all rating categories by the allowable rate pegging limit of 3.6% for the 2012/2013 rating period as in previous years. (Chart 2) Background: A review of the amount of rates levied in each rating category has shown the Business Nowra rating category may be contributing a disportionate amount of rates compared to the other business rating categories. Under Section 514 of the Local Government Act (1993), Council must declare all properties to be within one of 4 rating categories; • Residential • Farmland • Business • Mining


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Council has previously resolved under Section 529 of the Local Government Act (1993) to create sub-categories of the Business category and the following sub categories were formed; • Business Nowra – includes all businesses within a defined area of the Nowra

Central Business District (CBD) • Business Ulladulla - includes all businesses within a defined area of the Ulladulla

Central Business District (CBD) • Business – includes all other businesses with a business or commercial content

which is outside of the Nowra and Ulladulla Central Business District (CBD) • Business Permit – includes rating of jetties, wharves, slipways and pastoral leases

issued by the Department of Lands

REPORT DETAILS Council currently receives the following rate yield from the three main Business rating categories. As can be seen by the chart, properties in the Business Nowra rating category pay a larger amount of rates on average than both the Business and Business Ulladulla rating categories.

RATING CATEGORY

NO. OF ASSESS.

TOTAL YIELD

AVERAGE VALUATION

AVERAGE RATE

Business 1,597 $2,328,668 $384,056 $1,458 Business Nowra 333 $1,513,452 $460,207 $4,544 Business Ulladulla 109 $291,819 $557,115 $2,677

Ratepayers in the Business Nowra category contribute toward a wide range of projects which would benefit their property including the construction & maintenance of car parks, a specific amount paid for Nowra CBD Promotion, a contribution to the Tourism Board and other CBD improvements. There is no single amount which is specifically allocated for each of the above projects or services each year, other than the $157,000 payment which is made to the Shoalhaven Business Chamber for Nowra CBD Promotion. The issue that Council needs to address is whether the level of rates paid by the Business Nowra category compared to the other Business rating categories is equitable. It is an option for the 2012-2013 financial year to not increase the Business Nowra rating category by the allowable 3.6% rate pegging increase and spread the $54,484 increase which would have been attributed to Business Nowra across the Business category. If Council chose to not increase the yield in the Business Nowra rating category, the impact of the distribution of this amount of rates on the Business rating category would result (on average) in an additional $34.00 per rating assessment and a total increase (on average) of 5.93% or $86.00 for the 2012-2013 rating year. The Business Nowra rating category on an average valuation of $460,000 would receive a reduction of approximately $160.00 per annum if Council chose to redistribute the rating yield in this way.


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Resourcing Implications – Financial, Assets, Workforce: There is no financial impact to Council as the overall net rating income position remains the same. Community, Environment (ESD), Economic and Governance Impact: The Nowra CBD is suffering due to the downturn in the economy and the flattening of real estate prices. This can be seen through the latest revaluation which has seen an overall decrease in land value of 1%.

CONCLUSION Council must each year adopt the rating structure and from time to time change the mix of the amount of rates each rating category contributes. This allows Council to examine the present rating structure and to make appropriate changes or adjustments to what they believe each rating group should contribute in rates.

5. Request for Financial Assistance, Fee Waiver and Use of a Council Facility

Harbourfeast Food and Wine Festival File 4771E & 1247EIndex PURPOSE OF THE REPORT To consider a request from Milton Ulladulla Rotary Club for the following assistance from Council for the Harbourfeast Food and Wine Festival:

• Request for financial assistance of $10,000.00 • Use of Council facility- Ulladulla Civic Centre Grounds • Request for waiving of hire fees $415.80.

This event is planned for October or November 2012. The date has not been confirmed due to the recent discussions relating to the Ulladulla Civic Centre. RECOMMENDED that Council: a) Not approve the request from the Milton Ulladulla Rotary Club for funding in

the amount of $10,000.00 for the purpose of the Harbourfeast Food and Wine Festival

b) As a policy position, require all groups who are financially assisted to provide a reconciliation of their expenditure as a requirement before any future requests for funding are considered.

c) Approve the use of the facility for the purpose of this group subject to normal conditions outlined in their licence agreement and Development Consent


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d) Approve the request from the Milton Ulladulla Rotary Club Inc for a fee waiver in the amount of $415.80 for the hire of the Ulladulla Civic Centre Grounds.

e) Confirm that fee waivers are not approved before the applicant has received a donation / funding from Council, should the event occur on other property;

f) As its policy position, determine that all events funded be required to comply with Councils Sustainable Events policy as part of the WASIP Program.

COMMUNITY STRATEGIC PLAN Objective: 1.1 A city of diverse, united and connected communities 1.2 A creative, vibrant generous active and learning community Strategy: 1.1.6 Encourage and support activities, events and festivals at

which communities in the Shoalhaven can gather and celebrate

1.2.2 Plan and provide community, cultural and recreational facilities to ensure they meet community needs and aspirations

DELIVERY PROGRAM Activity: 1.1.6.1 Provide and facilitate a program of civic events that recognise

and celebrate achievements and important occasions in the community

1.1.6.2 Promote and support community events, celebrations and social/recreational activities that address key social issues and assist in building community cohesion

1.2.2.4 Ensure broad community access to Councils public community centres and public halls

OPTIONS AND IMPLICATIONS Option 1: As per the recommendation Option 2: a) Council approve the request from the Milton Ulladulla Rotary Club for funding in

the amount of $10,000.00 for the purpose of the Harbourfeast Food and Wine Festival to be funded from the Unallocated Donations Vote

b) Council approve the use of the facility for the purpose of this group subject to normal conditions outlined in their licence agreement and Development Consent

c) Council not approve the request from the Milton Ulladulla Rotary Club Inc for a fee waiver in the amount of $415.80 for the hire of the Mollymook Beach Reserve or Ulladulla Civic Centre Grounds.


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d) As a policy position, require all groups who are financially assisted to provide a reconciliation of their expenditure as a requirement before any future requests for funding are considered.

e) Confirm that fee waivers are not approved before the applicant has received a donation / funding from Council, should the event occur on other property;

f) As its policy position determine that all events funded be required to comply with Councils Sustainable Events policy as part of the WASIP Program.

Implications: This would not be consistent with recommendations to reduce the global donations vote to balance the budget. Option 3: Council approve a lesser amount and suggest the group seek additional funding from other sources. Option 4 That the request be referred to the Events Board for consideration. Note this is not supported for the reasons detailed in the report.

REPORT DETAILS Council has received a request from the Milton Ulladulla Rotary Club who are organising the Ulladulla Harbourfeast Food and Wine Festival. The group is seeking the following assistance:

• Financial Assistance for an amount of $ 10,000.00 • Use of the Ulladulla Civic Centre Grounds • Waiving of Hire fees for the use of the Reserve.

Financial Assistance Request The Milton Ulladulla Rotary Club is seeking an amount of $ 10,000.00 which is to be used to assist with the costs associated with this event. The submission points out the following benefits arise from this festival:

a) The townships of Milton and Ulladulla benefit directly from the influx of tourists who spend in the shops, stay at the accommodation and use local facilities. b) The Shoalhaven area benefits from television and radio, printed and internet exposure showcasing the event. Local entertainers get an opportunity to display their talent to crowds of up to 2000 spectators. c) Local eateries and wineries have an opportunity to showcase their products to a large clientele.


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These benefits have not been substantiated or quantified, and it is submitted that there is minimal tourism value in convening a single day event, which is one of the reasons the request was not initially considered by the Events Board. The submission also proposed that Council will be promoted on all printed advertising, radio and TV promotions for this event. Council has previously assisted the Milton Ulladulla Rotary Club for this event. Details of that assistance is set out below: Events Board 2011 $10,000.00 Other activities of the Milton Ulladulla Rotary Club that have received Council assistance are: Business of the Year Awards 2011 $ 2,500.00 This event was funded by the Events Board in 2010/11, but the request for 2012/13 was not referred to the Events Board for the following reasons:

• it was not considered to be an eligible event under the Events Board Guidelines. • The Events Board Budget for 2012/13 has already been committed and there are

no additional funds available for this event. • there is little Tourism value from the point of view of marketing and promotion that

is likely to be generated from this event. Option 4 provides for the request to be considered by the Events Board. However, for the reasons detailed above, it is considered the Board would be unlikely to favourably consider the request. If Council adopted this option, the next available meeting of the Events Board at which this request could be considered is set down for June. The other potential funding source is the Unallocated Donations Vote. Presently the draft budget for that area shows an amount of $22,261.00 which has not been allocated for 2012/13. This request does not comply with Councils Donation Policy. The policy provides that assistance will not be considered in the following circumstances:

• where a project will financially benefit a profit making organisation or individual

• where the proceeds or entry fee from a project or event is being donated to another organization

Staff have, over recent years, observed that requests for Donations are escalating at a significant rate. There has been more than a 110% increase in donations made since 2005/06 Financial Year. Council is mindful of the other cost escalations while at the same time, its income is limited by rate pegging legislation. For this reason and as the request does not comply with the Donations Policy, it is considered irresponsible for staff to recommend financial support for this project.

Use of Facility


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The group is seeking to use the Ulladulla Civic Centre Grounds for this event. The fees applicable for this hire are as follows: • Market, Food & Wine Festivals or Similar @ $207.90 per day From information submitted in their Sustainable Event Application Form, it is proposed to enter into a licence agreement and Development Consent with the event coordinator for the use of the facility which contains the normal conditions for the hire of such a facility. Fee Waiver In addition, the group is seeking a fee waiver for the hire of the facility. Should Council be of a mind to support this request, it will need to identify a funding source as merely waiving fees has an adverse affect of the operating revenue for Council facilities generally, the impact of which is that Council is unable to adequately maintain or improve these facilities without financial support from other groups. This group has not been granted previous fee waivers for this event, as all fees were payable from their $10,000 grant. Similar Events that are funded by Council are as follows: Council had allocated $6,000.00 from the Donations Vote toward Clayridge Farm who were proposing the Shoalhaven Food and Wine Show in May this year. However, this event will not be proceeding. Council previously funded this event in the amount of $6,000.00 in January 2011 Acquittal of Funds Allocated The present policy position of Council is that no detailed reconciliation statement is provided for many of the grants provided to Council. In order to improve accountability for groups who are provided with financial assistance from Council, the recommendation provides for an adjustment in the Council’s current policy position. This adjustment will require all groups who receive funding from Council to provide a detailed acquittal of funds for the project or event within 30 days of the receiving the funds or the event. Any group who does not provide an acquittal that demonstrates the use of the Council funds will not be eligible for future funding. Sustainable Events Policy The Sustainable Events Policy requires events to be working toward reduced environmental impacts which include: • Waste minimisation and recovery • Reducing energy and water consumption • Green transport • Venue selection


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• Reducing print material • Purchasing and procurement • Carbon management The recommendation provides that the Harbourfeast complies with this policy.

Resourcing Implications – Financial, Assets, Workforce: At the time of preparing this report, there are funds available in the Unallocated Donations Vote. However, approval of this request will reduce the balance remaining in this section of the draft budget (at the current stage of preparation) for other events to $12,261.00. It is Community, Environment (ESD), Economic and Governance Impact: The Donations policy excludes events that are likely to financially benefit a profit making organisation and individual. Council has an extremely tight budget for 2012/13 and a number of options are expected to be placed on public submission, including reviewing the donations paid to individuals and groups.

P.J. Dun DIRECTOR, FINANCE AND CORPORATE SERVICES R.D Pigg GENERAL MANAGER


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TUESDAY, 10 APRIL, 2012 CITY SERVICES AND OPERATIONS 6. Outcome of Proposal to Establish a Management Committee - Ulladulla Civic

Centre File 2611EIndex PURPOSE OF THE REPORT To provide feedback to Council on the outcome of actions taken in establishing a management committee for the Ulladulla Civic Centre and to seek support to create an Ulladulla Civic Centre, Library and Tourist Information Redevelopment - Project Reference Group. RECOMMENDED that: a) The management of the Ulladulla Civic Centre remain with Council staff for

the immediate future. b) A Project Reference Group be created to assist in finalising the detail design

of the Ulladulla Civic Centre, Library and Tourist Information Centre Redevelopment project

c) Council receives a further report on the terms of reference including membership of the Project Reference Group.

COMMUNITY STRATEGIC PLAN Objective: 1.2 A creative, vibrant, generous, active and learning community Strategy: 1.2.2 Plan and provide community, cultural and recreational

facilities to ensure they reflect community needs and aspirations

DELIVERY PROGRAM Activity: 1.2.2.7 Support and assist volunteer management committees of

Council in the provision and delivery of community centres and public halls by providing guidance and advice

OPTIONS AND IMPLICATIONS Option 1: Adopt the recommendation as proposed


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Option 2: Identify and adopt an alternate recommendation REPORT DETAILS In November 2011 a report was presented on a proposal to establish a Management Committee for the Ulladulla Civic Centre. At its meeting held 29 November 2011, Council adopted MIN11.1180, resolving that:

“a) Council approve the establishment and adoption of a Management Committee, with delegation under Section 355 and 377 of the Local Government Act 1993, for the care, control and management of the Ulladulla Civic Centre comprising representatives from user groups and the community with authority to expend up to an amount of $5,000 in accordance with Management Committee guidelines.

b) Council provide seed funding of $1,500 to enable the Ulladulla Civic Centre Management Committee to commence operations.

c) A member of the Shoalhaven Access Advisory Committee be a representative on the Management Committee to address access issues.”

Key Issues: With the keen community interest in the proposed refurbishment of the Ulladulla Civic Centre, it provided an opportune time to seek interest from the user groups and community in the future management of the venue. All user groups, both regular and casual hirers, of the Civic Centre were contacted by letter, inviting them to attend an information session on the establishment of a management committee. A copy of the Management Committee Guidelines (POL10/131) accompanied the letter. A further letter was sent to the user groups advising details of the meeting along with a public notice in the South Coast Register and the Milton / Ulladulla Times two (2) weeks prior to the meeting date. The meeting was held 28 February 2012 at the Ulladulla Civic Centre which was well attended by approximately twenty (20) people, including user group representatives from Senior Citizens, Combined Pensioners & Superannuants, Physical Culture, The Entertainers, Rotary Club of Milton Ulladulla, Escape Artfest, the Dunn & Lewis Centre, Coastal Beats, Ulladulla Community Resource Centre, the Milton Ulladulla Lions Club and a number of interested community members. The Community Facilities Officer and Leisure Services Manager explained the purpose of the meeting and provided information on how a management committee operates. This included information on volunteering and the benefits of local community involvement in the management on community facilities. The roles and responsibilities of a management committee was explained and discussed at the meeting, and a number of questions were posed by those attending which were answered by the Council staff present.


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The attendees expressed their concern regarding the volume of work that would be involved if the facility was to run by a management committee and that it would not be practical for volunteers to take it on. This included concerns about managing bookings, issuing of keys, facility inspections after use, book keeping and facility maintenance. After discussion and answering of questions, there was a clear consensus, from those groups / representatives in attendance, that a management committee comprising of only volunteers would not be suitable for the future management of the Ulladulla Civic Centre with the volume of work that would be required and that the facility should be managed by professional, paid employees. Although not discussed at the time of the meeting with attendees, it has been suggested that it may be valuable to create a Project Reference Group to assist in the detail design phase of the Ulladulla Civic Centre, Library and Tourist Information Centre redevelopment project. Members of the Project Steering Panel that assisted in the concept plan provided guidance as representatives for the needs of the whole of the Ulladulla community. For detail design phase it is considered that members of the Reference Group have more specific experience as a user. Therefore, it is recommended that expressions of interest be sought from user groups that utilise the existing facility as well as attendees that expressed an interest in the management committee. Terms of Reference for the Project Reference Group are being drafted and it is envisaged that a further report will be presented to Council for consideration and to seek adoption to proceed. Resourcing Implications – Financial, Assets, Workforce: The venue is currently managed part-time (20 hours per week) by a staff member from the Ulladulla Library / Visitors Centre. Once the Centre is redeveloped, if usage increases significantly, then alternative management options may need to be investigated. The proposed Project Reference Group will be funded from existing budgets. Community, Environment (ESD), Economic and Governance Impact: The meeting with the user groups and community representatives enabled discussion and information to be provided on encouraging greater local and volunteer involvement in the management and delivery of services at the Ulladulla Civic Centre through the establishment of a management committee. Feedback from the meeting strongly indicated that the communities were not prepared to take on formal responsibility for managing the facility.


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7. Request Fee Waiver – BreastScreen NSW Free Mobile Breast X Ray Detection

File 32996EIndex PURPOSE OF THE REPORT To advise Council of a request for Council to waive the fee of $840 for the hire of the Civic Centre grounds in Ulladulla from the 14th May 2012 to 25 May 2012 for BreastScreen NSW and South East Sydney Illawarra mobile breast screening unit. RECOMMENDED that: a) Council waives the booking fee of $840 for the hire of the Civic Centre

grounds in Ulladulla from the 14 May 2012 to 25 May 2012 for the BreastScreen NSW and South East Sydney Illawarra Area Health Service mobile breast screening unit;

b) A letter be written to the organisation to inform them that waiving of fees in future years will not be approved;

c) A letter be written to the NSW Minister for Health requesting that in the future the project be adequately resourced to meet its true costs.

COMMUNITY STRATEGIC PLAN Objective: 1.4 A healthy and active community. Strategy: 1.4.6 Integrate health initiatives and programs into Council’s

strategies, policies and practices. DELIVERY PROGRAM Activity: 1.4.6.3 Develop effective public health awareness programs in

partnership with government agencies and the community. OPTIONS AND IMPLICATIONS Option 1: (Recommended) a) Council waives the booking fee of $840 for the hire of the Civic Centre grounds in

Ulladulla from the 14 May 2012 to 25 May 2012 for the BreastScreen NSW and South East Sydney Illawarra Area Health Service mobile breast screening unit;

b) A letter be written to the organisation to inform them that waiving of fees in future

years will not be approved; c) A letter be written to the NSW Minister for Health requesting that in the future the

project be adequately resourced to meet its true costs


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Option 2: a) Council does not waive the booking fee of $840 for the hire of the Civic Centre

grounds in Ulladulla from the 14th May 2012 to 25 May 2012 for the BreastScreen NSW and South East Sydney Illawarra Area Health Service mobile breast screening unit as this represents a cost shift from state government to local government;

b) A letter be written to the organisation to inform them of the decision and the

reasons why the decision was made and that future fees will not be waived; c) A letter be written to the NSW Minister for Health requesting that in the future the

project be adequately resourced to meet its true costs Option 3: a) Council waives the booking fee of $840 for the hire of the Civic Centre grounds in

Ulladulla from the 14th May 2012 to 25 May 2012 for the BreastScreen NSW and South East Sydney Illawarra Area Health Service mobile breast screening unit;

b) A letter be written to the NSW Minister for Health requesting that in the future the

project be adequately resourced to meet its true costs REPORT DETAILS

Introduction: BreastScreen NSW and South East Sydney Illawarra Area Health Service run a free mobile breast screening unit for the early detection of breast cancer. This program is targeted at women between 50 to 69 years of age. The organisation hires the grounds of the Ulladulla Civic Centre each year for approximately two to three weeks to conduct free mammograms for the women of Southern Shoalhaven. A fee waiver has been granted in previous years for this project. However, the project is funded by South East Sydney Illawarra Area health Service as such a fee waiver represents a cost shift from the NSW Government to Shoalhaven City Council. Background: Women in Australia currently have a one in eight risk of developing breast cancer in their lifetime. The risk of developing breast cancer increases with age. The biggest risk factors are being a woman and being over fifty years of age.

The best time to treat breast cancer is when it is very small. The screening mammogram program can find cancers early, when treatment is more likely to be successful. Without screening, cancers are more likely to be noticed or felt when they are much more advanced.


