A R BLUETT MEMORIAL AWARD...Mitigation Programme which began immediately after the 2009 floods. The basins are located in Bakers Road, Bennetts Road, Spagnolos Road and Upper Shephards

A R BLUETT MEMORIAL AWARD

Coffs Harbour City Council Submission 2018/19

Council Details 2 Brief Statistics 3 Executive Summary 4 Community Strategic Plan Summary 8

PRINCIPAL ACTIVITIES 10 CAPITAL WORKS AND SERVICES 12

Diamond Head Drive Upgrade Project 12 Flood Mitigation Program 13 Amenities Upgrades Program 14 City Square Revitalisation to Enhance CBD 15

CULTURE AND HERITAGE 16 Cultural and Civic Space for the Heart of the City 16 Cultural Outreach 18 Commercial Big-Name Events 19

SPORT AND RECREATION 20 Building an EPIC Stadium Project 20 Coffs Coast Regional Sports Hub 22 Coffs Harbour: an Event Magnet 24

ECONOMIC AND SOCIAL DEVELOPMENT 26 PlaceScore Survey 26 Local Growth Management Strategy 27 Local Innovation Network Program 28

BUILT AND NATURAL ENVIRONMENT 30 Woolgoolga Beach Reserve Redevelopment — Community Group Outcomes 30 Jetty4Shores Project 32

ENVIRONMENTAL INITIATIVES 34 Renewable Energy and Emissions Reduction Plan (REERP) 34 Intensive Plant Agriculture — Funding Research and Collaboration 36 Automated Vehicle Trial or ‘Busbot’ 37

HEALTH AND COMMUNITY SERVICES 38 West Coffs Reserve Park 38 Lifeguard Service Education Programs 39 Sportsgrounds Upgrades 40 Refugee Week Freedom Feast 41

CORPORATE AND GOVERNANCE 42 Build the Best Bypass 42 Digital First for Customers 44

OTHER 46 Commercial Business Units 48Charitable Trusts 50

AWARDS AND CITATIONS 52

PROJECTS 54 Completed 56In progress 58

FINANCIAL STATEMENTS 60

CONTENTS

NAME Coffs Harbour City Council

ADDRESS Locked Bag 155, Coffs Harbour, NSW 2450

CONTACT PERSON Andrew Beswick

EMAIL [email protected]

PHONE 02 6648 4201

GENERAL MANAGER Steve McGrath

TOTAL POPULATION

POPULATION URBAN

POPULATION RURAL

COUNCIL AREA

NUMBER OF FULL-TIME EQUIVALENT STAFF

REMUNERATION TRIBUNAL CATEGORY

TOTAL EXPENSES FROM CONTINUING OPERATIONS AS PER INCOME STATEMENT

BRIEF STATISTICSCOUNCIL DETAILS76,551

62,007

14,544

531

$170,789,000

1,174 square kms

Regional Rural

Coffs Harbour has a reputation as a dynamic and rapidly expanding economic hub and a key sporting and event destination.

As a regional centre, Coffs Harbour City Council’s economic approach is a focus on entrepreneurship, innovation, technology, sustainable tourism and lifestyle.

EXECUTIVESUMMARY

programs, tourism and economic development services, the library network, lifeguard services, community programs and sports, arts, cultural and community facilities — the list is long.

In addition, we are overseeing the roll-out of important projects for our local government area.

In the current four-year Delivery Program, we have already completed Stages 2-4 of the Jetty4Shores Project, a new, $1.4m multi-purpose amenity building at Fitzroy Oval in Coffs Harbour’s CBD, the completion of $6.5m upgrade works at Coffs Harbour Airport, the completion of Stage 1 of the

$13.4m EPIC Stadium for the Future project to upgrade the C.ex Coffs International Stadium, the inaugural staging of Coffs Harbour Regional Gallery’s new signature event, the STILL: National Still Life Award, and significant progress on the plan to develop a ‘Cultural and Civic Space — For the Heart of the City’ in the CBD.

Councils also manage a huge inventory of public infrastructure — much of it ageing — which demands an increasing share of resources to operate and maintain. Establishing the financial and operational sustainability to address this task is critical for any organisation.

It’s a challenge that Coffs Harbour

City Council has met through its ongoing internal business transformation program and through an approved special rate variation strategy to bridge an asset renewal funding gap.