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Resourcing Implications – Financial, Assets, Workforce: The hire of the Ulladulla Civic Centre grounds is for 12 days at $70 per day bringing the total of the request to $840. Under Council’s Fee Support Policy – Council Managed Public Reserves & Facilities (POL10/9) the Director City Services & Operations has delegated authority to approve requests from non-profit or charity organisations for fee waivers. Whilst BreastScreen NSW does fall into the category of a non-profit organisation and complies with part 3.2 of the policy which is as follows:

“The proposed use of the reserve or facility is consistent with the main purpose of the organisation and the event is open to the public, or

The proposed use is a non-commercial community-based event, including for the purpose of community development, education and/or awareness activities.”

it does not comply with 3.1 of the policy which states;

“This Policy enables certain organisations to be eligible to apply for fee support associated with the use and hire of Council managed public reserves and facilities, provided that the applicant is a bona fide non-profit organisation which meets the following eligibility criteria:

a) A registered charity and evidence of registration as a charity has been provided to Council, or

b) A local community or sporting group which is recorded in Council’s Community Services Directory”

as it is a joint Commonwealth and State/Territory program incorporated by the Cancer Institute NSW. Therefore, it cannot be approved under the delegation of Director City Services & Operations.

Community, Environment (ESD), Economic and Governance Impact: Although this program greatly benefits the health of women aged 50 to 69 in the southern Shoalhaven it represents a cost shift to council. Cost shifts such as this have an impact on the financial sustainability of local government.

8. No Charge Television Drop Off Days File 1234eIndex

PURPOSE OF THE REPORT To provide Council with an update on the National Television and Computer Recycling Scheme and to obtain Council endorsement to offer a no charge drop off opportunity for residents to dispose of televisions prior to the digital changeover on 5 June, 2012.


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RECOMMENDED that Council implement three (3) no charge television drop off days on consecutive Saturdays at the Ulladulla, Huskisson and West Nowra Recycling and Waste Depots in June 2012. The cost of this service be funded through the Domestic Waste Management Charge. COMMUNITY STRATEGIC PLAN Objective: 2.5 Community Infrastructure and services that are

environmentally responsible and ecologically sustainable Strategy: 2.5.2 Provide best practice Waste Management programs and

facilities DELIVERY PROGRAM Activity: 2.5.2.4 Provide appropriate waste or recycling services or Waste

Management programs to the Shoalhaven community 2.5.2.5 Provide environmentally secure and efficient Recycling &

Waste Transfer Depots and landfills OPTIONS AND IMPLICATIONS Option 1: Council accept the recommendation as printed Option 2: Council not provide free drop off days for televisions and wait for the administrators of the National Television and Computer Recycling Scheme to provide an annual service starting some time before December 2013. Option 3: Allow free tipping for televisions (not all e-waste) at the waste depots for a specific timeframe. This option allows greater flexibility to customers however is likely to be more onerous than the proposed drop off days, due to:

• Estimated tonnages expected to be double or triple the tonnes delivered on the drop off days

• The costs for recycling and managing the extra flow would be double or triple the cost of the drop off days.

• Additional containers for site storage, additional pick ups and potentially additional staffing may be required to manage the influx which will further add to the costs.

• There is less control than the self contained drop off days, possibly opening up potential site WHS concerns with piles of televisions waiting in the weather to be picked up, packed and transported to the recycler.


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REPORT DETAILS Background: Digital switchover from analogue is being rolled out progressively across the country, region by region between 2010 and 2013. The date for digital switchover in the Shoalhaven is 5 June 2012. This is prior to the introduction of the National Television and Computer Recycling Scheme in the area which will most likely start in 2013. Shoalhaven residents will be unable to access the scheme during, or for many months after, the changeover. The community will therefore be funding the recycling of televisions during the interim period, either directly through tip (recycling) fees or indirectly through waste management programs that are funded through the domestic waste management charge. Federal Government Recycling Scheme The National Television and Computer Recycling Scheme is a Federal Government initiative developed as a result of the Product Stewardship (Televisions and Computers) Regulation 2011. The scheme involves a combination of government regulation and industry action to take responsibility for the collection and recycling of waste televisions, computers and computer peripherals. It will be run by approved administrators in a co-regulatory arrangement where the government sets the rules and the approved co-regulatory arrangements ensure that they are complied with. In essence the required outcomes are:

• Reasonable Access – defined in the Shoalhaven region to be one service in each financial year to be located within 100km of the centre point of every town of 10,000 people or more. So for example a once a year collection in Kiama and a once a year collection in Moruya will comply with this required outcome.

• Recycling target - increase each year from 30% recovery in 2012-13 to 80% in 2021-22.

• Material Recovery Target – 90% of the weight of material collected must be recycled.

Under the Scheme, householders and small business will be entitled to a free drop-off of televisions and computers at designated access points, which may include permanent collection sites, take-back events or potentially through a mail-back option. Collection services under the Scheme will be progressively implemented by industry from mid 2012, expanding across metropolitan, regional and remote areas of Australia by the end of 2013. Key Issues: Television Recycling in the Shoalhaven Televisions, along with old computers and their peripherals (e-waste) are currently accepted at all of Councils Recycling and Waste Depots at a cost of $8 per unit (this is a low fee compared to Shellharbour between $20 and $30, and Wollongong between $26 and $42).


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Prior to this and in order to facilitate expectations for television and computer recycling in our region, Council held a number of free drop-off days in 2010 as detailed below:

• No-charge television only drop off in August 2010. One day each in Ulladulla and Nowra utilising the services of Tailormade Specialised Recycling (TSR) to assist with the collection, transport and recycling of the material. In all 30 tonnes of televisions were collected and recycled (1,082 residents dropped off 1,200 TVs) at a cost of $19,780.

• No charge E-waste (computers and televisions) drop off in November 2010. One day each in Ulladulla and Nowra utilising the services of TSR to assist with the collection, transport and recycling of the material. In all 25 tonnes of material were collected and recycled (42% comprising televisions) at a cost of $16,830.

Proposal for Digital Switchover In preparation for the switchover in June, where Council expects a peak in disposal of old television sets, Waste Services propose holding three “No charge drop off days for televisions only” in June. These would be held at the Recycling and Waste Depots at Ulladulla on Saturday 16 June, Huskisson on Saturday 23 June and Nowra on Saturday 30 June, 2012. It is proposed to engage TSR (current e-waste recycling contractor) to assist with collection, transport and recycling of the material. The expected tonnage is 30 to 60 tonnes, and expected cost is $20,000 to $35,000. Alternative Options a) Wait for the implementation of the National Televisions and Computer Recycling

Scheme – The National Televisions and Computer Recycling Scheme is expected to be started gradually with the co-regulatory arrangement administrators likely to pick off large population density locations in the metropolitan areas first. It is unlikely that Shoalhaven residents will get more than the minimum one free collection “somewhere within 100km of every resident” before the end of 2013. In the ongoing years and as the recycling targets increase, the frequency and convenience of free collections is likely to increase. In spite of the delays the significant advantage of this option is that the recycling of the televisions in the scheme will be entirely funded through the industry and not through the ratepayer.

b) Amnesty Period – Allow free tipping for televisions (not all e-waste) at the waste

depots for a specific timeframe. This option may be more onerous than the proposed drop off days, due to:

• Estimated tonnages expected to be double or triple the tonnes delivered on

the drop off days

• The costs for recycling and managing the extra flow would be double or triple the cost of the drop off days.


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• Additional containers for site storage, additional pick ups and potentially additional staffing may be required to manage the influx which will further add to the costs.

• There is less control than the self contained drop off days, possibly opening up potential site WHS concerns with piles of televisions waiting in the weather to be picked up, packed and transported to the recycler.

Resourcing Implications – Financial, Assets, Workforce: The proposal to provide 3 free drop off days is expected to result in a cost to Council of between $20,000 and $35,000 to be funded through the Domestic Waste Management Charge. Tailormade Specialised Recycling have an existing contract with Council to recycle electronic waste, and are prepared to take on the additional volume anticipated by the free days. Community, Environment (ESD), Economic and Governance Impact: The timing and coordination of the digital switchover in relation to the introduction of the Product Stewardship Regulation in 2011 is unfortunate. This will result in local government taking responsibility for the large number of analogue televisions that are going to be discarded due to the switchover, with no support from the Federal Government to apply pressure to co-regulatory arrangement administrators to accept televisions from regional areas going through the switchover. While the cost burden has shifted to Local Government in this instance, Council is likely to face an even greater increase in the illegal dumping if the proposal is not implemented.

9. Procurement of Heavy Patching Road Maintenance Equipment File 33027EIndex

PURPOSE OF THE REPORT To seek Council approval for the procurement of a heavy patching equipment consisting of a bobcat with profiler and broom attachments, truck, trailer and associated accessories for use within Works and Services road maintenance crews for the provision of road maintenance. RECOMMENDED that a) Council vote funding from the Plant Replacement Reserve of $184,000 to

enable the procurement of a bobcat with a profiler attachment, truck, trailer and associated accessories.

b) The funding of $184,000 allocated from the Plant Replacement Reserve to be repaid from savings in operating expenses over the payback period.


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COMMUNITY STRATEGIC PLAN Objective: 1.1 A City of diverse, united and connected communities Strategy: 1.1.4 Maintain and improve road, cycling and pedestrian networks

and associated infrastructure DELIVERY PROGRAM Activity: 1.1.4.15 Maintain road assets in accordance with the Risk

Management Procedures OPTIONS AND IMPLICATIONS Option 1: Council vote funding from the Plant Replacement Reserve of $184,000 to enable the procurement of a bobcat with a profiler attachment, truck, trailer and associated accessories. Option 2: Council identify an alternate recommendation and provide details. REPORT DETAILS Introduction: As part of Councils continuous improvement efforts, an ongoing review of work practices takes place to ensure our methods of road maintenance remain best practice. Works and Services staff have recently reviewed the way in which heavy patching of roads is currently provided. The review has identified a new process which will provide efficiency gains and a cost benefit to Council, as well as improve safety. For the new process to be implemented, it will require the procurement of new equipment. A business case with a capital project evaluation detailing the financial modelling has been provided to support this proposal and assist in providing further information for Council to enable a decision on the investment and procurement of the heavy patching equipment. Background: A recent review undertaken by the Works and Service group has resulted in a new method of “heavy patching” our roads network being proposed. The proposed changes were documented in the “Roads Review” report presented to Council in March 2012 Heavy patching is the repair of a more significant road pavement failure than a “pothole”. Typically a heavy patch could be 2m wide by 4m long and depth of failure could vary from 100mm to 300mm. However, heavy patches can be a full lane width and longer.


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A pothole is typically much smaller and can be more easily repaired with placement of cold mix asphalt or with bitumen emulsion and aggregate. A heavy patch requires the excavation of the defect area and reconstruction of this area. A road may have several areas needing “patching”. Currently the practice with heavy patching varies across the city due to the availability of materials. However the typical procedure is to identify the area, saw cut the edges with the quick cut, excavate out with small excavator (with spoil taken to stockpile or tip), and backfill with either asphalt or compacted gravel and seal. This is a time consuming process when crews need to “wait” for asphalt (either picking up at the Plant or between layers if placing more than one layer). With the local plant now closed the cost for asphalt supply has increased and delay times extended. The use of a bobcat and profiler (newer and more readily available mobile construction equipment) will eliminate the need for saw cutting, eliminate waste by-product, as the profiled material can be re-laid in the patch or removed and used on an un-sealed road (which will reduce waste to landfill and tip fees). Most of the roads required to be patched are sealed, not asphalt, thus it is better to “patch” with gravel and a seal rather than asphalt, and is typically much less expensive than asphalt. This will have flow on effect in terms of providing a more consistent surface for the sealing contractor to design a future reseal. Some roads will still be better having an asphalt patch (i.e. high speed road, intersections, etc) and using a profiler will allow more control over the depth of excavation, trimming the base and placing just one layer of asphalt rather than deep lift (multiple layers of asphalt). It should be noted that roads generally fail due to either deterioration of the seal and/or ingress of water. Typically the gravel underneath is still structurally sound and can be re-used/recycled. The equipment needed to be purchased for this new process is a bobcat with profiler attachment, truck and trailer. The equipment will nearly halve our current heavy patching unit cost rate and it will also be suitable for use in shoulder grading which the City requires. It will also be more efficient from a housekeeping point of view as we currently need a grader, backhoe and sweeper to clean up. In future all this heavy machinery will not be required to ensure sites are left clean as the new bobcat can undertake most of these tasks. The business case and financial modelling indicates that it would be advantageous for Council to secure and provide these services through procurement of this equipment. Resourcing Implications – Financial, Assets, Workforce: The Plant Replacement Reserve would be used to fund this purchase. Repayment of the purchase monies would be from operational savings made. Financial modelling concludes that the funds used to purchase the equipment can be repaid in 1.6 years, from operational savings. Financial: The capital project evaluation and financial cost modelling has been prepared on the basis of a forecast overall project price of $184,000. As detailed below, this will result in a return on investment of 64% being achieved.


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Capital Project Evaluation and Financial Modelling – Business Case

Capital Cost: $ Bobcat with profiler attachment, truck, trailer and associated accessories. $184,000

Total Capital Cost $184,000 Asset Life 10 years Residual Value 10% $18,400

Cost Savings per annum: $ External contractor/ bobcat hire fees $221,000 Material savings (asphalt) $60,000 Total Cost Savings $281,000 Additional Expenses per annum: Additional operating expenses including labour $125,000 Contingencies $6,250 Depreciation on net cost after residual Funding interest foregone (7%)

$18,400 $12,880

Total Additional Expenses $162,530 Nett Saving: $118,470

Net Return on Investment (%) 64% Payback (years) 1.6

Assets: Bobcat skid steer loader, complete with high flow hydraulics, plus profiler and broom attachments. Also, a four (4) tonne tipper truck and trailer to carry the equipment. The RTA (RMS) has the same set up in use for their patching and shoulder maintenance of the Highway. Quotes obtained identify that indicative costs are in the region of $184,000 for procurement of this specialised machinery. In addition, a thirty six (36) month or 3,000 hour warranty and commensurate after care service would be required. It is estimated that the asset life is ten (10) years with a residual value of $18,400 at the end of that period. The equipment would be procured through Fleet Management and leased to Works and Services. This will enable the asset to be replaced at the end of its useful life through the Plant Reserve Fund.


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Workforce: An additional operator will be employed to operate the new equipment. Relevant staff have been consulted on the possibility of undertaking these tasks which would fall within their existing scope of duties. The proposal has the support of the workforce. All relevant staff will be trained in the use of this type of plant and hold appropriate tickets for operation of the equipment. Community, Environment (ESD), Economic and Governance Impact: The procurement of this heavy patching equipment will offer an efficiency gain and financial return, with a ‘payback period’ of 1.6 years and an on-going financial cost saving of $118,470 pa. Improved safety conditions will result by using this equipment as opposed to existing practises, as it will reduce the manual handling and saw cutting duties currently undertaken. CONCLUSION

• The procurement of this heavy patching equipment can be secured through utilisation of funds in the Plant Replacement Reserve.

• Based on a total capital cost of $184,000, financial modelling indicates that the ‘payback period’ would be 19 months and the return on investment would be 64%.

• Additional operating costs are estimated at $162,530 per annum, can be accommodated within the existing Works and Services Budget as there would be cost saving on equipment hire fees and material purchases.

• The cost savings on equipment hire and material purchases would be in the order of $281,000 per annum based on the current expenditure pattern, thus providing a net saving of $118,470 per annum.

• There is a requirement for one additional operator and the costs associated with this new employee are built into the financial model.

• Works and Services maintenance employees have been trained and hold current ‘tickets’ if required to operate any of the new equipment.

• The plant would also be available for employees to undertake works in roads maintenance areas other than heavy patching duties as required.

• Outright purchase and lease of this equipment through Fleet Management will enable the asset to be replaced at the end of its useful life through the Plant Reserve Fund.

10. Parkcare Group Action Plans File 38750EIndex PURPOSE OF THE REPORT To adopt new and amended Parkcare Group Action Plans.


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RECOMMENDED that Council adopt the following seven Parkcare Group Action Plans, as attached to the report:

1) Badgee Creek Parkcare Action Plan 2) Currarong Parkcare Action Plan 3) Curtis Park Arboretum Parkcare Action Plan 4) Fishermans Paradise Parkcare Action Plan 5) Fred Evans Reserve Parkcare Action Plan 6) Sanctuary Point Parkcare Action Plan 7) Vigilant Street Reserve Parkcare Action Plan

COMMUNITY STRATEGIC PLAN Objective: 2.1 A City the protects values and cares for the Shoalhaven

environment.

Strategy: 2.1.2 Facilitate community involvement in caring for the natural environment through Bushcare and other environmental care enhancement programs.

DELIVERY PROGRAM Activity: 2.1.1.12 Implement Natural Areas maintenance activities including

continued partnership programs and projects. OPTIONS AND IMPLICATIONS Option 1: Council adopts the following seven Parkcare Group Action Plans:

1) Badgee Creek Parkcare Action Plan 2) Currarong Parkcare Action Plan 3) Curtis Park Arboretum Parkcare Action Plan 4) Fishermans Paradise Parkcare Action Plan 5) Fred Evans Reserve Parkcare Action Plan 6) Sanctuary Point Parkcare Action Plan 7) Vigilant Street Reserve Parkcare Action Plan

Option 2: Council adopts certain Parkcare Action Plans and seeks amendments or clarification on aspects within the remaining Parkcare Action Plans.


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Option 3: Council does not adopt any of the 7 Parkcare Action Plans. REPORT DETAILS Introduction:

# The following seven Parkcare Action Plans have been prepared jointly between Council

staff and Parkcare Groups and are attached.

Parkcare Group Location Land tenure affected by the Plan

Badgee Creek Parkcare Sussex Inlet Crown Land Trust Managed by Council

Currarong Parkcare Currarong Crown Land Trust Managed by Council/ Council Reserve- Park

Curtis Park Arboretum Shoalhaven Heads Council Reserve – General Use

Fishermans Paradise Parkcare

Fishermans Paradise

Council Reserve – General Use

Fred Evans Reserve Culburra Council Reserve – Park

Sanctuary Point Sanctuary Point St Georges Basin

Crown Land Trust Managed by Council/ Council Reserve- Park

Vigilant Street Ulladulla Council Reserve – Park Background: Curtis Park Arboretum and Currarong Parkcare Action Plans are updates of previously approved plans. Curtis Park Arboretum, Shoalhaven Heads – completed all proposed items from their original Parkcare plan. The group proposes to continue to add landscaped areas and parks infrastructure. Partial Consultation was undertaken for approval of the original Curtis Park Arboretum Parkcare Plan. Under Section 6.2 of the Bushcare/Parkcare Policy, partial consultation is required with

Council Staff, Councillors, CCBs (Community Consultative Bodies) and residents within 200m of the reserve and also the Department of Lands (for Crown land). To be implemented when the following criteria are present;

• P la nting of trees. • Installation of minor infrastructure such as BBQ’s, picnic shelters and paths. • Planting of shrubs with a mature height greater than 1m. • View lines interrupted.


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Although further trees are to be planted as part of the changes to the original plan, no further consultation has been conducted as the original consultation made all abutting residents fully aware of the existence of the Arboretum. Currarong Parkcare Group has added several areas to their original plan and propose to undertake additional landscape maintenance, weed control and vegetation maintenance on the reserves in Currarong village. Minor consultation was undertaken as no tree planting is being conducted. Under Section 6.1 of the Bushcare/Parkcare Policy, Minor Consultation is required with

Council Staff and the Department of Lands (for Crown land). To be implemented when the following criteria are present:

• No tree or shrub (over 1 m at maturity) planting. • No installation of infrastructure. • No other change to current usage or status.

Sanctuary Point Parkcare Groups main focus is to remove graffiti throughout Sanctuary Point and St Georges Basin parks and therefore only Minor Consultation was undertaken. The remaining four Parkcare Plans - Badgee Parkcare, Fishermans Paradise, Fred Evans Reserve and Vigilant Street include mowing, landscaping, infrastructure maintenance and graffiti removal. Minor Consultation was undertaken with these Action Plans. Key Issues: The Parkcare Group Action Plans have been developed jointly between Council’s Parks Operations Unit and the Parkcare Groups themselves. Firstly a draft is prepared by the group and refined so as to meet the statutory and policy requirements of Council as the land owner or trust manager of the land. Parkcare Group Coordinators will sign off on the Action Plans once approved by Council. The actions within the plans all comply with the following Policies and Management Plans of Council:

• Shoalhaven City Council Foreshore Reserve Policy - Adopted 28/6/05 • Shoalhaven City Council Parkcare Program Policy and Procedures - Adopted

11/8/2009 • Shoalhaven City Council Natural Area’s Plan of Management – Adopted July

2001 • Relevant Estuary Management Plans.

The actions within the plans all comply with the objectives of the following State and Federal legislation:

• Local Government Act 1993


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• The Crowns Land Act 1989 • The Fisheries Management Act 1994 • National Parks and Wildlife Act 1974 • Native Vegetation Act 2003 • Threatened Species Conservation Act 1995 • Rural Fires Act 1997 • NSW Environmental Planning & Assessment Act 1979 • Protection Of Environment Operations Act 1997 • Water Management Act 2000 • Rivers and Foreshores Improvement Act 1948 • Environment Protection & Biodiversity Conservation Act 1999 • Companion Animals Act 1998 • NSW Heritage Act 1977

Resourcing Implications – Financial, Assets, Workforce: The existing Parks minor improvement and maintenance budgets provides for minor infrastructure installation, tools and materials. Curtis Park Arboretum Parkcare group is an incorporated body and regularly fundraises to finance minor improvements. Parkcare volunteers contribute significant volunteer hours to enhancing Council’s regular maintenance schedules. Community, Environment (ESD), Economic and Governance Impact: The formation of Parkcare Groups provides the following benefits to Council:

• Unites the community for a common cause

• The community expectation for open space maintenance can be met

• Environmental improvements can be achieved through judicious vegetation management

• Council can meet WH&S and environmental legislative requirements through active management by registering residents and supervising their activities on public open space as volunteers.

11. Berry Cemetery Management Sustainability – Outcomes from Consultation Process File 20890EIndex PURPOSE OF THE REPORT To advise Council on the outcome of consultation and discussions with the Berry community on issues impacting on the ability of Berry General Cemetery to service the needs of the local community, and seek Council direction on the future management and sustainability of Berry Cemetery.


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RECOMMENDED that: 1) a) Council Implement measures to manage the allocation of burial places

within Berry Cemetery as follows: i) the proposed holder of a burial licence resides or at the time of

their death resided within 10km radius of Berry; or ii) the applicant is able to declare by statutory declaration that the

proposed holder of the burial licence has or had a strong or proven family connection with the Cemetery, ie forbears buried in the Berry Cemetery; or

iii) the applicant pays a 33% surcharge for the burial licence, based on the scheduled fee for a burial licence at the time of the application where conditions (i) and (ii) above cannot be clearly established.

b) Vacant burial places to be allocated among original graves, subject to a heritage assessment to be undertaken in the original part of the Cemetery.

2) Unused burial licences, issued more than 50 years ago, be revoked for re-allocation, in accordance with the Crown Lands (General Reserves) Amendment (Sustainable Burials) By-law 201.

3) Vehicular access within Berry Cemetery be restricted by: i) the issuing and control of entry permits for vehicles over

3 tonnes gross weight, including the weight of trailers being towed by the vehicle.

ii) restricting and controlling vehicle access to sensitive parts of the cemetery through the use of bollards and other planned obstructions.

iii) limiting the time visitors’ vehicles are allowed to remain in the cemetery (sign posting)

4) Management of trees within Berry Cemetery: i) Implement a Camphor Laurel eradication and reinfestation

control program. ii) Removal of other trees be carried out in a planned way to make

additional space available for burials, taking into consideration the Tree Management Plan.

5) Construct a new memorial garden and columbarium area at the entrance side of the cemetery at the earliest opportunity utilising funds of $77,000 from the Bereavement Services Capital Works Program (Job No 75891).

6) Remaining funds currently assigned to Bereavement Services Capital Works Program (Job No 75893 – Shoalhaven Memorial Gardens Covered Outdoor Area) of $37,000 be used to provide additional funds for the Stage 1 construction of the new Memorial Garden & Columbarium at the Cemetery.


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7) Savings of $5,000 from Job No 75843 – Cemetery Crematorium Plant and Equipment Fund be used to provide additional funds for Stage 1 Construction of the new Memorial Garden & Columbarium at the Cemetery.

COMMUNITY STRATEGIC PLAN Objectives: 1.4 A healthy and active community 2.3 A community that seeks to reduce global warming impacts

and increase our ability to adapt to the effects and impacts of climate change

2.5 Community infrastructure and services that are environmentally responsible and ecologically sustainable

3.1 An economy that is based on Shoalhaven’s distinct characteristics, advantages and natural qualities

Strategies: 1.4.4 Provide a range of dignified, affordable and sustainable

bereavement and funeral services to meet the social and cultural needs of the community

2.3.1 Responsibly manage community exposure to natural hazards and resulting risks

2.5.1 Ensure that the provision of community infrastructure and services meets best practice environmental standards and controls

3.1.2 Collaborate with stakeholders to facilitate the sustainable development of key Shoalhaven economy sectors including tourism, defence, manufacturing, healthcare and government

DELIVERY PROGRAM Activity: 1.4.4.4 Provide a diverse range of services to meet the needs of the

community to reflect and remember deceased persons

OPTIONS AND IMPLICATIONS Option 1: Council adopt the recommendations as printed. Option 2: Council reject the recommendations Depending on the changes to the recommendations impacts may be:

• The impact in respect of the cemetery usage will be that its operational period will be shortened.

• If the trees remain in the longer term (beyond 25 years), the cemetery’s capacity for burial spaces will be reduced.

• If the camphor laurel trees are not eradicated, they will eventually consume much of the cemetery, causing significant damage to monuments.


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• If the memorial gardens & columbariums are not constructed, the cemetery can no longer address community demand for space to inter and commemorate those who are cremated.

In the matter of issuing burial licences, to maintain the current unrestricted application process may mean increasing demand that would bring the cemetery’s closure forward, which would be to the detriment of the local community. REPORT DETAILS

# Council received a report at its August 2011 meeting, presenting a number of management considerations for the longer term sustainability and continued operation of Berry Cemetery. A copy of the report is at Attachment 1. At its meeting on 16 August 2011, Council adopted MIN11.804 and recommended that:

“a) Council consult the Berry community to seek their views on the future strategy for management of the Berry General Cemetery including feedback on:

i) Issuing of new burial licences being restricted to local residents.

ii) Management of vehicle traffic into the Cemetery.

iii) Reducing the number of trees in the Cemetery to free up more land for burial spaces.

“b) The oldest, original part of the Cemetery is not considered for revocation of un-exercised burial licences or issue of new burial licences until a full Heritage Assessment of the area has been completed.

“c) A follow up report with recommendations emerging from the consultative process and financial implications be submitted to a future meeting.”

Since that time, Council staff have met with the Industry Stakeholder Group on 14 September 2011 which includes:

• Funeral Directors • Monument Masons • Clergy • Celebrants • Representatives from the local Historical Societies etc

to discuss the proposals and have liaised with Berry Alliance, community consultative body for the Berry Community, to seek an audience with the broader community in order to present plans for the columbarium walls and associated works and discuss the future management and sustainability of the cemetery. Berry Alliance invited Council staff to make a presentation at its 9 February 2012 Berry Community Forum meeting. In addition to this, Council staff have taken the following steps to consult and seek feedback from the Berry Community in relation to this matter:


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• Media releases - 17 August 2011 and 20 January 2012 – provided to all regional media outlets via Council’s Media Manager

• Public Notice – South Coast Register – 1 and 6 February 2012 • Letters to surrounding residents – 13 January 2012 (total 29) • Berry Community Newsletter – placed by Berry Alliance

o Notice of forthcoming public meeting - February 2012 issue o Follow up article after public meeting - March 2012 issue

• Feedback survey – issued to Community Forum attendees and issued to Berry Alliance to forward to their members

Key Issues: The audience with Berry Community Forum (estimated at 50 people) provided the opportunity to seek comments on the following points. The Chair posed the following questions to the Forum after a detailed presentation from Council staff which was responded to by a show of hands. Individual feedback and comments are further detailed following the consensus view from the Berry Community Forum. • Should the issuing of burial licences be restricted?

The community response at the meeting was “Yes”. • If so, how?

Restricted to Berry Residents and those who have a strong connection to the area- eg, family members in the Cemetery.

• Should vehicle access in the cemetery be restricted?

The community response at the meeting was “Yes”.

• If so, how? By the issuing of permits or similar system.

• Should Camphor Laurels be eradicated?

The community response at the meeting was “Yes”. • Should trees be removed to make space in the Cemetery for future burial

spaces? The community response at the meeting was “Yes” - trees should be removed in a planned way to make additional space available for burials, taking into consideration the Tree Management Plan.

• If assessed as possible, should new burial places be allocated among original

graves? The community response at the meeting was “Yes” – although a heritage assessment should be undertaken in the older part of the cemetery before proceeding in this area.

• Should unused burial licences, issued more than 50 years ago, be revoked for

re-allocation? The community response at the meeting was “Yes”.


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• What do you think about the proposed new memorial garden and columbarium area? The community response at the meeting was that the design was liked – however it was noted that the rural feel for the Cemetery should be retained, with the post and rail fence at the Kangaroo Valley Road entrance remaining and plantings should be in sympathy with a country cemetery theme. The sandstone coloured columbarium walls with the pink planting scheme to compliment was given approval. A preference was expressed for native plantings, not exotic species.

# A copy of the Landscape Plan for the new Memorial Garden and Columbarium area is at Attachment 2. Individual and Community Responses via the feedback survey are as follows:

Issuing of new burial licences being restricted to local residents: Who Submission Officer Comments Local resident (D12/34412)

Support

Local resident (D12/34408)

Local residents, who have lived here 10 years+ with previous family connections

Local resident Council should investigate additional spaces at Harley Hill Cemetery if space becomes difficult in Berry or alternatively for “out of towners” - an extra charge for burials for those who do not live locally, eg, same cost as Sydney Cemeteries

Whilst Harley Hill Cemetery might provide considerable ground for a new cemetery the likely costs and environmental impacts will be very high, especially in the short to medium term


Licences restricted to local residents especially if there is lack of spaces

Further controls could include a premium to be paid by applicants not living in the Berry postcode district


Agree – with allowances made for family/historic connections to Berry

Agreed (see recommendations)


Agree – Only residents of Berry and near localities should be issued burial licences

Agreed (see recommendations)

Berry Alliance (D12/68903)

Agree that the criteria for selection to utilise the Berry Cemetery would be best based on the concentric circle – Shoalhaven residents who live with the 10k radius have an automatic right to be interred at Berry Cemetery.

People who can demonstrate a close connection with the Berry area should also have a right to be interred there

See Recommendations


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Who Submission Officer Comments Agree with the proposal that the cost of

utilising the cemetery by those other than the above should be based more on Sydney prices – with a % loading for people from outside the above categories.

See recommendations

Management of vehicle traffic into the Cemetery:

Who Submission Officer Comments Local resident (D12/34412)

Does not seem to be a problem at present for local residents - but service vehicles could be a problem

It is proposed to:

• restrict larger vehicles with a permit system

• Install strategically placed bollards and obstacles to control traffic

• Time limited parking


Restrict vehicle traffic to permit holders only - offsite parking should be provided as well as good walkways

See recommendation


Agree – provided off street parking can be found on Kangaroo Valley Road

See recommendation


During the course of a funeral only, the hearse and immediate family of the deceased should have access - at other times, residents who are visiting graves should be able to park near Columbarium

Reducing the number of trees in the Cemetery to free up more land for burial

spaces:


Support


Yes


Native plants should be used - Camphor Laurels should be removed and, if a standard consistency, is adopted local species should be used


Reduce the number of trees, providing sympathetic plantings can enhance the ambience of Cemetery


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Agree – over period of time in order not to denude Cemetery all at once


Get rid of Camphor Laurels and other rubbishy trees/shrubs and trees in dangerous condition

Berry Alliance

(D12/68903)

Agree with the proposal that senile or dangerous trees be removed.

Agree with the proposal that when further space becomes necessary then the community should be consulted at that time

Liquid Ambers along Kangaroo Valley Rd should be removed & replaced with appropriate native species that do not grow as tall & do not have the invasive root systems that liquid ambers have.

The proposal does not provide for the removal of Liquid Ambers. The design includes the retention of these along with the provision a root barrier system. No further Liquid Ambers will be planted at this stage.

Proposed hedge along Kangaroo Valley Rd we agree with but only with natives

Agree

The proposed Commemorative Tree should be dispensed with until such time as there is a demonstrable need for it. We suggest that the existing Columbarium Wall spaces that are not popular (high & low) should be utilised for these plaques until such time as they are filled & then propose something else. The proposed Commemorative Tree is out of context & an unnecessary extra cost.

Agree

Heritage strategy and revocation of unexercised burial licences:


Revocation This is consistent with the sustainable management of cemeteries


Carry out a Heritage Assessment of old part and revoke unexercised burial licences

In progress


Agree – this could be a challenge


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We wish to protect family graves in Cemetery where the inscriptions are being attacked by lichens/moss, but are we allowed under heritage laws? - unexercised burial licences to be issued to the families of those buried near the unused plots

Currently the restoration & repair of monuments is a matter for the burial licence holder.

The Bylaw provisions give the burial licence holder significant protection that assist this process.

Proposals for construction of columbarium walls:


Support


Use up existing vacant spaces first There are 120 reservations - the remaining spaces are not seen as attractive, being either at a high or low level and experience shows these will not be sold


Repainting existing post and rail style painted fence - proposed “saw tooth” style not sympathetic to country/rural style of historic cemetery

Design will retain post and rail fence


Good idea, keeping a post and rail fence with a hedge behind would be preferable as it helps to maintain the rural aspect of Cemetery

Design will retain post and rail fence


Agree – design is most attractive, congratulations to all concerned


Plans presented on the night seem to be an excellent way to provide for the increasing number of people who wish to be cremated

Berry Alliance

(D12/68903)

The existing fence along Kangaroo Valley Rd should be retained. It needs some renovation & repair but it should remain or replaced (duplicated) if in poor condition.

Design will retain post & rail fence.

Proposed entrance columns, timber & sandstone pergola be dispensed with & the funds saved. These are considered inappropriate & would dominate the cemetery & change the feel of a small historic country town.

This has been removed from the design


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Who Submission Officer Comments The paving or decomposed granite that

is being proposed needs to be non-slip & low maintenance & we feel that decomposed granite is higher in maintenance costs than non-slip paving & therefore preferable.

Decomposed granite has worked well at other Cemetery locations particularly Shoalhaven Memorial Gardens & Lawn Cemetery at Worrigee. It retains the rural feel, is within budget & does not present any maintenance challenges.

t is easy to address tree/root problems should they arise.

Design for Cemetery & Columbarium Walls The columbarium walls and associated memorial gardens will be located along the frontage of Kangaroo Valley Road between the Cemetery boundary and the first burial sites of the Cemetery. The plan is to provide an attractive area for the commemoration of those who have been cremated and the internment of their ashes in either columbarium walls or garden niches. The site has a width of only 12 metres on the eastern side and 10metres on the western side. The gardens, due to the restricted size of the area, need to achieve a high placement to area ratio. There are 11 existing trees in varying degrees of health located in this area. This includes 5 healthy Liquid Amber trees, evenly spaced, along the road frontage. The location and health of the Liquid Ambers has influenced the objectives of the design and allows for the creation of ‘rooms’ for the placement of the walls and garden niches.

The remaining trees of less vigour will be removed to allow for development of the gardens. There was some concern at the public meeting regarding the Liquid Amber trees and the suggestion was given at the meeting to remove them also and replace with semi-mature native trees, however, the Arborist’s assessment of these trees states that the trees appear to be retainable for more than 40 years and that they are structurally sound trees located in positions that can accommodate future growth. Moreover, the community was divided on the retention or removal of the Liquid Amber trees fronting Kangaroo Valley Road with some expressing a desire to see these trees (5 in total) removed and replaced with a native species, particularly as they can grow tall and drop fruit that may cause slips. Other residents thought the trees beautiful and added colour. The Berry Alliance have indicated a preference to have the Liquid Amber trees removed and replaced with an appropriate native species, also citing concerns about invasive root systems, their height, and the large hard seed pod being a slip hazard near too the proposed columbarium wall area, concluding that the Liquid Amber trees are not in line and detract from the presentation at the entrance along Kangaroo Valley Road.


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Discussion with the Community in 2003 also highlighted mixed reactions to the retention or removal of the Liquid Amber trees. At that time it was decided to retain the Liquid Amber trees given the response of the Community. The removal of the trees has been considered, however, the impact of removing healthy trees along the front of the Cemetery would have a significant impact on its visual amenity and Kangaroo Valley Road. Funding is not provided to remove the existing Liquid Amber trees or replace with a native species. It is proposed at this stage to retain the Liquid Amber trees, however the original intention to complement the design with further plantings of Liquid Amber trees on the Western side of the frontage along Kangaroo Valley Road will not proceed. The community expressed its wish to retain the ‘rural’ feel of the Cemetery. Selection of a native hedge along the boundary and amelioration of the post and rail fencing will further enhance this desired outcome. The Landscape Plan caters for a staged construction approach and allows for future installation of additional columbarium walls and garden niches when the need arises and without disruption to the Stage 1 works. The scope of works includes

• commencement of the gardens on both the eastern and western sides - creating symmetry in growth and visual appeal from within the Cemetery and along the frontage of Kangaroo Valley Road

• developing the eastern side to prepare 4 foundations for granite columbariums

• the construction of 1 granite columbarium wall, incorporating 64 niches for the immurement of cremated remains

• the supply of 58 lineal metres of granite garden kerbing niches, providing a minimum of 120 spaces,

These works will provide a comprehensive and attractive project framework to be established resulting in future staged development of the site to be simplified and with a commensurate cost reduction. It is important to note that 4 footings for the walls will be installed during this stage to accommodate additional walls for future placement (by crane) without disturbing the gardens. Vehicle Access There was agreement that vehicle access into the cemetery should be restricted. While the preferred control measures were not clearly identified, it is recommended that three options can be introduced:


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1. Restrict the movement of heavy vehicles, such as trucks and heavy trailers. A gross combined weight limit of three tonnes is recommended. Monument mason and tree maintenance contractors are the groups to be most affected. It is envisaged that there be a permit for each entry (daily). Council officers will, when the permit has been exercised, inspect the cemetery for damage the vehicle’s entry may have caused. The vehicle owner will be ordered to make repairs if necessary. Council vehicles may be exempted, but drivers must log their entry into the cemetery. A small permit fee may be appropriate to cover costs of administration and inspection.

2. The strategic placement of bollards and obstacles may help to ensure that vehicles do not stray onto graves and other sensitive parts of the cemetery, especially the very oldest parts.

3. Sign posting to control parking, and length of parking stays, should also assist in ensuring that cars entering the cemetery do so for an appropriate purpose. Feedback from the consultative process suggests that 1 hour is an adequate period of time for most visitors.