The organisation is now positioned to manage the city’s infrastructure with confidence for years to come.

TOGETHER — ELECTED REPRESENTATIVES, STAFF AND VOLUNTEERS — ARE BUILDING ON THE GOOD WORK OF THE PAST TO ENHANCE COFFS HARBOUR’S REPUTATION AS ONE OF THE MOST DESIRABLE ADDRESSES IN THE WORLD.

Administering an annual budget of around $215m, the Council is considered a regional — and national — leader in its approach to technological use, as well as water and waste management, planning and infrastructure.

It was among the first NSW regional centres to receive the NBN and is considered one of the world’s ‘smart’ cities.

The LGA is designated as a migrant destination and has welcomed former refugees from across the world, most recently from Syria and Iraq. The diverse community that has resulted is a source of pride and celebration.

The vision of Coffs Harbour’s Community Strategic Plan — MyCoffs — is “connected, sustainable, thriving”. It centres around four themes: Community Wellbeing, Community Prosperity,

A Place for Community and Sustainable Community Leadership.

The current 2017-2021 Delivery Program reflects Council with a renewed direction from the community to take the region into the future.

We provide an enormous range of day-to-day services and facilities to ensure the quality of life we enjoy in the Coffs Harbour area remains sustainable.

These include the provision of water and sewer services, waste management, development assessment services, public health and environment protection

The current 2017-2021 Delivery Program reflects Council with a renewed direction from the community to take the region into the future.

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Community Wellbeing

To make Coffs Harbour a vibrant, inclusive place, the community wants people to connect through the celebration of diversity, social inclusion, and greater recognition for the traditional custodians of the LGA. Finding collaborative ways to tackle the causes of disadvantage and enriching life through cultural and artistic endeavour are also priorities.

For an active, safe and healthy community, strategies identify the provision of health services and facilities, encouraging sport and healthy lifestyle choices and positive ageing through supported activity, lifelong learning and independent living. Mental health and social connection are to be nurtured through heightened awareness and safe and inclusive community spaces and activities and a safe community is to be cultivated through addressing the challenges of family violence, child protection, addiction and road safety.

Community Prosperity

Establishing a thriving and sustainable local economy involves stimulating economic growth through a diversified commercial base with support for innovation and entrepreneurship. Attracting people to visit, work and live in Coffs Harbour requires a commitment to tourist and event promotions and to developing the amenity, connectivity and livability of our urban and business centres.

To ensure Coffs Harbour is a community achieving its potential, we have to anticipate education and training needs to exploit business and entrepreneurial opportunities.

A Place for Community

To establish liveable neighbourhoods with a defined identity we want people-friendly areas shaped by local communities and well-planned public spaces, with Coffs Harbour’s natural setting reflected in the built environment. Development has to be sustainable, meeting community needs while protecting environment and heritage values.

To enhance a natural environment sustained for the future, community awareness and collaboration is required to protect diversity and reduce environmental threats. Reducing resource consumption, maximising re-use and recycling, sustainable water cycle management and increased public transport options are key goals.

Sustainable Community Leadership Our leaders give us confidence in the future, including and empowering the community in decision-making, seeking regional partnership solutions for beneficial outcomes and effectively engaging with all in the community.

To ensure we have effective use of public resources, collaborative planning should address community needs to provide and maintain public services and infrastructure and innovation, partnerships and collaboration should support the delivery of effective outcomes.

COMMUNITY STRATEGIC PLAN SUMMARYThe MyCoffs Community Strategic Plan revolves around four themes, each identifying two objectives that are, in turn, progressed by a range of strategies. Council’s Delivery Program details key areas of focus to help implement the MyCoffs strategies.

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PRINCIPAL ACTIVITIES

CAPITAL WORKS AND SERVICES Diamond Head Drive Upgrade Project

Theme Sustainable Community Leadership

Objective We have effective use of public resources

Reference D2.1

Strategy We effectively manage the planning and provision of regional public services and infrastructure

For many years, Coffs Harbour’s small coastal villages have had entrance roads of open drains framing narrow roadways. We are currently upgrading these and Sandy Beach was chosen as one of the first of these projects.

In partnership with the Federal Roads to Recovery Program, we undertook a $3.2m upgrade of the only access road into Sandy Beach — Diamond Head Drive.