Trees There are two issues in relation to trees:

1. The eradication of camphor laurels 2. The felling of trees to make way for graves

Camphor Laurels In cemeteries camphor laurels grow rapidly, often damaging and destroying monuments along the way. The Berry community gave overwhelming support for an eradication and control program to be put in place, which has now commenced. A vegetation audit is being initiated which will determine the best way forward. Felling of Trees The consultative process determined that a progressive approach to tree removal to free up land for burial places would be acceptable, subject to replanting other flora. It is intended to proceed accordingly. Note that under the recommendations of this report it should not be necessary to disturb any tree in the cemetery for the purpose of freeing up burial land for at least 5 to 10 years. However, some trees will require removal because they might be diseased, be termite infested or deemed a threat to the safety of neighbours, visitors or workers. Such trees, once identified, will be subject to strategies and recommendations of the Cemetery’s Tree Management Plan. There is some concern that even after grubbing out roots the ground would be unusable, however there are engineering solutions available that may allow the resulting disturbed ground to be utilised for burial places.


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Burial Licences Whilst restricting the issue of future burial licences did not seem contentious in itself, the method of implementation was debated. There are three methods that may be implemented inclusively, thereby addressing the concerns of most of those attending the public forum. These are as per the recommendations:

i. Issuing of burial licences is to be restricted to Berry residents and those who can prove a strong connection to the area, The proposed holder of the burial licence resides, or at the time of their death resided, in the Berry postcode area; or

ii. The applicant declares by Statutory Declaration that the proposed holder of the burial licence has or had a strong and proven family connection with the cemetery, i.e. forebears are buried in the Berry Cemetery; or

iii. The applicant pays a 33% surcharge for the burial licence, based on the scheduled fee for a burial licence at the time of the application where conditions (i) and (ii) cannot be clearly established.

The first two conditions are self explanatory. The third proposes a condition that is applied by some Councils, notably Penrith City Council at its Emu Plains Cemetery, where conditions (i) and (ii) cannot be clearly established. The Penrith Council cemeteries’ administration reports that the surcharge it applies (30%) has had the desired effect of diminishing demand on its cemetery by non residents. Revocation of Burial Licences The principles and guidelines for revoking burial licences issued fifty or more years ago and that remain unexercised are already in place. For example, Council approved the revocation of 160 licences in Nowra Cemetery in 2010. The Crown Lands (General Reserves) Amendment (Sustainable Burials) By-Law 2011 stipulates how the process is to be facilitated. It provides protection for the holders of the licences, should they come forward, by allowing the licence to be renewed without penalty or by offering the holder compensation. No estimates of how many licences may be affected have as yet been prepared and are conditional on a heritage report. In any case, it is expected that Council will need to receive a separate report when the revocation process is ready to be carried out. Council is essentially required to approve the revocation of each identified licence. The oldest part of the cemetery, which is fragile and probably subject to a number of heritage preservation concerns, should not be interfered with until a heritage assessment report has been finalised. Heritage Assessment Comments were sought from the Arborist and the Councils Heritage Consultant regarding the proposal in relation to the heritage significance of the cemetery. The arborist noted that all trees proposed for removal were at the end of their useful life with the exception of the Date Palm which can be relocated if required.


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The plan requirements proposes removal, whilst relocation is an option it is not funded and was not raise by the Community as desirable. The Heritage consultant generally accepted the proposal with a few issues to consider, in particular maintaining the rural nature of the Cemetery. Resourcing Implications – Financial, Assets, Workforce: The design and landscape plan estimates are $119,000. Of this, $77,000 is funded in Job No 75891 – Berry Cemetery Memorial Gardens Stage 1. It is proposed to fund the full amount by using $37,000 available within the Bereavement Services Capital Works Budget (Job No 75893 – Shoalhaven Memorial Gardens Covered Outdoor Area – The Crematorium Consultative Committee declined to proceed with this project and instead Council resolved to increase income from fees to enable a more detailed study on a second chapel in lieu of a covered area). A further $5,000 is available through savings in the construction of new beams in Segment 7, the expansion of the lawn monument portion, and memorial gardens at the Shoalhaven Memorial Gardens and Lawn Cemetery. (Job No 75843 – Cemetery Crematorium Plant and Equipment Fund). The revenue generated from sales, either on a ‘pre need’ or ‘at need’ basis, of memorial garden plots or niches in the columbarium walls for the placement of ashes will recover costs associated with investment in this project. Based on current demands the cost recovery period will be 5 to 6 years. Further staged development has been identified in the Bereavement Services 10 Year Capital Works Program and included in Council’s Long Term Financial Plan. The timing of the funding will be reviewed, dependent on uptake and sale of memorial garden spaces and niches in the columbarium walls. Community, Environment (ESD), Economic and Governance Impact: The recommendations aim at achieving a longer operational life for Berry Cemetery to continue to serve the local community. The consultative approach with the community has not only assisted in gauging community expectations but has also assisted in providing information to the community on aspects of the Cemetery’s future operations, has contributed to achieving more environmentally sound decisions and has provided an inclusive process in determining a way forward for this much valued community asset.

W P Paterson DIRECTOR CITY SERVICES & OPERATIONS R.D Pigg GENERAL MANAGER


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TUESDAY, 10 APRIL 2012 STRATEGIC PLANNING AND INFRASTRUCTURE 12. Heritage Estates - Caring for Our Country Grant Application: Outcome.File 1446eIndex

PURPOSE OF THE REPORT To advise Council of the outcome of the funding application to acquire land in the Heritage Estates for addition to the National Park system. RECOMMENDED that: a) Council receive this report for information; and b) A follow-up report be prepared for Council’s consideration either in six

months or as soon as possible after alternative options for Federal Government support have been discussed with the Department of Sustainability, Environment, Water, Population and Communities (DSEWPC), the Foundation for National Parks and Wildlife and the NSW Office of Environment and Heritage.

COMMUNITY STRATEGIC PLAN Objective: 2.1 A City that protects, values and cares for the Shoalhaven

Environment.

Strategy: 2.1.1 Ensure that the ecological and biological environments of the Shoalhaven are protected and valued through careful management.

DELIVERY PROGRAM Activity: 2.1.1.14 Facilitate resolution of land tenure of the Heritage Estates

Small Lot Rural Subdivision to ensure protection of its biodiversity values.


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OPTIONS AND IMPLICATIONS Option 1: Receive the report for information and consider a follow-up report either within six months or as soon as possible after the necessary discussions have been held with DSEWPC. Implications This is the preferred option and by setting a time to report back to Council will ensure that the matter is not unduly delayed. Option 2: Make further representations to Government prior to discussions being held with DSEWPC and the other agencies. Implications Given DSEWPC’s advice that it is currently considering alternative options to assist and that it will discuss these with Council and the other agencies in due course, it would be better to hold these discussions first, before expending resources lobbying Government. REPORT DETAILS Introduction: Since the decision to refuse the proposal to rezone the Heritage Estates and construct the necessary public works to enable residential development by the Federal Environment Minister on 13 March 2009, Council has been seeking the support of the NSW and Federal Governments to resolve the land tenure and bring it into public ownership so it can be managed as part of the National Park System. Until 2011, responses indicated that neither the NSW nor Federal Governments were prepared to commit to Government acquisition, leaving the future of the land uncertain. The Federal Government’s position had been that due to inconsistency with national funding priorities, it was unlikely to be able to contribute funding to add the land to the National Reserve System (NRS). Priorities for expenditure of NRS funding are set out in the Government’s Business Plan, which is revised each funding round. For a number of years, priority has been given to bioregions with less than 10% representation. This effectively precluded the Heritage Estates due to the fact that 37% of the Sydney Basin bioregion is already represented in the NRS. The Business Plan was revised in 2011 to include additional considerations including proposals which demonstrate that the resilience and ecological connectivity within the landscape can be improved. While applications are assessed on a competitive basis, Council was encouraged to apply under the NRS priority. A report on the Federal


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Government’s advice on the revised NRS priorities was prepared for Council’s consideration, and on 17 May 2011, Council resolved to:

a) Prepare and submit an application for funding under the Australian Government’s ‘Caring for Our Country’ program, to acquire the Heritage Estates, Worrowing Heights, for addition to the National Park system, in partnership with the NSW National Parks & Wildlife Service and any other bodies such as the Foundation for National Parks & Wildlife by the deadline of 30 May 2011.

b) Acknowledge that if successful the Australian Government would fund a maximum of two-thirds of the purchase price; and

i) that Council contribute its land, as part of the acquisition package subject to creation of easements to accommodate infrastructure;

ii) seek a contribution from the NSW Government.

c) Write to both Joanna Gash MP, Federal Member for Gilmore and Shelley Hancock MP, State Member for South Coast seeking letters of support to submit with the funding application. (MIN11.477)

The application was submitted on 30 May 2011 by the Foundation for National Parks and Wildlife. If the application was successful, the Foundation would manage the voluntary acquisition process. Council offered to contribute its land in accordance with its resolution on 17 May 2011 and the Foundation offered to contribute $60,000. The NSW National Parks & Wildlife Service offered to manage the land for conservation in perpetuity. Key Issues: Advice from Federal Government

# Council has now received advice from the Federal Government dated 22 February 2012, that indicated that the 2011-12 application was unsuccessful. The advice is provided as Attachment ‘A’. The advice states: “The 2011-12 Caring for Our Country application submitted by the Foundation for National Parks and Wildlife to assist with the purchase of Heritage Estates was assessed as requiring further development. While it is determined that the application was not the highest priority in the context of this funding round, the department is currently investigating possible alternative avenues of support for the proposal.” Prior to receiving this advice, the 2011-12 application was updated and resubmitted under the 2012-13 funding round. In this regard the advice from the Federal Government goes on to say: “I note that the Foundation for National Parks and Wildlife has submitted another application for funding for this proposal in the 2012-13 financial year. This new application will be assessed on a nationally competitive basis against the priorities for the National Reserve System program, including those at pages 34-39 of the Caring for our Country Business Plan 2012-13.”


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As a result of this advice a meeting has been requested with staff from the Department of Sustainability, Environment, Water, Population and Communities (DSEWPC) to clarify the above statements. Council has been advised that the broader discussions around Heritage Estates by the Federal Government are still at an early stage. Once the Federal Government has had the opportunity to thoroughly explore potential options and the availability of key staff, they will contact the Foundation, Council and NSW OEH to organise further discussions around the project. The recommended course of action is to prepare a follow-up report for Council’s consideration either in six months or as soon as possible after DSEWPC has clarified the alternative options it is considering, whichever occurs first. Valuations Councillors are now aware that the new land values, recently levied, for Worrowing Heights have decreased by an average of 97% (median drop in the rating value from 2008 to 2012) compared to the previous values. Undoubtedly this is because of the Federal Government decision not to allow any development and hence has impacted seriously on the worth of the properties. It is therefore even more critical that the Federal Government not only recognise and acknowledge the consequences of its decision, but proactively takes all necessary steps to acquire the lands in an equitable fashion. Resourcing Implications - Financial, Assets, Workforce: No additional detailed action is recommended at this stage until DSEWPC’s advice has been clarified at this point in time so there are no resource implications unless an alternative course of action is pursued. Community, Environment (ESD), Economic and Governance Impact: As previously explained in Council reports and various representations to the NSW and Federal Governments, the environmental values of the Heritage Estates remain under threat due to activities such as illegal dumping, trail bike riding and 4WD use. These issues can only be effectively addressed by resolving the fragmented land tenure, which would also give closure to the landowners. The landowners have been advised of the outcome of the application and that a follow-up report will be prepared for Council’s consideration in due course when the matter has been discussed with DSEWPC. The ‘Heritage Estates’ page on Council’s website has also been updated. CONCLUSION While the 2012-13 funding application for the Heritage Estates has yet to be determined, the funding priorities under the ‘Caring for Our Country’ program hinder the chances of success. DSEWPC has indicated that it will meet with the Foundation, Council and the NSW Office of Environment and Heritage once it has considered alternative avenues for the Federal


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Government to support the project. When this has occurred, Council will be in a better position to consider the next course of action.

13. Bomaderry Works Depot. File 12557eIndex

PURPOSE OF THE REPORT To inform the Council of current asbestos-related issues at the Bomaderry Works Depot RECOMMENDED that a) Council brings forward the 2012/12013 proposed budget for asbestos works

if needed, to fund the urgent re-cladding of Bomaderry Works Depot stores and workshop building; and

b) Council proceed in an expeditious manner to tender the revised scope of works given the current closure of the stores section of the building.

COMMUNITY STRATEGIC PLAN Objective: 4.3 A Council that is respected, professional, trustworthy and

transparent.

Strategy: 4.3.1 Ensure transparent and accountable fulfilment of Council’s charter and functions under the Local Government Act.

Objective: 4.5 A Council that is accountable and sustainable.

Strategy: 4.5.1 Manage Council’s finances and resources in accordance with the Resourcing Strategy.

DELIVERY PROGRAM Activity: 4.3.1.3 Maintain a framework of delegated powers and authorisations

to staff.

Activity: 4.5.1.11 Implement the minor improvement works program at Council’s works depots.

OPTIONS AND IMPLICATIONS Option 1: (Recommended) Council accepts the recommendation to bring forward budget to proceed expeditiously to call for tenders for recladding of stores and workshop building at Bomaderry Works Depot.


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Implications This would allow appropriate and urgent attention to a critical WHS issue. Option 2: (Not recommended) Council defers re-cladding of the stores/workshop building and/or other asbestos clad buildings at Bomaderry Depot. Implications This would result in a health hazard continuing and may result in action by WorkCover against Council. Option 3: (Not recommended) Council waits till the 2012/13 Operational Plan and then and then invites tenders for the asbestos removal works. Implications This would result in a health hazard continuing and may result in action by WorkCover against Council. REPORT DETAILS As reported to the Works and Finance Committee in July 2007, the Bomaderry Works Depot contains the most concentrated collection of Council’s buildings, containing asbestos containing materials (ACM).

Council’s advice from a consultant in 2007 for the Bomaderry Works Depot was that most elements were found to be “intact” condition, requiring little more than regular monitoring. Some elements were found to have minor damage - these elements have been either replaced or repaired. Some elements were found to be in a “moderately weathered condition”. Provided it is not damaged further it may remain in situ in the short to medium term until replacement is considered. Recent weather conditions may have shortened the life expectancy of components of the buildings at the Bomaderry Works Depot, especially the roofs. Council has coordinated a consultant to undertake air borne asbestos air monitoring at the depot. The first test was completed in May 2007. Council reported to the Works & Finance Committee in July 2007 that this testing would be conducted every three years. Further testing was undertaken in May 2009 and March 2010. All air monitoring results were less than the minimum detection limit of the method used which is 0.01 fibres/ml - indicating a negligible airborne fibre concentration at the time of sampling. A report was presented to the Policy, Resources & Reserves Committee on 13 December 2011 in relation to tender results for the asbestos removal and re-cladding of


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the stores/workshop building. The recommendation of this report was to submit a further report on the strategic future of the Bomaderry Works Depot and to not accept the single tender submitted. Work on the ‘strategic future’ has started and will be reported to Council at a later date. Key Issues: WHS has recently engaged a consultant to undertake airborne asbestos air monitoring samples. The consultant has advised that the roof material has deteriorated since last testing in 2010. WorkCover has issued a notice in relation to the condition of the roof and requested an action plan for its replacement and other items. Stores staff have been relocated as a result of the WorkCover notice. This is causing concern to the staff and making it difficult for them to perform their duties. WHS is coordinating further testing. Consequently, there is an urgent need to remove asbestos from the stores/workshop building. Resourcing Implications - Financial, Assets, Workforce: The Council budget available to re-clad the Bomaderry Works Depot is $203,000. There is a draft capital budget bid of $850,000. Total possible capital budget for 2012/13 is $1,053,000. The report to Council’s Works & Finance Committee in July 2007 estimated the cost of replacement of asbestos material for the whole Bomaderry Works Depot to be $681,000. Since this report SCC has undertaken a quantity surveyor’s report and also made reasonable allowances for temporary relocation costs for services from the depot whilst works are being undertaken. The Automotive Stores Building is insured for just under $2,000,000 and is 47 years old. The proposed works is a budget of nearly half of the insured value and will add another 40 years of life to the current structure. It is asset renewal with minor capital improvements. The proposed expenditure of $1.05M will add 40 years life to the building. The building currently houses 30 employees and may house more in the future with investigations of relocating other staff. Insured value Proposed work value $1,899,823 $1,050,000 Life expectancy increase 40 years Amortised cost yearly $47,495 $26,250 No of current staff is 30 Cost per year per staff $1,583 $875 Cost per week per staff $31 $17


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Community, Environment (ESD), Economic and Governance Impact: Community The community would see the re-cladding of the Bomaderry Works Depot as an improvement. It would lift the aesthetics of the precinct.

Environment The proposed re-cladding also encompasses possible future projects such as placing solar panels on the new roof to harness renewable energy, water harvesting and recycling. Economic The current cladding is near the end of its life expectancy and has served the infrastructure well. Whole of life costing on re-cladding will add around 40 years life to the infrastructure. Governance Council has an obligation to provide work site and amenities that are fit for purpose and safe for its employees.

14. Goodland Road, Woollamia - Proposed Sealing File 18112eIndex PURPOSE OF THE REPORT To consider the sealing of the last 100 metres of Goodland Road, Woollamia. RECOMMENDED that the sealing of Goodland Road be deferred. COMMUNITY STRATEGIC PLAN Objective: 1.1 A City of diverse, united and connected communities.

Strategy: 1.1.4 Maintain and improve road, cycling and pedestrian networks

and associated infrastructure. DELIVERY PROGRAM Activity: 1.1.4.17 Develop capital maintenance and service programs for roads-

related infrastructure. OPTIONS AND IMPLICATIONS Option 1: (Recommended)


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Defer sealing Goodland Road. The road could be sealed after higher priority works in the Sealing of Rural Roads strategy are completed. Option 2: Seal 100 metres of Goodland Road, Woollamia, under the 2012/2013 Rural Road Sealing Program at an estimated cost of $31,000. There are projects, with a total value about $5 million, which have a higher priority for sealing than Goodland Road, if the ranking methodology in the Sealing of Rural Roads strategy is applied. The last 100 metres of the road does not qualify for ‘sacrificial’ sealing as it is subject to frequent commercial garbage truck turning movements although it may have less than an average of 80 vehicle movements per day. Sealing Goodland Road ahead of other projects will delay those other projects. Using other road funding would also mean that important renewal and repair work on other roads would not occur. Option 3: Do not seal Goodland Road. Apart from the dust nuisance, the road is providing an adequate level of service and is not expensive to maintain. Council’s Resourcing Strategy states that new works, such as sealing gravel roads, should have the lowest priority for funding. REPORT DETAILS Council resolved at its meeting on 20 March 2012 (Minute 12.347) that

“an urgent report be submitted to the next Policy, Resources & Reserves Committee regarding the possibility of undertaking the urgent sealing of the last hundred metres of Goodland Road Woollamia to reduce the dust impact on the tourist facility.”

Key Issues:

# Dust nuisance is only one of the ranking criteria for sealing roads. Its transient nature, in

both severity and length of exposure, need to be considered. Apart from two private accesses, there is a continuous screening of trees and shrubs along the last 100 metres of Goodland Road. This tends to reduce dust problems as the dust settles on the vegetation. (The tourist facility has a 30 metre frontage to the constructed section of Goodland Road - refer to Attachment ‘A’). Also, wind direction; the quality of existing gravel; traffic; general weather conditions; and distance, influence the amount of dust which may directly impact a property.


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The majority of traffic on Goodland Road is arguably generated by the tourist facility. Its owner has been advocating for sealing the road for many years. Resourcing Implications - Financial, Assets, Workforce: Council’s Resourcing Strategy states that funding the renewal of existing assets has the highest priority. From an asset management perspective, it is not good practice to construct new works, such as the sealing of Goodland Road, while road renewal and repair are still significantly under-funded. There would be limited financial impact to Council of sealing Goodland Road if the owner of the tourist facility funded this work. The proposed re-zoning and consolidation of some properties in Goodland Road may lead to the creation of a Contributions Plan project for the sealing of Goodland Road. However, the ‘developer’ contribution will be limited to 32% of the total sealing cost in any case, leaving 68% as Council’s share. A draft Voluntary Planning Agreement (VPA) for the re-zoned properties contains the proposed developer contributions but the VPA has not yet been circulated for comment. Until the project is included in the Contributions Plan, any expenditure on sealing the road now cannot be recouped from future Section 94 contributions. Community, Environment (ESD), Economic and Governance Impact: The sealing of a short section of the road would reduce dust generation and surface erosion. This would reduce the amount of sediments in waterways.

15. LGRSP Grant 2012 - 2013 Road Safety Officer. File 2499eIndex

PURPOSE OF THE REPORT To consider the offer by the Roads and Maritime Service (RMS) for continued funding of the Road Safety Officer Program. RECOMMENDED that a) Council undertakes to continue the Road Safety Officer Program to 30 June

2013; b) Council completes the offered “Deed of Variation” RMS/SCC Road Safety

Officer Program Funding Agreement to continue the Road Safety Officer Program according to its previous resolution (Min10.443);

c) Council writes to RMS as soon as practicable asking for consideration for long term funding for the Road Safety Officer Program rather than a annual term, similar to that of Black Spot funding or Roads to Recovery funding; and

d) The General Manager be authorised to sign the agreement.


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COMMUNITY STRATEGIC PLAN Objective: 1.1 A City of diverse, united and connected communities.

Strategy: 1.1.4 Maintain and improve road, cycling and pedestrian networks

and associated infrastructure. DELIVERY PROGRAM Activity: 1.1.4.17 Develop capital, maintenance and service programs for

roads-related infrastructure

OPTIONS AND IMPLICATIONS Option 1: Accept the funding offer. Implications By supporting Option 1, the Road Safety Program will be able to provide continued financial support in grant funding, guidance and education to all road users in the Shoalhaven through current and new road safety initiatives. The Road Safety Officer can continue to develop new road safety strategies in partnership with community members, businesses and government organisations. Option 2: Reject the funding offer. Implications By supporting Option 2 there will be limited road safety messages promoted to the communities of the Shoalhaven relying on state wide initiatives and not programs tailored to the local area. Limited funding will be sourced and/or available for road safety initiatives.

REPORT DETAILS

# The Roads and Maritime Services (RMS) Southern Region Office has forwarded a Deed of Variation “RMS/SCC Road Safety Officer Program Funding Agreement” to continue the Road Safety Officer partnership program from 2012 to 2013 (see Attachment ‘A’).

The terms of the agreement are substantially the same as previously advised and are well suited to a partnership program.


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Under the NSW Local Government Road Safety Officer Program (LGRSP), the RMS agreement provided for general road safety program funding as well as specific project funding; a) The general funding for employment of Council’s Road Safety Officer, for operational

costs and local initiatives, offers 50% funding up to $40,000 annually, adjusted with costs.

b) Additional funding for specific partnership programs can be up to 100% costs, subject

to separate application and RMS approval. This has totalled in excess of $774 833 since 2003.

The RMS advised that the state wide program was reviewed and a trial of a new funding model was undertaken. From that trial new objectives were developed for the LGRSP for 2012/2013, however, the funding model has not changed for 2012/2013. The objectives of the LGRSP for 2013/2013 are to:

• encourage the adoption of the Safe System approach to plan, develop and implement evidence-based projects to improve road user safety in local communities;

• raise the profile of road safety within local government areas (LGAs);

• facilitate the involvement of local businesses, government agencies and community groups/clubs in road safety project development;

• increase the road safety expertise of road safety officers (RSOs) and other local government personnel;

• improve the coordination of local government road safety initiatives with state and national road safety initiatives; and

• review and evaluate the effectiveness of community-based road safety projects.

The Safe System is a road safety approach which holds that roads, vehicles and speeds should be designed to reduce the risk of crashes and to protect people when a crash occurs. A critical feature to successfully apply the Safe System approach to local road safety projects is to involve all internal local government partners and stakeholders at the outset during the earliest stages of project planning, development and implementation. Consulting with all internal council stakeholders will enable all engineering, traffic, driver and pedestrian projects at a particular site are efficiently coordinated. NSW local councils are responsible for the maintenance and construction of more than 80% of roads. Further, more than 50% of serious crashes occur on local roads. Consultation with regional RMS offices, local Police, relevant local agencies (e.g. Health, Education and Communities, Liquor, Gaming and Racing etc), and local community and business groups before, during and after the project is implemented will improve the road safety outcomes of projects.


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Ongoing communication and working together across (and within) transport agencies assists in determining how vehicles, roads and people interact within the road system. The Government’s road safety priorities for 2012/2013 are:

• improve the safety of vulnerable road users;

• improve management of driver fatigue;

• promote child restraint legislation;

• enhance education and enforcement of seatbelt wearing;

• improve heavy vehicle safety;

• increase community awareness of the danger of speeding;

• increase speed and drink drive enforcement;

• tougher action on impaired driving, including distractions e.g. mobile phone use;

• improve the access of non-English and indigenous communities to road safety information; and

• enhance education for supervisors of learner drivers. As well as direct LGRSP funding (of which the bulk is distributed as salary and project funding) the Southern Region Road Safety Officers also access further funding through the:

• Drink Drive Program (principally to fund alternate schemes (e.g. Night Bus);

• Graduated Licensing Scheme workshops for supervisors of learner drivers; and

• Bike Week. In addition to the delivery of the programs above, the Road Safety Officer performs other functions in driving road safety initiatives in local communities, already using the Safe Systems approach. These include, but are not limited to:

• acting first point of contact for Council in dealing with school road safety issues;

• acting as a key link between Council and other road safety stakeholders such as Police, media, liquor accord, bicycle user groups, sporting clubs etc;

• identifying, by profiling and analysing crash data, existing and emerging road safety problems. Addressing these through local initiatives such as the nationally recognised young driver program, Skilled or Killed Young Driver Safety (SKYDS), child restraints, driver fatigue, speeding on local roads, motor cycle safety and awareness and pedestrians.;

• assisting Police and Council Rangers to achieve strategic enforcement of local issues, particularly in a schools context; and

• community consultation on road safety issues and participation in development of relevant planning instruments e.g. PAMP (Pedestrian Access Mobility Plan).


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Other road safety projects currently funded in the Southern Regions include:

• Stay awake;

• Log Book Run;

• Operation Speed Check;

• Alternative Transport Systems;

• Motorcycle Awareness;

• Major Events Breath Testing;

• Scooter Safe; and

• Safety Around Schools.

Key Issues: Road safety in the Shoalhaven remains a serious issue, with twelve fatalities in 2010 and ten fatalities in 2011. With the co-ordinated approach between the RMS’s LGRSP and Shoalhaven City Council the Road Safety Officer is able to provide educational and behavioural programs to the residents of the Shoalhaven to help reduce the road toll in the Shoalhaven. Since June 2010 the RSO from Shoalhaven City Council has successfully secured $145,727 from the RMS LGRSP to help provide RMS funded projects in the City. An additional $38,000 has been secured from the IMB Community Foundation: totalling $183,727. In addition to this funding the RSO contributes data required for Black Spot Funding and cycleway funding. Resourcing Implications - Financial, Assets, Workforce: The general funding for employment of Council’s Road Safety Officer is for 50% cost sharing basis with the RMS up to a maximum of $40K annually adjusted with costs. Council’s contribution includes salary, office space and vehicle operating costs and these have been included in operating budgets including the draft 2012/2013 budget.

Community, Environment (ESD), Economic and Governance Impact: The Road Safety Officer Program provides an avenue to obtain significant levels of funding and sponsorships aimed at providing a safer environment for all road users within the City. Major projects have included the expansion of the SKYDS Program, Safety Around Schools projects and numerous other educational and public information initiatives. The Road Safety Officer builds partnerships with government, business and community, initiates discussion in the community on road safety and presents positive public relations for Council.


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16. Council Reserve Encroachment - Metal stairs at rear of 20 Greville Avenue,

Sanctuary Point. File 29352eIndex PURPOSE OF THE REPORT To consider options to deal with a major steel stairway structure encroaching onto a reserve in Sanctuary Point. RECOMMENDED that Council enforces the removal of the major steel stairway structure in accordance with the current removal order issued by Rangers and the Foreshores Policy Section 3.19.9. COMMUNITY STRATEGIC PLAN Objective: 1.4 A healthy and active community.

Strategy: 1.4.1. Provide and maintain a diverse range of high quality passive

and active open space.

Objective 4.3 A Council that is respected, professional, trustworthy and transparent.

Strategy 4.3.1 Ensure transparent and accountable fulfilment of Council’s charter and functions under the Local Government Act.

Objective 4.5 A Council that is accountable and sustainable.

Strategy 4.5.1 Manage Council’s finances and resources in accordance with the Resourcing Strategy.

DELIVERY PROGRAM Activity: 1.4.1.2 Review policies relevant to passive and active open space.

4.3.1.3 Maintain a framework of delegated powers and authorisations

to staff.

4.5.1.11 Implement Council’s Asset Management Policy to manage existing infrastructure assets having regard to risk, resource, capacity, equity, lifecycle management and levels of service.

OPTIONS AND IMPLICATIONS Option 1: (Recommended)


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Council enforces the removal of the major steel stairway structure in accordance with the current removal order issued by Rangers. Implications If the adjoining owner does not comply with removal order Council will have to take further legal action. In addition a means of access to the foreshore (not currently accessible) would not remain.

Option 2: Council allows the steel stairway structure to remain illegally on Council managed land. Implications This is exposing the public to a safety risk and Council to a liability risk, in contravention of the Foreshore Policy. Option 3: Council allows the steel stairway structure to remain provided that:

• the adjoining owner bears the full cost of modifying the structure, including engineering certification, so that it complies with all codes and regulations;

• a structural engineer certifies that the structure is sound and meets all design and safety codes and regulations;

• the owner is responsible for the on-going maintenance of the structure and the liability associated with its use by the public; and

the owner enters into a legal occupancy agreement with Council for the public use of the structure.

This approach would be allowable under Council’s Foreshore Policy if the structure could be considered as having a “demonstrable community benefit.” REPORT DETAILS Background: A report was presented to the Policy, Resources and Reserve Committee on 11 October 2011 informing Council of the issue of encroachments onto public land by adjoining owners and the magnitude of the problem in the Shoalhaven. The report identified a major steel stairway at the subject location as an unauthorised encroachment. At its meeting on 27 October 2011, Council resolved (MIN11.1075) to:

“receive the report on Foreshore encroachment for information and support Council’s staff approach in implementation of the Foreshores Policy Section 3.19.9 as outlined in the report.”


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The major steel stairway structure at the rear of 20 Greville Avenue, Sanctuary Point has been the subject of various representations. After inspection by Council officers, the Rangers subsequently issued an order for the structure to be removed.

Key Issues: Inspections of the major steel stairway structure and surrounds concluded that:

• it is not constructed to the same standard of workmanship that Council would require and includes a mix of second hand materials;

• it would benefit a limited number of persons because an alternate access to the walking track is available from the end of Greville Avenue approximately 360 metres from the encroachment, or Marie Street, 580 metres from this structure;

• if Council was required to maintain the major steel stairway structure, the cost of carrying out works would be cost prohibitive, given the difficult access since no vehicular access is available;

• within a relatively short distance from the structure, there is easier access from the rear of adjoining neighbouring properties that currently would provide safer access to the foreshore than over the steeper embankment at the location of the major steel stairway structure;

• the stairs are not identified in the Asset Management Strategy for walking tracks or the Asset Management Plan for walking tracks - there are 14 access points to this walking track from either park/reserves or from street access points; and

• the top of the steel stairway has concrete steps and other features which do not comply with standards so are a safety risk.

A detailed report on the stairs is included in the Councilors’ Information Folder.

Resourcing Implications - Financial, Assets, Workforce: As the structure is incomplete and non-complying, it would require substantial capital investment to rebuild. The current 2011/12 budget for walking track upgrades is $30,000. This budget has been fully committed for this year. If Council was to accept the encroachment as a Council asset then it is likely a similar amount would need to be provided in the 2012/13 budget for urgent modifications together with an on-going budget for future maintenance, renewal and inspections. If the adjoining owner arranges for the structure to comply with all codes and regulations, and assumes full responsibility for its future use and maintenance, then there should be no significant financial burden on Council. Community, Environment (ESD), Economic and Governance Impact: The community would gain very little benefit from this encroachment, if it becomes a public asset, given the overall length of the walking track and the number of current access points. If the encroachment is not modified, it is potentially exposing the community to risk.


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17. Communities NSW - Sport and Recreation - Facility Grant Program Successful Applications 2011/2012. File 22308eIndex PURPOSE OF THE REPORT: To advise Council of successful Communities NSW Sport and Recreation Facility Grant Program applications for 2011/2012 and to seek endorsement to allocate subsequent savings to community requests for ground embellishments. RECOMMENDED that a) Council accept the successful applications received from Communities NSW

Sport and Recreation Facility Grant Program 2011/2012 and write to the Minister in appreciation of the funding received for: 1) Ison Park field extension - installation of new baseballs nets ($50,000); 2) West Street Tennis Courts - multipurpose line marking of two courts

($7,500); and 3) Sussex Inlet Skate Park - new skate park ($37,500).

b) Council allocate the potential saving of $37,500 from budget job number 82452 to budget job number 82511 for the purpose of works identified in recommendation c);

c) Funding be allocated to Sussex Inlet projects, as follows: 1) Bollard installation and gate to car park overflow at Thomson Street

Sporting Complex - $5,000; 2) Fitness equipment along River Road - $10,000 (plus Rotary contribution

understood to be approximately $10,000); 3) Hard scape at Thomson Street Sporting Complex - $5,000; 4) Pathway improvements at Thomson Street - $11,000; and 5) Patching of minor defects at Ulladulla Netball Courts - $6,500

d) Council seek in-kind labour from the Sussex Inlet Men’s Shed and contribution from Rotary Club of Sussex Inlet for future works as listed;

e) Minor defects are repaired to Ulladulla Netball Courts to the value of $6500; and

f) Projects identified in this report that are funded within 2011/2012 budget that are unable to be completed in the 2011/2012 financial year be re-voted to the 2012/2013 financial budget.

COMMUNITY STRATEGIC PLAN: Objective: 4.2 A collaborative council with rewarding partnerships


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and effective advocacy.

Strategy: 4.2.4 Make the best use of future funding to local government from other spheres of government.

DELIVERY PROGRAM: Activity: 4.2.4.3 Apply for and manage grant funding to support

Council’s activities in recreation and community facilities projects

OPTIONS AND IMPLICATIONS: Option 1: Council endorse the above recommendation for savings from budget number 82452 to be held for Thomson Street Sporting Complex projects as identified within the report. These projects have been identified by the Management Committee as priorities. The scopes of works for the approved grant funding projects are not able to be allocated to other projects. The projects must be delivered as detailed in the application. Option 2: Council endorse the acceptance of the Communities NSW Facility Grant funding but provide an alternate allocation of works from the savings identified in budget number 82452. REPORT DETAILS: Background: On 15 April 2011 Council submitted 8 applications under the Communities NSW, Sport and Recreation Facility Grant Program. These applications included: 1. Ison Park field extension - installation of new baseball nets; 2. Rotary Park Playground - installation of a new playground; 3. Marriott Park Playground - installation of a new playground; 4. West Street Courts - multipurpose line marking of two courts; 5. Milton Showground - installation of a new cricket pitch; 6. Sussex Inlet Skate Park - implementation of new park; 7. Berry Sporting Complex - replacement of cricket practice nets; and 8. Worrigee Equestrian Centre - installation of new day yards.


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These projects were identified as they had an existing budget allocation that would assist towards the matching funds, met the criteria of the funding program and were able to access community group contributions. Council made the application either as client or on behalf of the community group as a partnership. This is a preferred method for grant applications for asset delivery at Council owned or managed facilities. Also, certain expenditure was not able to be funded or considered part of the project under the criteria framework such as car parking, goal posts, machinery etc. Council received notification on 16 March 2012 that they were successful in three of the above eight applications, totalling $95,000. This amount will be matched equally or greater from Council’s budget; therefore the actual benefit to the community of assets/ works is valued at a minimum $190,000. The successful applications are: 1. Ison Park field extension - installation of new baseball nets - $50,000; 2. West Street Tennis Courts - multipurpose line marking of two courts - $7,500; and 3. Sussex Inlet Skate Park - new skate park - $37,500. Key Issues: The notification of the successful projects has provided little timeframe for delivery in the 2011/2012 financial year. At the time the applications were submitted in April 2011 the ‘successful’ projects were identified in the 2011/12 budget but had not yet begun. Most of the projects to be funded have been completed or about to be completed. However, under the funding criteria, Council is able to accept the funds as the works had not begun at the time the application was submitted. Following is a description of the works and identified funding source. 1. Ison Park - baseball nets

The baseball nets are an unfunded item. However the matching funds are sourced from the existing Ison Park field extension capital project, excluding works associated with car parking. Although the $50,000 is not a direct saving to Council as it is an additional item, the nets are necessary for the successful development of baseball to the community of Shoalhaven. Council has two options for delivery of the nets including relocation of nets at Wool Lane or installation of new nets. Relocation of nets from Wool Lane will allow for additional fencing including batting cages. The specific details are to be discussed further with the user groups at Ison Park as well as the Baseball Association.

2. West Street Tennis Courts - multipurpose line-marking


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To increase the usage of tennis courts within the Shoalhaven, Council staff discussed the opportunity to provide additional line marking at West Street Tennis Courts. Two courts were scheduled to be resurfaced for the community not for profit group to access and run community programs. The allocation of the resurfacing of these courts was to be used as Council contribution to matching funds. Council is still able to utilise these funds as the project began after the application was submitted. The line marking of two courts for other sports is still a component of the funding and is required to be programmed as works, as Council funded the resurfacing of all 6 courts and line marking for tennis only. Currently the courts are accessed by Wheelchair NSW who hold an annual tennis tournament. It is proposed that the new line-marking will allow for other disability sports to be played on the court surface increasing usage and ability to be utilised for other tournaments. Council staff will contact the licensee of West Street Tennis Complex and Disability NSW to discuss the preferred needs of line marking to two of the courts.

3. Sussex Inlet Skate Park and exercise equipment, Thomson Street Sporting

Complex

The Sussex Inlet Skate Park project is a community project funded by Council, the Community Building Partnership Program (CBPP) and the Skate Park Community Committee. Under the Facility Grant Program, Council is able to match funding sought from other funding sources, such as CBPP and recognised in-kind contribution of the community. The skate project began after the application for funding was submitted. The project details also include the delivery of exercise equipment at Thomson Street Sporting Complex, Sussex Inlet.

Council had recognised a budget allocation of $50,000. The funding received from Communities NSW Sport and Recreation has allowed a saving to Council of $37,500.

It is recommended that the saving of $37,500 be reallocated to unfunded works for recreational facilities for the 2011/12 financial year. However, given that only less than three months remain until end of financial year, should the works not be completed, it is envisaged that the funding be revoted for completion in 2012/2013. The scope of works identified but unfunded are viewed as a high priority by community representatives who have notified Council by consultative meeting records, discussion at site meetings with Council officers or through direct communication to Council. This list is not a complete compilation of requests Council receives, but are projects that have similar objectives i.e. activity, safety and access:

• hard scape works in front of the work shed at Thomson Street Sporting Complex;

• lighting upgrade at the cattle yard at Nowra Showground;


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• resurface of netball courts at Ulladulla Sports Park;

• field lighting upgrade at Ulladulla Sports Park;

• bollard installation and gate to car parking overflow (near skate park) at Thomson Street Sporting Complex;

• fitness equipment along River Road, Sussex Inlet;

• pathway improvements at Thomson Street Sporting Complex; and

• playground improvements at Ulladulla Rotary Park.

There is an opportunity to add value to the savings of $37,500 for works carried out at Thomson Street Sporting Complex. The opportunity for Council is to engage in-kind labour from members of the co-located Sussex Inlet Men’s Shed Organisation. Council is also in receipt of a request from the Rotary Club of Sussex Inlet to implement fitness equipment along River Road, Sussex Inlet. The Rotary Club are willing to contribute approximately $10,000 towards this project. The installation of this cardio circuit equipment would support the fitness strengthening equipment due to be implemented in Thomson Street Sporting Complex. Given that the original budget was allocated to a community project at Thomson Street Sporting Complex, Sussex Inlet, and that there is an opportunity to maximise value to the current savings through in-kind contribution as well as additional community organisation funding sources, it is of Council staff opinion that the allocation of the saving within this budget be allocated to the above projects in Sussex Inlet, as the preferred option. Although the netball courts are unable to be funded due to the major costs of these works and the limited budget available, Council is proposing that minor works are carried out on the defects on the courts to allow continuation of play. Key priority for the funding is: • bollard installation and gate to car park overflow at Thomson Street Sporting

Complex - $5,000;

• fitness equipment along River Road - $10,000 (plus Rotary contribution understood to be approximately $10,000);

• hard scape at Thomson Street Sporting Complex - $5,000;

• pathway improvements at Thomson Street - $11,000; and

• patching of minor defects at Ulladulla Netball Courts - $6,500. Resourcing Implications - Financial, Assets, Workforce: Council is able to match grant funding from existing budget allocation in the 2011/2012 financial year. The works or project is likely to be completed in 2011/2012 financial year. By accepting the grant funding, Council will make a saving of $37,500 which can be allocated to other projects.


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Community, Environment (ESD), Economic and Governance Impact: Recreational infrastructure is a key contributor to healthy community lifestyle and wellbeing. Seeking opportunities such as grant funding add value to existing budgets providing additional infrastructure that was previously unfunded. Utilising existing budgets is good economic practice, as Council is able to meet the requirements of the grant funding. These works are identified works that have whole of Council support. Council will ensure that the projects are delivered to a standard that the community expects. Council can project manage as well as apply procedures and protocols that protect, guide and inform the whole community.

18. Public Exhibition of the draft Bereavement Services Strategic Plan 2050File 43179eIndex

PURPOSE OF THE REPORT:

To seek Council’s support to publicly exhibit the draft Bereavement Services Strategic Plan 2050 for 28 days. A copy of the Plan has been provided in the Councillors’ Room.

RECOMMENDED that a) Council publicly exhibition the draft Bereavement Services Strategic Plan

2050 for 28 days; b) A community consultation evening is held during the exhibition period to

allow community feedback; and c) A further report is presented to Council concluding the public exhibition

consultation period and recommended noting changes to the Bereavement Services Strategic Plan.

COMMUNITY STRATEGIC PLAN: Objective: 1.4 A healthy and active community.

Strategy: 1.4.4 Provide a range of dignified, affordable and

sustainable bereavement and funeral services to meet the social and cultural needs of the community.

DELIVERY PROGRAM: Activity: 1.4.4.4 Provide a diverse range of services to meet the


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needs of the community to reflect and remember deceased persons.

OPTIONS AND IMPLICATIONS: Option 1: Council endorse the public exhibition of the draft Bereavement Services Strategic Plan 2050 for 28 days. That during the consultation a meeting is held for the public to attend and discuss the plan content and direction. At the conclusion of the public exhibition period a further Council report concluding community feedback and changes to the plan, is tabled. Implications Recommendations outlined in the strategic plan will create an implementation expectation from the community and services unit of Council. These recommendations are subject to management and financial commitment by Council. Option 2: Council not endorse the Bereavement Services Plan for public exhibition. Implications By not allowing the document to be placed on public exhibition as part of the adoption process, Council is encouraging zero guidance and direction to the future delivery of bereavement services. Services and expansion of services will ultimately be delivered in an ad hoc approach. By not placing the plan on public exhibition, is limiting the opportunity for the community to be engaged on a service of Council. REPORT DETAILS: Background: Council is a provider of bereavement services through its Shoalhaven Bereavement Services business unit operated within the Leisure Services Group of Council. Shoalhaven Bereavement Services is based at the Shoalhaven Memorial Gardens and Lawn Cemetery in Worrigee and maintains seven operational cemeteries as well as a number of historical cemeteries that are now closed to burials. Over the next 40 years the growth expected in the Shoalhaven Bereavement Services business is expected to result in some significant changes to the sites and services required, as well as to the structure of the business. Therefore, a need arose for a strategic plan to provide a long term assessment of the expected changes in the business and to identify how these changes will impact on the sites maintained by and the services provided by the business.


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Locale Consulting Pty Ltd was commissioned by Shoalhaven City Council to prepare a draft Bereavement Services Strategic Plan 2050. Key Issues: The strategic plan is designed to guide Shoalhaven Bereavement Services to cater for future operations and growth in the required services over the longer-term. The strategic plan considers a number of issues relating to the:

• future of the business at a local level;

• impacts of trends and innovation within the industry at a broader level; and

• availability of the physical infrastructure and services to meet future demand.

A greater emphasis on sustainable financial management is required, potentially meaning that the business becomes a stand-alone Crown Reserve Trust, with management becoming separated from Council. This is further explained in the Bereavement Services Strategic Plan. In preparation of the draft Strategic Plan, a number of preliminary consultations have been undertaken with community groups, peak body groups, local funeral directors and government agencies. These consultations have informed the directions and outcomes of the Strategic Plan through the provision of various insights and consideration of how the various interested parties perceive the future of the industry and of Shoalhaven Bereavement Services. Resourcing Implications - Financial, Assets, Workforce: There are no financial implications associated with exhibition of the draft Bereavement Services Strategic Plan. Recommendations outlined in the action plan (section 6) may require future financial commitment for implementation. Community, Environment (ESD), Economic and Governance Impact: The Shoalhaven is expected to be a location of high population growth over the next 40 years, particularly from retiring “baby-boomers” moving from Sydney and other major centres. A growing and aging population will ultimately result in higher localised death rates and as a result put further demand on the local bereavement services industry. The number of deaths and therefore likely number of interments in the Shoalhaven is projected to grow more than 130% between 2006 and 2051. Recent advances in technology as well as increasing environmental concerns have identified a range of new ways for burials and disposal of the deceased. Natural or bush burials have been a more recent trend, where burials take place in a natural setting, with surrounds returned to a natural state soon after burial. These “green


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burials” avoid the use of chemical, embalming or non-biodegradable caskets and have little or no on-grave memorial. Good governance and management of the bereavement services business is the foundation to ensuring ongoing viability and continued support from the community. The strategic plan provides a gap analysis in terms of the future of the Shoalhaven Bereavement Services sites and services.

19. Draft Artie Smith Oval Master Plan including Northern Shoalhaven Indoor Sports Centre Footprint. File 36583e, 34855e & 14013eIndex PURPOSE OF THE REPORT

# To seek Council endorsement to publicly exhibit the draft Artie Smith Oval Master Plan including the footprint for the Northern Shoalhaven Indoor Sports Centre - see Attachment ‘A’. RECOMMENDED that a) Council endorse the draft Artie Smith Oval Master Plan for public exhibition; b) Council place the document on public exhibition for a period of 28 days; and c) A further report be provided to Council for consideration of adoption of the

draft Artie Smith Oval Master Plan having consideration to public submission received during the exhibition.

COMMUNITY STRATEGIC PLAN Objective: 1.2 A Creative vibrant, generous and learning community.

Strategy: 1.2.2 Plan and provide community, cultural and recreational

facilities to ensure they reflect community needs and aspirations.

DELIVERY PROGRAM Activity: 1.2.2.8 Plan for and prioritise a program of improvements to

community recreation facilities. OPTIONS AND IMPLICATIONS Option 1: Endorse the public exhibition of the draft Artie Smith Oval Master Plan for 28 days.


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That the draft Plan be forwarded to neighbouring residents and community stakeholders for comment. Implications Master Plans are indicative plans allowing for flexibility in detail, design and delivery. They are often embellished and presented as marketable to the community, which can create high expectation. Master Plans are a great tool when adopted for Councillors, Communities and staff for providing direction. A Master Plan is also helpful in any grant application to other levels of Government.

Option 2: Not endorse the draft Artie Smith Oval Master Plan for public exhibition and for Council to provide an alternate direction. Implications Master Plans are strategic plans that assist in prioritising funding and working collaboratively with the community. The credibility of grant applications are enhanced if broad community support of a strategic approach can be demonstrated. REPORT DETAILS Background: Artie Smith Oval is a prominent active sports reserve located adjacent to the Bomaderry Leisure Centre, Bomaderry High School and other active sports fields. The site is accessed and located on Cambewarra Road, Bomaderry. Artie Smith Oval is easily accessible by road, cycle ways and is on a connecting road to Bomaderry Train Station. In 2010, Council’s Recreation and Community Facilities Unit had undertaken a review of the existing approved Development Application for the Indoor Sports Centre. The review identified that the current design had faults and was not the preferred design of user groups. The existing DA involved an extension to the existing facility. The current indoor sport centre does not meet sport standards, Australian Design standards, is made of asbestos fabrication and has practical management application constraints. In 2011, Council sought expressions of interests from qualified architects to redesign a new Regional Indoor Sports Centre as well as develop a Master plan for the Artie Smith precinct. Council engaged the services of Facility Design Group to develop and submit Development Application plans as well as prepare the Master Plan. Key Issues: Planning and Analysis Artie Smith Oval is approximately 6 hectares in size and provides one AFL field and one synthetic cricket pitch. Artie Smith Oval also includes the existing Northern Shoalhaven Indoor Sports Centre. The site does not service passive recreation uses.


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Assets and infrastructure currently located at the reserve include: club amenities; club storage; fencing; formal and informal car parking; cricket pitch; irrigation; lighting; drainage easements; seating; goal posts; indoor courts; and scoreboards. Consultation with local user groups of the reserve, internal stakeholders as well as a Councillor briefing had been undertaken in developing the draft Master Plan as well as assisting the design of the Indoor Sports Centre. Community consultation will continue through the public exhibition period. Individual meetings with user groups of Artie Smith Oval have provided positive feedback on the draft Master Plan. Council’s generic Plan of Management for Community Land categorised as Sportsground applies to Artie Smith Oval and the proposed development is consistent with the Core Management objectives. Council’s Sportsground Strategic Plan has categorised the sportsgrounds as a District facility. These sites would benefit the whole of Nowra/Bomaderry area and is generally used for local level competitions either by multiple clubs/associations defined by the sport association or relevant equivalent and used by visiting organisations for competitions, in addition to local level benefits. Draft Master Plan Actions The draft Master Plan has only included relatively minor embellishment to the site, as most of the physical structures and services are established. Key recommended additions involve formalising car parking, improving design and adding passive recreational activities to assist in whole of community well-being. Preliminary consultation with user groups and stakeholders identified key design changes to the existing layout and asset. These include:

• removal of synthetic wicket;

• installation of a new turf wicket within the existing AFL oval;

• provision of cricket nets;

• formalisation of Shared Pathways and connections;

• relocation of playground, shelters and BBQs;

• installation of a picket fence around the perimeter of the oval;

• additional seating (both formal and banked);

• additional street and pathway tree planning;

• improvements and additions to car parking including provision of bus bays;

• recognition of memorial assets;

• upgrade of amenities building;

• additional youth recreation elements such as a BMX track;

• inclusion of outdoor fitness equipment; and


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• levelling and field upgrade including continuation of irrigation, improvements to lighting and turf repair program.

The preliminary design will attract higher level competition to the region that will benefit the development of sport within the region as well as underpinning the local tourism economy during non-peak periods. Costing and priorities for the Master Plan to be provided after the 28 day public exhibition period. The costing for the Indoor Sports Centre has been valued by the architect at approximately $8 million. Resourcing Implications - Financial, Assets, Workforce: It is important to note that the current delivery of assets identified in the draft Master Plan is unfunded in the Long Term Financial Plan. The preparation of a design for the Indoor Sports Centre and for the draft Master Plan is to allow the projects to be ready to apply for grant opportunities and to ensure that any improvements are consistent with an over-arching site strategy (Master Plan). Therefore, works will be subject to future funding budget bids and successful grant applications. Further funding will be required for the detail design of works associated with asset implementation, including but not limited to, the Indoor Sports Centre, car parking, sport groups amenities building, playground and playing fields. Community, Environment (ESD), Economic and Governance Impact: Preparation of a strategic overlay, in this case, the draft Master Plan for Artie Smith Oval, including the footprint of the Indoor Sports Centre, is a preferred practice for the future delivery of sports fields and community assets. Possible future improvements to the site including pathways and passive recreation activities, make the site a precinct to be enjoyed by the whole community. The overlay of AFL and Cricket reflects best practice in design, management and implementation of sports fields at this level.

20. Ulladulla Sports Park Stage 3A Completion - Project Savings and Additional Works. File 37587e; 42672e; 5311e; 1783e; 39310eIndex PURPOSE OF THE REPORT: To acknowledge savings from the recent capital works project at Ulladulla Sports Park and to seek Council’s endorsement of identified works that can be funded from the savings.


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RECOMMENDED that a) Council vote the savings from job number 82499 towards additional works

identified at Ulladulla Sports Park and detailed in this report; b) Council deliver the cricket nets and seating at Ulladulla Sports Park as the

highest priority; c) All other works be weighted against available funding, usage, demand,

safety and an asset audit; d) Council staff continue to engage with user groups throughout the process of

priority listing and schedule of work; and e) Council endorse that any of the recognised works that are able to be funded

from the existing budget but not completed in 2011/ 2012 financial year be re-voted for delivery in the 2012/2013 financial year.

COMMUNITY STRATEGIC PLAN: Objective: 1.2 A Creative vibrant, generous and learning community.

Strategy: 1.2.2 Plan and provide community, cultural and recreational

facilities to ensure they reflect community needs and aspirations.

DELIVERY PROGRAM:

Activity: 1.2.2.12 Undertake strategic planning for new community and

recreational facilities.

OPTIONS AND IMPLICATIONS: Option 1: Council adopt the above recommendation, acknowledging the priority list and schedule of works as the preferred option for delivery, and that the works are delivered as per scheduled with the cricket nets and seating recognised as the highest priority. Other works are then delivered based on project feasibility, demand, safety and asset audit. Council will continue to work with user groups in acknowledging the priority of works Option 2: Council not endorse the above recommendation, but provide alternate funding priorities against budget savings from job number 82499. Option 3:


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Receive this report for information only and acknowledge that the savings from job number 82499, Ulladulla Sports Park Stage 1, be allocated back into Council’s general revenue. REPORT DETAILS: Background: Ulladulla Sports Park (USP), budget job number 82499, is a capital works project of Council approaching completion. It is a project that included the delivery of a multi-purpose sports field, new pavilion amenities, lighting, full irrigation, goal fencing and partial car parking. It is envisaged that the multi-purpose field provides a home location for Cricket and AFL Associated clubs. The facility has been designed to cater for district level competition, with additional project scope and costs adopted by Council including a turf wicket, installation of couch grass (as requested by cricket) and additional expenditure on the pavilion to cater for a possible extension (as requested by AFL). The additional costs associated with the larger change rooms, provision for higher lighting capacity and footings to the pavilion was supported by a grant from AFL NSW/ACT of $90,000. Subject to contractual conditions, the project is due to be completed and handed over to Council in June 2012. From the allocation of funds, it is expected that there are savings within the vicinity of $100,000 although the exact amount will not be known until the contract is finalised. Therefore, this report seeks council endorsement to allocate the savings within this budget to further enhance, repair and embellish Ulladulla Sports Park from identified community requests. Key Issues: Ulladulla Sports Park is a staged project. During the staging of the project, certain assets were removed or not considered due to budget limitations. Communication with user groups has continued to occur during the development of the project including site meetings and e-mail. User groups have identified or requested additional works. The priority of works has been identified by Council staff as the preferred priority due to minimal impact on future user groups, access to community assets, asset needs for sport development, spectator comfort, existing budget allocation and capital versus maintenance projects. Items raised or requested by user groups are as follows: Priority Item/Issue Request Description Approximate $ 1. Cricket nets Cricket has requested

that the site be embellished with cricket

Four fully enclosed synthetic cricket nets with

$65,000 Cost can be


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Priority Item/Issue Request Description Approximate $ nets. During the development of USP, Council investigated the option for location of nets. A base including conduit for power has been formed near the amenities building of USP. Detail designs for the delivery of four nets are completed. This would allow for two teams to practice at once and with an electrical outlet, allow for practice with a ball machine. Nets would contribute to the development of USP as the home of cricket for southern Shoalhaven. Currently there are nets located at Lighthouse Oval which are aged assets.

wicketkeeper gates and locked gates. Formal run up and electrical point.

reduced for the provision of three nets with a possible expansion to four.

2a Bench Seating

AFL have requested spectator bench seating near pavilion. Increasing patronage in and around the pavilion would encourage sport participation and viability. Bench seating would allow for comfort during wet and cold weather. The bench seating is similar to seating already located at the football fields of Ulladulla Sports Park.

6 x aluminium seating

$1,000 ea = $6,000 purchase and install.

2b Electricity point for scoreboard

AFL sought an opportunity to locate a scoreboard on the eastern side of the new field. This would require an electrical point. Council has investigated the possibility and can

Electrical point for the provision of a scoreboard.

Quote not sought. Waiting on AFL confirmation to proceed.


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Priority Item/Issue Request Description Approximate $ advise that the point can be provided through the existing conduit provided to the lighting poles.

3 Entrance gate All user groups have expressed concern with access to the Sports Park. It is supported that limiting access to the park at nights will reduce vandalism. The facility is unable to be gated and managed by user groups of the sports park as the park is also home to the only skate park in Ulladulla. Staff raised concerns with allocating the management of the gate to user groups. Council’s Parks department have agreed to engage a security firm to open and shut the gate am/pm, if it was implemented. Purchase of the access way land is imminent and will allow Council to implement a gate.

Gate at the entrance of sports park. Open and closed by security. Install once land is in Council’s ownership.

$3,000 purchase and install. Security will require ongoing costs that can be funded from existing park management funding.

4 Grading of access road

All user groups have requested that further work be carried out on the access road to the car park. Council is in negotiation with land owners to purchase this land. Funding is not available to construct a more formal access. It is proposed that grading the road is

Grade the entrance road to the car park. Use existing material. May require some importation of road base.

$10,000 There is existing material to use at the access road to grade.


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Priority Item/Issue Request Description Approximate $ suitable as a short term fix.

5 Repair to netball courts

An inspection with user groups identified works to repair the existing courts at Ulladulla Sports Park. Court number 5 was in need of urgent repair due to vandalism which has been scheduled. The user groups raised player safety concerns with the other courts, being pock marks found on the surface of the courts, as well as glass on the grass courts. The courts also have a residue on the surface. The removal of the residue is also scheduled. These are the only competition netball courts in Ulladulla.

Repair to 5 of the 6 courts. Court 5 already scheduled to be repaired. 6 courts scheduled to be cleaned.

Quote not confirmed as yet.

6 Upgrade to training lights on northern fields.

User groups have requested that improvements be carried out on the training area. The lights at the field are insufficient for player safety as a minimum of 100 lux is recommended for training purposes. Council staff are to investigate the electrical loading capacity at the site, to ensure that any future upgrade to lighting is able to be sustained. It has been proposed that this area will gain

Install and upgrade lighting to Australian Standards for training for player safety. Due diligence on load capacity is necessary prior to confirmation of works.

Quote not confirmed as yet.


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Priority Item/Issue Request Description Approximate $ additional use from baseball relocation.

7 Grading of car park.

All user groups have requested that further work be carried out on the car park. Council has no funds identified for the formalisation of the access road and car park. Formalising the car park is a late stage project of USP. Detail designs for the car parking area and access road are completed.

Grading of car park - need to import material.

In excess of $30,000. No suitable material (i.e. asphalt profiling or road base) located on car park. This would need to be imported.

8 Upgrade/ rehabilitation to northern training fields

Council staff were informed by the user groups that during heavy rainfall periods these fields are unable to be accessed. As training fields this can impact on the quality of the competition surface. The facility has drainage problems, due to the natural flow of the local environment. A discussion with Council’s parks department has begun with options to assist in the playability of the surface. It is envisaged that even with additional maintenance and rehabilitation, these fields will continue to have drainage issues, although not as often. In addition, these fields have been identified to

Rehabilitation/ upgrade to training fields to increase playability and improve drainage.

Unknown, program to be developed.


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Priority Item/Issue Request Description Approximate $ relocate and provide baseball a playing surface in Ulladulla.

9 Player dug outs for new AFL fields

AFL have requested player dugouts and seating. Council has a Voluntary User Contribution Schemed available to fund these dug outs.

2 x player dug outs for AFL.

Quote not sought.

Resourcing Implications - Financial, Assets, Workforce: Council is approaching completion of the schedule of works for Ulladulla Sports Park Project, budget job number 82499. It is expected that the savings from contingency allocation can resource the funding needs of priority 1, 2a and 2b. Further, any remaining funds can assist in the delivery of other priorities as identified above, with the assistance of the community user groups. Community, Environment (ESD), Economic and Governance Impact: It is envisaged that the cricket nets, spectator bench seating and electrical point for a scoreboard will provide necessary assets for the future provision of district and regional competition for both AFL and Cricket in Ulladulla. Currently access to the new grounds has not been provided to user groups, therefore it is the preferred time to carry out work as the works will not impact on any community user group. The reallocation of savings towards additional embellishment works is due to good governance practices and project management. The priority listing was constructed from communication with user groups.


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21. BMX Circuit - Joe Hyam Reserve, North Nowra. File 29087EIndex

PURPOSE OF THE REPORT To report the outcome from community consultation and from the Youth Committee and to further seek Council support in the implementation of a local BMX circuit at Joe Hyam Reserve, North Nowra. RECOMMENDED that Council: a) Support the implementation of a local BMX circuit at Joe Hyam Reserve,

North Nowra; b) Advise local residents of Council’s decision; and c) Review the circuit impacts on local residents one year after the

implementation date. COMMUNITY STRATEGIC PLAN Objective: 1.1 A City of diverse, united and connected communities.

Strategy: 1.1.1 Create and implement community development programs

which address the needs of the community.

Objective: 1.2 A creative vibrant generous learning community.

Strategy: 1.2.2 Plan and provide community, cultural and recreational facilities to ensure they reflect community needs and aspirations.

DELIVERY PROGRAM Activity: 1.1.1.1 Facilitate and participate in a range of community

development activities and programs that encourage community capacity building opportunities and are inclusive of identified target groups including children, youth, families, women, Aboriginal people, people with disabilities, seniors, women and men.

Activity: 1.1.1.2 Identify and promote community assets to support community development programs.

Activity: 1.2.2.8 Plan for and prioritise a program of improvements to community and recreation facilities.


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OPTIONS AND IMPLICATIONS Option 1: Council approve the above recommendations, noting a letter be sent to neighbouring local residents stating a review would be undertaken in one year on the outcome of the circuit’s implementation. Option 2: Council not provide a local BMX circuit at Joe Hyam Reserve and acknowledge that illegal track building within the natural bushland is likely to continue. Unapproved assets built within a public park do not take into consideration Council policy, location of jumps and consideration to impact on local residents as well as pedestrian movements and their safety. Relocating the track to another site in North Nowra does not eliminate the current lack of play provision within this local catchment area. REPORT DETAILS In July 2010, two hundred letters were forwarded to property owners who lived within a catchment area of Joe Hyam Reserve, North Nowra. Council received 5 submissions - 4 against and 1 in support of a proposed BMX circuit. A letter from a local resident in support of the track was also forwarded to the Editor of the South Coast Register. At the Ordinary meeting of Council on 21 September 2010, a report on the future provision of a BMX circuit at Joe Hyam Reserve and Artie Smith Oval was received. Council resolved (MIN10.1120) that:

“a) This matter be deferred to a Clr Briefing;

b) A further report be submitted to the Youth Advisory Committee in relation to the exact location and design of these projects;

c) Staff investigate the possibility of upgrading the current facilities located at Pitt Street/Drexel Park North Nowra as an alternative facility.”

A Councillor briefing was held on 8 December 2010 providing information on the current and future provision of BMX circuits in the Shoalhaven. The briefing outcome required Council staff to undertake further community consultation with young people in the North Nowra area to discuss the option of a BMX circuit at Joe Hyam Reserve or to upgrade the current facility at Drexel Park. At the Youth Advisory Committee held 20 January 2011 the Committee were informed that a Councillor briefing had been held in relation BMX projects and that staff were to undertake further consultation with local youth. This consultation was carried out by staff in February 2011.


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Council advertised in local school newsletters including Bomaderry High School, Illaroo Road Primary School and North Nowra Primary School. Council received 3 submissions with all 3 submissions in support of a new BMX circuit at Joe Hyam Reserve. Council received no submissions opposed to the proposal. In addition, staff engaged informally with young people at Joe Hyam Reserve during the school holiday period. Feedback received from local users and parents of younger children revealed a desire for a more formalised circuit. In August 2011, a report on the implementation of a BMX circuit at Joe Hyam Reserve was presented to the Youth Committee. They resolved:

“that the Youth Advisory Committee support the implementation of a BMX circuit at Joe Hyam Reserve, as per Council’s Policy, on the proviso that notification be forwarded to the objectors of the proposal of the pending decision to be made by Council.”

In December 2011, Council wrote to local residents informing them of the proposed BMX circuit works at Joe Hyam Reserve, North Nowra. Council staff met with a local resident to discuss the track location, design and process. At this meeting, both Council staff and the local resident witnessed the park being used by local BMX riders.

# A copy of the draft design was provided to the resident and it was later agreed between the parties to relocate and orientate the circuit to a more preferred location. The location and concept design are attached (Attachment ‘A’).

Officers agreed to review the circuit in one year after implementation to evaluate the BMX

impact on the local amenity. If agreed that antisocial behaviour has increased due solely to the circuit implementation, Council consider removing the circuit from the area after further community engagement. Key Issues: Informal usage There are illegal and informal jumps that exist in the site. The building and construction of these jumps demonstrate a need for suitably built and safe jumps in the reserve. By formalising a track, Council is encouraging safe play and protection of the local environment as well as mitigating residential complaints. BMX Policy Council has an existing policy that guides future delivery of local level provision of BMX circuits. These circuits are small free formed areas that utilise the environment in which they are located. The circuit is constructed from soil, not concrete or steel. The size of the circuit is dictated by the current policy that states the start mound and jump heights will vary but not to be higher than 1m. The circuit is designed for one rider width at a time.


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The proposed circuit at Joe Hyam Reserve meets both the design and principles for a local BMX provision. The design of the track at Joe Hyam has been walked with and explained to the local resident. Resourcing Implications - Financial, Assets, Workforce: Council allocates $10,000 each year for the provision of local BMX circuits. There are sufficient funds available for the delivery of a circuit within the 2011/12 budget. Community, Environment (ESD), Economic and Governance Impact: The proposed location of the track is a clear site with a native vegetation barrier to residential properties. The park will continue being maintained as per current schedule. Provision of a facility that caters for all ages, enhances social connectivity, local wellbeing and belonging as well as contributes to lifelong health building principles. Unstructured play builds on life skills such as negotiation skills, motor skills and communication skills. By providing purpose built circuit, constructed to a safety standard, it is less likely that local youths will build illegal jumps within inappropriate areas and of inappropriate material. The provision of a circuit minimises environmental damage and enhances Council commitment to community safety.

22. Nowra & Browns Creek Floodplain Risk Management Study and Plan and Kangaroo Valley Floodplain Risk Management Study & Plan - Tender.File 44621EIndex PURPOSE OF THE REPORT To inform Council of tender results for the Nowra & Browns Creek Floodplain Risk Management Study & Plan and Kangaroo Valley Floodplain Risk Management Study & Plan. In accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, some information should remain confidential as it would if disclosed prejudice the commercial position of the person who supplied it, and will be considered under a separate confidential report. RECOMMENDED that in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, Council consider a separate confidential report on this matter. COMMUNITY STRATEGIC PLAN Objective: 2.3 A community that seeks to reduce global warming impacts

and increase our ability to adapt to the effects and impacts of climate change.

4.1 A Council that is actively engaged with the community and


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others in its decision making.

4.2 A collaborative Council with regarding partnerships and effective advocacy.

Strategy: 2.3.1 Responsibly manage community exposure to natural hazards and resulting risks.

4.1.1 Provide opportunities for genuine and representative community engagement in Council’s decisions.

4.2.2 Ensure there a broad representation of the community within Council’s appointed Committees, Groups and Community Consultative Bodies.

DELIVERY PROGRAM Activity: 2.3.1.5 Develop, implement and review Floodplain Risk Management

Program.

4.1.1.5 Provide and facilitate community engagement initiatives and ensure access to information is provided in a range of formats.

4.2.2.1 Support the Charters and Operations of the Natural Resources and Floodplain Ongoing Management Committee and the Coastal Management Committee.

OPTIONS AND IMPLICATIONS Option 1: Council accept the recommendation. Option 2: Council not accept the recommendation, giving reasons and propose an alternative tender. REPORT DETAILS Tenders closed on 22 March 2012, with two (2) tenders received. No late tenders have been received. Tenderer Location Cardno (Lawson Treloar) St Leonards, NSW Molino Stewart Parramatta, NSW


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Tenders have been evaluated in accordance with the criteria identified in the tender documents as follows:

• total cost to Council, including application of Local Preference Policy;

• experience and expertise in nature of work;

• methodology;

• management ability regarding programming, Quality Systems, WH&S and environmental management; and

• capability to complete the works. Further details of the tender evaluation are contained in the confidential report. Resourcing Implications - Financial, Assets, Workforce: Funding for the above project has been provided under the NSW State Government ‘Floodplain Management Program’ on a 2:1 basis. Council’s matching 1/3 contribution comes from the existing general Floodplain Management Program budget.

The project is for the provision of consultancy works and will not have any direct or immediate implications on Council’s assets.

The studies will be undertaken by consultants who will be managed by the Natural Resources and Floodplain Unit of Council. There will not be any significant impact to Council’s workforce. Community, Environment (ESD), Economic and Governance Impact: Advancing Council’s long-term floodplain management program ensures that economic, social and environmental factors in regard to management of floodplains within the Shoalhaven are considered, documented and dealt with.

Peter Adams DIRECTOR, STRATEGIC PLANNING AND INFRASTRUCTURE

R.D Pigg GENERAL MANAGER


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TUESDAY, 10th April 2012 ASSISTANT GENERAL MANAGER / CITY SERVICES AND OPERATIONS 23. Annual Fee Waiver Ulladulla Civic Centre, Ulladulla Civic Centre Grounds and

Ulladulla Foreshore Reserve – Princess Ball and Blessing of the FleetFile 8029EIndex PURPOSE OF THE REPORT To consider a request from the Ulladulla & Districts Blessing of the Fleet Festival Committee, to waive the hire fees of the Ulladulla Civic Centre, Ulladulla Civic Centre grounds and Foreshore Reserve. RECOMMENDED that Council; a) Provide a further donation of $3,500 to the Ulladulla Blessing of the Fleet

Committee reflecting the cost of the hire fees for Ulladulla Civic Centre, Ulladulla Civic Centre grounds and Foreshore Reserve for the 2012 event, in addition to the $10,000 already donated.

b) Council consider an annual donation of $13,500 to the Ulladulla Blessing of the Fleet Committee in the draft 2012/2013 budget and future budgets to incorporate Ulladulla Civic Centre and grounds and Foreshore Reserve hire costs.

COMMUNITY STRATEGIC PLAN Objective: 1.1 A City of diverse, united and connected communities.

Strategy: 1.1.6 Encourage and support activities, events and festivals at

which communities in the Shoalhaven can gather and celebrate.

DELIVERY PROGRAM Activity: 1.1.6.1 Provide and facilitate a program of civic events that recognise

and celebrate achievements and important occasions in the community.

1.1.6.2 Promote and support community events; celebrations and social/recreational activities that address key social issues and assist in building community cohesion.


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OPTIONS AND IMPLICATIONS Option 1: Adopt the fee waiver request from the Blessing of the Fleet Committee in respect to 2012 and future years. Option 2: Not agree to the fee waiver.

Option 3: Agree to the fee waiver and increase the allocated amount to include the hire fee for the Ulladulla Civic Centre, Ulladulla Civic Centre grounds and Foreshore Reserve. REPORT DETAILS Background: The Blessing of the Fleet Festival is being held on Sunday 8 April 2012 at Ulladulla with the Princess Ball already held on 24 March 2012 at the Ulladulla Civic Centre.

Council has already allocated and paid $10,000 to the Blessing of the Fleet Committee towards the running costs of the 2012 festival. The Blessing of the Fleet Committee is also requesting that the hire fees be waived, usually between $2,600 to $3,500, with additional costs of the non-negotiable refundable bond and cleaning fee remaining the responsibility of the Blessing of the Fleet Committee. Council has supported this festival in previous years as shown below: 2008 Waiving of Hire Fees $ 3,555.00 Allocated amount $10,000.00 2009 Waiving of Hire Fees $ 3,555.00 Allocated amount $ 9,000.00 2010 Waiving of Hire Fees $ 5,446.60 Allocated amount $10,000.00 2011 Waiving of Hire Fees $ 3,944.31 Allocated Amount $10,000.00 The Blessing of the Fleet Festival is one of the major festivals held in the Shoalhaven region and Council has supported the Festival both financially and in-kind over many years. The Festival continues to enjoy strong community support with a variety of programs and themes being promoted.


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Key Issues: The Ulladulla Blessing of the Fleet Committee now requests that hire fees related to the event be waived on an ongoing basis, reflecting continuing commitment of the in-kind of support that has traditionally been granted by Council.

Approval of an ongoing additional donation to reflect venue hire costs for the event will provide medium-term certainty to event organisers and remove the need to consider this matter annually, however, it will reduce Council’s ability to prioritise this event request against other funding requests in future years.

Resourcing Implications – Financial, Assets, Workforce: Council has budgeted $10,000 in the donations budget as direct financial support to assist with the running of the Blessing of the Fleet Festival. In the interests of transparent funding and disclosure of real costs, the budget source for any hire costs to be “waived” for the Ulladulla Civic Centre, Ulladulla Civic Centre grounds and Foreshore Reserve should be the unallocated donations vote. If the recurrent donation is extended to cover the venue hire fee costs, this should be incorporated into future donation allocations.

Community, Environment (ESD), Economic and Governance Impact: The Blessing of the Fleet celebrations at Easter time is an important cultural festival for the whole of the Shoalhaven, representing a major event in the local calendar of Ulladulla, with over 8,000 people attending. This influx of visitors provides the Ulladulla area economy with a significant boost. The festival, along with celebrating the tradition of blessing the Italian Fishing Fleet, also showcases local products and entertainers and local community groups are invited to participate. This festival involves many aspects of the local community, creating community spirit while still supporting the traditional Blessing of the Fleet.

R. Donaldson ASSISTANT GENERAL MANAGER W. Paterson R.D Pigg DIRECTOR CITY SERVICES & OPERATIONS GENERAL MANAGER


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TUESDAY, 10 APRIL 2012 ASSISTANT GENERAL MANAGER / CITY SERVICES AND OPERATIONS / FINANCE AND CORPORATE SERVICES / STRATEGIC PLANNING AND INFRASTRUCTURE 24. Beach Patrol & Surf Safety Awareness File 32150E, 42196EIndex

PURPOSE OF THE REPORT To provide information to Council in response to the Notice of Motion adopted by Council at its meeting on 24 January 2012 – Unpatrolled beaches, and advise Council on representations made by the South Coast Branch of Surf Life Saving NSW (SCBSLS) pertaining to beach safety. Note that throughout this report:

• “SLSNSW” refers to Surf Life Saving NSW, the NSW State Head Office • “SCBSLS” refers to South Coast Branch of Surf Life Saving NSW, the local body • “SLSS P/L” refers to Surf Life Saving Services P/L (Australian Lifeguarding

Service), Council’s current professional lifeguarding services provider RECOMMENDED that a) Council note the extensive information provided in response to the Notice of

Motion (MIN12.74) Unpatrolled Beaches and receive this for information. b) Council maintain the status quo and not increase funding to add additional

or extended beach patrol services. c) Should the South Coast Branch of Surf Life Saving decide to make a

submission to the Water Safety Black Spots Fund that Council staff assist in developing a proposal for improved signage and education programs to support any application.

COMMUNITY STRATEGIC PLAN Objective: 1.4 A healthy and active Community Strategy: 1.4.2 Manage and maintain sporting and recreational facilities for

maximum community use and value


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DELIVERY PROGRAM Activity: 1.4.2.5 Provide quality aquatic programs and fitness and recreation

activities OPTIONS AND IMPLICATIONS Option 1: Council adopt the recommendations as printed.

Option 2: Council seek to increase the funding available to increase beach patrol services and provide patrols at additional locations. This could be achieved through either:

• Progressively increasing funding for beach patrol services by indexation above annual rate pegging, to a level commensurate with the cost associated with providing a 7 day/week service; or

• Applying to IPART seeking approval to introduce a special rate levy to facilitate additional beach patrol services.

REPORT DETAILS This report provides information to Councillors to assist in providing direction to staff on future levels of service and funding sources in the area of beach patrol services and water safety awareness. It is set out in sections to assist in responding to Council’s resolution 24 January 2012 - MIN12.74 - Unpatrolled Beaches:

“a) The General Manager prepare a report on the provision of lifeguard and/or volunteer lifesaving services at selected unpatrolled beaches in the Shoalhaven during the peak Christmas period. The report to include but not be restricted to the following:

i) Identification of the beaches with the greatest numbers of swimmers and the most dangerous surfing conditions;

ii) Possible sources of funding and/or sponsorship from businesses such as private caravan parks, Shoalhaven Water, Shoalhaven Tourism, N.S.W Tourism, local tourist operators, unrelated corporate bodies and the State and Federal Governments;

iii) The most effective way to educate visitors to the Shoalhaven as well as local residents as to the potential dangers of swimming at unpatrolled beaches. This would essentially include distinctive on-site portable signage to indicate likely dangers that exist;

iv) The possible provision of video education on water safety for patrons of the Holiday Haven Tourist Parks and other accommodation providers in the Shoalhaven.

“b) Council partner with other regional coastal Councils in NSW in advocating for the support from the State and Federal Governments for comprehensive beach safety education programs;


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i) Council include as part of the education programs, for those that are not strong swimmers to be encouraged to wear a floatation device when entering the water;

“c) Council write to the National Sea Change Task Force, seeking support for lobbying both State and Federal Governments for funding and educational programs and for increased patrols on beaches;

“d) Council make further representations to the State Government and the Minister for Police and Emergency Services The Hon. Michael Gallacher MLC to adopt the National water safety signage standard.”

The report also covers representations from SCBSLS regarding:

• Beach Signage • Funding Sources – Beach Patrol Services • Public Education Programs – Water and Beach Safety

Council’s Leisure Services staff have met with representatives of SCBSLS and SLSNSW regarding the key issues in this report and sought their expert advice. In the representations received from SCBSLS, they draw attention to their concerns about:

• Drowning incidents in the Shoalhaven City Council Local Government area • Beach signage • The level of community awareness about water & beach safety • The current level of provision of Council beach patrol services • The potential funding for beach patrol services

# Copies of their correspondence are at Attachments 1 and 2.

Key Issues: Action taken to implement MIN12.74: The following actions have been taken to date to give effect to MIN12.74:

• Part (b) – a letter has been sent to the Southern Councils Group • Part (c) – a letter has been sent to the National Sea Change Taskforce • Written representations have been sent to Joanna Gash, MP, Federal Member for

Gilmore • Written representations have also been made to Shelley Hancock, Member for

South Coast Floatation Devices Part (b) (1) of MIN12.74 makes reference to the use of floatation devices when entering the water. Surf Life Saving NSW does not advocate the wearing of floatation devices for swimmers and adds that it is not an appropriate message to suggest the wearing of


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floatation devices. SCBSLS would encourage attendance at swimming lessons and swimming between the flags at patrolled beaches. SLSNSW and SCBSLS do support a program to raise awareness for fishers, particularly rock fishers and have actively promoted a program entitled “Don’t put your life on the line – Rock Fishing Safety” (www.surflifesaving.com.au). Beach Signage

Council's Asset Management Plan Coastal and Estuary Assets was developed to provide for the rational management of the extensive network of beach access tracks and other facilities within 35 Council managed beach compartments. Council managed beach access points (320) include audited and maintained hazard warning signage as specified by the Statewide Mutual Best Practice Manual with recommended design revisions and standard improvements made within limited resources and the competing priorities of the Coastal Maintenance Program. The existing beach warning signage is considered part of an effective warning strategy enhanced by the “Guide to Resuscitation” signage installation. Council could consider further beach signage enhancement as part of future swimmer safety / Rip awareness education campaigns. However, the significant cost of the SCBSLS suggested citywide total beach signage standard review would require a new funding allocation beyond existing Council resources. Council does not manage beach access fronting privately owned caravan parks therefore no Council standard beach hazard signage is in place. This represents an unmanaged risk that warrants a targeted response. This could include working with SCBSLS to assist in preparing a funding submission under the Water Safety Black Spots Fund for improved signage. Portable Signage Portable Surf safety signage is feasible only when patrols are in place to manage deployment and collection. Such a program could be initiated through SCBSLS working with volunteer beach patrol and / or privately owned caravan park owners to assist in the deployment and collection of portable signage. This could be initiated with SCBSLS through a funding submission under the Water Safety Black Spots Fund. Water Safety Black Spots Fund – Aquatic Safety Signage The State Government Water Safety black spots funds could potentially provide funding for a sign replacement program, however the State Government advised that funding guidelines are currently being revised with new objectives and funding priorities being defined. As these parameters have not as yet been defined it is unknown if a citywide beach signage replacement project could be funded under this program. Staff will monitor this situation and will consider an application as funding becomes available.

National Aquatic and Recreation Signage Style Manual SCBSLS requests that Council reviews the current style and content of signage presented in coastal, lake, river and estuarine locations and nearby car parks and


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reserves. Whilst SCBSLS commends Council for having installed a sign “Guide to Resuscitation”, they strongly recommend that Council adopts the signage style of the National Aquatic and Recreational Signage Style Manual. Furthermore, SCBSLS encourages Council to progressively upgrade its signage based on a risk based approach and consider the drowning and rescue statistics for the South Coast area since 2004 - shown as annexure A1 and A2 in Attachment 1 indicated above.

Council’s Insurance Manager has met with representatives from Parks & Reserves and Natural Areas Sections to look at current signage format and undertaken a revised risk assessment. An updated design is with Desktop Publishing Section. A draft of both of these documents, when available will be forwarded to Council’s Risk Advisor, Statewide Mutual, for comment. Beach Usage & Surf Conditions MIN12.74 part (a) (i) requests:

“i) Identification of the beaches with the greatest numbers of swimmers and the most dangerous surfing conditions;”

Generally the larger urban centres with beach based tourist accommodation destinations attract larger numbers of swimmers. Shoalhaven Heads, Culburra Beach, Currarong, Callala Beach, Huskisson, Vincentia, Cudmirrah, Berrara, Manyana, Bendelong, Conjola, Narrawallee, Mollymook, Burrill, Tabourie, Bawley Point and Kioloa are generally high use with a broad range of accommodation alternatives, multiple beach compartments and access options. Beach Safety is dependent on complex parameters including the competency of the swimmer, unpredictable ocean conditions and is impossible to categorise. Council’s warning signage placed at every access point (320) assumes every beach will have high visitation (greater than 50 people per day) is unpatrolled (patrols are time and season limited) and is inherently dangerous as conditions may change rapidly. Council's Asset Management Plan Coastal and Estuary Assets was developed to provide for the rational management of the extensive network of beach access tracks and other facilities within 35 Council managed beach compartments. Council managed beach access points (320 in total) include audited and maintained hazard warning signage as specified by the Statewide Mutual “Best Practice Manual” with recommended design revisions and standard improvements made within limited resources and the competing priorities of the Coastal Maintenance Program. The existing beach warning signage is considered part of an effective warning strategy enhanced by the “Guide to Resuscitation” signage installation. Council would certainly consider further beach signage enhancement as part of future swimmer safety / rip awareness education campaigns, however, the significant cost of the SCBSLS suggested citywide total beach signage standard review would require a new funding allocation beyond Council resources.


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Funding Sources SCBSLS has suggested that Council may consider a Special Rate Levy to raise funds towards extending the provision of beach patrol services. In addition, Part (a) (ii) of MIN12.74 requests investigation into possible sources of funding.

“ii) Possible sources of funding and/or sponsorship from businesses such as private caravan parks, Shoalhaven Water, Shoalhaven Tourism, N.S.W Tourism, local tourist operators, unrelated corporate bodies and the State and Federal Governments;”

The following information is provided for consideration:

Special Rate Levy Council does have the option to consider and introduce a Special Rate Levy. To raise a further $200,000 to support the provision of additional beach patrol services would, for an average property value in the Shoalhaven of around $180,000, be an additional cost to the ratepayer of $3.15 per annum. Council is required to make application and notify IPART of its intention to apply for a special variation. Applications for special variations for financial year 2012/13 have now closed. Any application by Council would need to be submitted for consideration in the review of financial year 2013/14, in accordance with the IPART determined timeline. Holiday Haven Tourist Park Reserve Funding

The potential funding from Holiday Haven Tourist Parks is problematic in that the Crown has legislated that revenues derived from Crown Reserves must be expended on Crown Reserves and cannot be used for other purposes. Council, as Trustee of these Crown Reserves on which the Holiday Haven Tourist Parks are situated, is obliged to report to the Crown annually in regard to those Crown Reserves where Council has expended funds. It is highly unlikely that the Division of Crown Lands would approve any expenditure of those funds derived from Holiday Haven Tourist Parks for any other Council project that is not situated on a Crown Reserve. A written submission would need to be made to the Minister of Primary Industries seeking permission under Section 106 of the Crown Lands Act for funds to be made available. The marketing budget for Holiday Haven Tourist Parks is fully committed to programs that are likely to increase Tourist Park visitation, therefore there are no additional marketing funds available that could be used for this purpose.

Sponsorship - Shoalhaven Water In accordance with Council resolution MIN12.20 of 24 January 2012:

“a) Council revises the Shoalhaven Water Budget to include a specific allocation of $50,000 for public relations; and


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“b) The Events Shoalhaven Board be invited to make recommendations to the Director of Shoalhaven Water in respect to events that would continue to sustain and further grow good public relations for Shoalhaven Water.”

An amount of $50,000 has been allocated in 2012/13 for Events Sponsorship by Shoalhaven Water. Securing support for surf life saving initiatives using this funding would require a direct link to events, be recommended through the Events Shoalhaven Board and meet the criteria of the Events Shoalhaven Board Guidelines Policy 11/42. Assessment of the proposals in this report would indicate that the requirements for sponsorship funding support could not be met. Sponsorship - Shoalhaven Tourism Board The Shoalhaven Tourism Board has two programs of assistance:

• One is designed to assist local chambers of commerce and local tourist associations with “precinct” marketing. Funding is available in grants up to $5,000 on a “dollar for dollar” basis.

• The other is to assist local community organisations in building facilities on public

land (such as barbecue tables, viewing platforms, and interpretative signage) that is of benefit to visitors and locals alike. Grants are available up to $5,000 and must be matched with in-kind assistance.

The Shoalhaven Tourism Board charter is to promote the Shoalhaven in its major market places outside of the Shoalhaven and, as such, it is not able to sponsor this activity. Sponsorship - Businesses An Expression of Interest process could be considered to gauge the likely interest and support from local businesses to contribute to funding either surf and beach safety awareness programs or to extend existing patrol services. Provision of beach and surf education programs are outside the core functions of Council. SLSNSW is the peak body for surf life saving in the State and have an established range of beach and surf programs and information, and established channels for disseminating this information. Therefore, if sponsorship opportunities with local business are to be considered, it should be on the basis of funding the extension of existing or additional beach patrol services. This would require additional resources within the Aquatics Unit to facilitate such an initiative that are not currently funded. The estimate to initiate such a program would require $6,000 to cover staff costs. Progressive Increase in Council funding above CPI Council could consider staging any increase in service levels by progressively increasing funding by, for example, 10% per annum over a period of time. In the 2011/12 Budget, an amount of $213,201 is provided to cover the beach patrol contract, aerial patrol service donation and ancillary costs. This would require other areas of expenditure to be reduced by an equivalent amount. Given Council’s budget for 2012/2013 is currently $1.2 million in deficit, this could be a difficult thing to achieve.


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Public Education Programs Surf Life Saving Programs SLSNSW provides a range of resources to promote and educate the public on beach and water safety awareness. These include:

• Telstra Beach to Bush Program in conjunction with SLSNSW - www.telstrabeachtobush.com.au

• Coastal Accommodation Beach Safety Network established by SLSNSW with free signup

• Materials to all caravan/tourist parks, to Council and Visitor Information Centres including ‘10 Tips for Safety at the Beach’ brochures, Beach Safety and Rip Safety information posters, flyers, tent cards, junior activity booklets and given talks to park patrons – along with Rip Safety and Rock Fishing DVD’s for accommodation providers to play on in-house systems – all these are at no cost to the accommodation provider

• Links to websites, including www.beachsafe.org.au • Two community seminars have been held • School education projects for the southern schools have been initiated on a

seasonal basis through Surf Life Saving Services staff • Surf Awareness for sale including banners • “Dr Rip” (Rob Brandt) has also made presentations at South Coast Life Saving

Clubs in Water Safety Awareness and practical Rip Educational Demonstrations. Information on the Coastal Accommodation Beach Safety Network has been provided to Council’s Tourism Manager for distribution to the tourism provider network in the Shoalhaven. This has been done by way of one of the regular Tourism newsletters that goes out to 800 tourism operators plus a further 400 other tourism interested parties, including business groups such as chambers of commerce and local tourist associations. Council’s Holiday Haven Tourist Parks have expressed interest in becoming part of this service. Council’s Aquatic & Leisure Facilities will also display information from SLSNSW on beach and water safety awareness. In addition Council’s Aquatics website has information on beach patrol services and beach safety. Shoalhaven Aquatics have also reviewed Water Safety Black Spots Fund organisations eligible to apply are not for profit Community organisations with experience in Water Safety interventions, education and support. On this basis Councils are not eligible to apply, however discussions have been held with SCBSLS, should they decide to make an application, Council staff would be willing to assist and provide a letter of support for any targeted programs for the Shoalhaven Local Government area. The eligibility criteria are very specific, any submissions will need to meet the objectives of the program. The funding sought must be between $50,000 to $500,000 therefore supporting an eligible organisations, may provide the best outcome for the region. The Ministry for Police and Emergency Services will adjudicate on submissions.

http://www.telstrabeachtobush.com.au/�

http://www.beachsafe.org.au/�


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Surf Safety Awareness Programs - Sponsorship – Holiday Haven SCBSLS has requested assistance for Funding / Sponsorship from Holiday Haven Tourist Parks for a Surf Safety Awareness Program which would include the distribution of an SLSNSW brochure with sponsorship branding from Holiday Haven in the October Rates Notice. Indicative costs for this are in the order of $4,000 for 45,000 brochures to be printed and $100 for inclusion in the Rates Notice - if folding of the brochure is required, this would add a further $2,700. SCBSLS are also seeking funding support via sponsorship from Holiday Haven to host four (4) “Dr RIP” community information seminars in the Shoalhaven presented by Rob Brander. Indicative costs are $800 in total. Mollymook Surf Life Saving Club has hosted an information session from “Dr RIP” for the past two (2) years and these have been well attended and well received by the community and tourists alike. Holiday Haven has run educational programs in the Tourist Parks in conjunction with SCBSLS on many previous occasions. Attendance has been mixed from a few in one park to hundreds in another. Holiday Haven always approach SCBSLS prior to summer to obtain brochures for distribution throughout the group and the Tourist Park Manager keeps in touch with the South Coast organisation in regard to anything they can offer or that Holiday Haven can assist with. Holiday Haven Tourist Parks currently contributes $20,000 to the Surf Clubs in the Shoalhaven as previously reported to and approved by Council. Given the limit of the Holiday Haven Sponsorship budget any alternative sponsorship funding would necessarily reduce this amount to maintain a budget balance.

Beach Patrol Services Latest request from SCBSLS seeks additional professional beach patrol services at beaches not currently patrolled – see Attachment 2 indicated above. Council currently funds the provision of beach patrol services at eight (8) locations throughout the Shoalhaven over the peak NSW school summer holiday period. These are currently located at:

• Shoalhaven Heads Beach – 5 day/week patrol • Crookhaven Heads Beach – 7 day/week patrol • Ocean Street/Tilbury Cove – Culburra Beach Village – 7 day/week patrol • Warrain Beach – Culburra Beach Village – 5 day/week patrol • Cudmirrah/Berrara (Sussex Inlet) – 6 day/week patrol • Narrawallee Beach – 5 day/week patrol • North Mollymook Beach – 5 day/week patrol • South Mollymook Beach – 5 day/week patrol


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An extended service is provided at South Mollymook Beach, which operates from early December to the end of February. Where volunteer Surf Lifesaving Clubs are located/beaches patrolled a 5 day/week service is provided with volunteer surf lifesavers providing patrols on weekends and public holidays. Professional beach patrol services are provided by Surf Life Saving Services P/L (Australian Lifeguarding Services) (SLSS P/L) – the commercial arm of SLSNSW. This is a five (5) year contract operating from the 2010/11 – 2014/15 seasons. Representations have been received in the past from Shoalhaven communities for:

• Extension of existing services at beach locations where a patrol service is already provided, and

• Requests for beach patrol services at beach location were none are currently provided

Council has already acceded to requests from the Sussex Inlet and Districts community to extend the contract provisions for a Saturday patrol service at Cudmirrah Beach in Year 1 (2010/11) for a further year (2011/12) due to the local Surf Life Saving Club’s inability to provide volunteer surf life savers. Sussex Inlet & District SLSC has approached Council for this to continue for the term of the contract.

Further, Council has recently additional requests from Culburra Beach Progress Association Inc to extend the current level of service provided.

Requests from SCBSLS for new professional Beach Patrol services are at the following locations, each of which are noted in Attachment 2 to this report:

• Collingwood Beach, Vincentia • Berrara Beach – southern end • Lake Conjola – Entrance Beach • Mollymook Beach – middle of beach • Burrill Lake – southern end • Lake Tabourie Beach • Kioloa/Bawley Point (Merry Beach)

Note final confirmation of actual/site specific location needs to be confirmed should funding become available based on infrastructure. In addition, SCBSLS has also requested that Council consider, not only a static lifeguard service at Kioloa/Bawley Point, but the inclusion of rescue watercraft or “jetski” surveillance patrols by lifeguards be provided to other beaches in this community.

# Information has been drawn from the Australian Beach Safety & Management Program publication, and provides details on Beach Safety Ratings. These ratings are based on beach and water conditions. Attachment 3 provides details on Beach Safety Ratings for Council’s eight (8) existing beach patrol locations and identifies the rating for the beaches where new patrol services have been requested. This may assist in guiding and prioritising where future professional beach patrol services could be considered.


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Should funding be made available to stage an increase in service levels, this could either be distributed across a number of locations for a shorter duration, or provision of a new patrol service for duration commensurate with existing patrols. Resourcing Implications – Financial, Assets, Workforce: The current budget allocation of $213,201 is able to fund professional beach patrol services, the donation to the aerial patrol services and ancillary services associated with beach patrol services, such as cabin hire, delivery and transportation costs, insurances etc. Council currently supports beach operations in the following ways:

• Aquatics Budget - Beach Patrol Services $213,201, which includes the donation to Aerial Patrol Service (Shark Patrol) - $10,000pa

• Aquatics Budget - Donation to four (4) volunteer Shoalhaven Surf Life Saving Clubs - $20,000pa ($5,000 per club)

• Holiday Haven Budget - Sponsorship to four (4) volunteer Shoalhaven Surf Life Saving Clubs - $20,000pa (which will rise to $22,000 in 2012/2013)

• Aquatics budget – Surf Club Operations - $21,280 which cover and meet Council’s property and public liability insurances – administered through Assets and Facilities Unit in the Strategic and Infrastructure Group of Council.

Currently beach patrol services are provided at the existing eight (8) locations together with funding at Sussex Inlet (Cudmirrah/Berrara) for the additional requests for a six (6) day patrol over the previous two (2) summer periods. The latter is instead of the previous five (5) day patrol, and can fund the ongoing six (6) day service required at Sussex Inlet for the duration of the current contract. Should Council wish to extend the current services at existing beaches or choose to include additional beaches, no funding currently exists for this service increase. Costs to Increase Service Levels

# SLSS P/L have provided costings on a range of service options, which include the provision of labour and equipment to deliver patrol services – these are detailed in Attachment 4 to this report. SCBSLS have identified seven (7) further locations where they consider beach patrol services could be provided. These would need to be seven (7) day a week services as the existing volunteer surf club resources are currently committed and cannot accommodate further volunteer patrol services over weekend and public holiday periods to support a professional beach patrol service. A seven (7) day a week service for six (6) weeks, operating with two (2) lifeguards, 9am – 5pm is $24,880.00 (exclusive if GST) per location. A seven (7) day a week service for one (1) week, operating with two (2) lifeguards, 9am – 5pm is $4,274.00 (exclusive if GST) per location.


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A seven (7) day a week / six (6) week service roving patrol with one (1) lifeguard to support a static patrol is $35,148.00 (exclusive if GST) per location. Community, Environment (ESD), Economic and Governance Impact: From an economic perspective, the current funding for professional beach patrol services provides for supervision at eight (8) locations. Any extension to, or addition of services, will require further funding from Council. This will create employment opportunities within the local area and may enhance the area’s appeal to tourists. Extension of existing or provision of new beach patrol services will provide the community with greater access to patrolled beaches within Shoalhaven. The location of temporary cabins and toilet facilities may adversely impact on beach and foreshore environments, and their visual amenity to beachgoers and residents alike.

W P Paterson DIRECTOR CITY SERVICES & OPERATIONS P J Dun DIRECTOR FINANCE & CORPORATE SERVICES P Adams DIRECTOR STRATEGIC PLANNING & INFRASTRUCTURE R T Donaldson ASSISTANT GENERAL MANAGER R.D Pigg GENERAL MANAGER


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CONFIDENTIAL BUSINESS PAPER AGENDA

FINANCE & CORPORATE SERVICES

1. Holiday Haven Tourist Park Tenders for the Management & Operation of Burrill Lake Tourist Park Section 10A(2)(d)(i) - Commercial information of a confidential nature that would if disclosed prejudice the commercial position of the person who supplied it.

STRATEGIC PLANNING & INFRASTRUCTURE 2. Nowra & Browns Creek Floodplain Risk Management Study & Plan and Kangaroo

Valley Floodplain Risk Management Study & Plan - Tender.

Section 10A(2)(d)(i) - Commercial information of a confidential nature that would if disclosed prejudice the commercial position of the person who supplied it.

Pursuant to Section 10A(4) the public will be invited to make representation to the Council meeting before any part of the meeting is closed, as to whether that part of the meeting should be closed.

notice of meeting to be held in committee rooms 1, 2 & 3

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