The project, completed in December 2018, has provided a 2.5m wide shared pedestrian/

cycleway in coloured concrete linking the residential streets to the beach reserve. The road surface has also been replaced providing a high durability, more attractive look and a quieter ride. In addition, upgraded drainage was installed including concrete kerb and guttering.

The stand-out features of the improvements are the extensive roadside landscaping with coastal tree species and ground-cover plants and the recessed parking bays and bus stop. These have hugely improved the look and feel of the whole village.

CAPITAL WORKS AND SERVICES Flood Mitigation Program



Reference D2.1


Ten years after the floods that devastated Coffs Harbour’s city centre in 2009, Council officially marked the completion of the fourth and final major flood detention basin for the Coffs Creek catchment in June 2019.

Four large detention basins form the centrepiece of Council’s $20m Flood Mitigation Programme which began immediately after the 2009 floods.

The basins are located in Bakers Road, Bennetts Road, Spagnolos Road and Upper Shephards Lane

Funds for the Programme came from a special rate variation, introduced following the 2009 storm, loan funds and grants from the NSW and Australian Governments.

Coffs Harbour’s unique landscape of hills, creeks and waterways makes the community vulnerable to flash floods. Following the floods of 2009, Council put in place a program designed to reduce the impact of future flooding on the community and our economy.

The works were centred on the catchment of Coffs Creek and the city centre. As well as the four detention basins, we developed a flood early warning system for targeted waterways that is directly linked to the SES and Bureau of Meteorology.

The basins are not dams, but large basins with a narrow outlet. During flood events, they contain large amounts of water and the narrow outlet slows down the flow. This has the effect of helping prevent flash flooding downstream by giving the water already flowing through the creek time to escape out into the ocean without breaking the creek banks.

Computer modelling shows that the detention basins are typically dropping flood levels by 200mm–600mm in sections of the mid to

upper reaches of Coffs Creek and 200mm-400mm around the Coffs CBD.

Council has also completed flood studies for Woolgoolga Creek, Upper Orara and Boambee Newports Creek and another for Middle Creek has begun.

The flood studies and floodplain risk management studies and plans provide Council with sound flood information and data to use in the development of strategic documents and planning controls.

The advantages to both Council and the community are:

Having a proper basis for managing and using flood prone land to provide a balance between danger to personal safety and economic losses due to flooding, and social, ecological and cultural interests;

Optimising community infrastructure;

Minimising personal danger to residents, visitors and emergency response personnel and community flood damage;

Strategically assessing catchments so that the impacts of development on flooding and flooding on development can be effectively considered.

A R BLUITT MEMORIAL AWARD SUBMISSION 2018/19 | COFFS HARBOUR CITY COUNCIL

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CAPITAL WORKS AND SERVICES Amenities Upgrades Program



Reference D2.1


Since 2012, Council has embarked on a program of amenities upgrades. Annually, $300,000 has been allocated to these projects. Following completion of the initial six upgrades, we extended the program and have now rebuilt 12 facilities.

The latest completed project is the construction of a brand new accessible toilet block at Saltwater Park on the banks of Coffs Creek to replace the old, out-of-date and unattractive building at the site. The location had also been the subject of anti-social and criminal behaviour in the past.

The new block, which was completed in December 2018, was positioned deliberately so that its frontage is now orientated towards Harbour Drive to allow passive surveillance from the roadway. This is aimed at minimising any potential anti-social behaviour. The new block is also connected to a new carpark via a path for ease of access. Stages 2 and 3 of the project will include a new playground, linking pathways and an inclusive kayak-launching ramp that can be used by people of all abilities. These are due to be completed later this year.

CAPITAL WORKS AND SERVICES City Square Revitalisation to Enhance CBD

Theme Community Prosperity

Objective A Community achieving its potential

Reference B1.2

Strategy We are best prepared to exploit opportunities now and in the future

The $2.5m City Square Revitalisation Project is funded through a Special Rate paid by business-owners in Coffs Harbour’s CBD for works and activities that will bring more people into the city centre to help enhance the local economy.

The project is one of the key plans identified in the Coffs City Centre Masterplan 2031, which was developed under the auspices of the City Centre Masterplan Committee; a grouping of the Mayor, community representatives, CBD retailers and CBD property-owners. The designs for the upgrade were finalised last year,

following extensive consultations with property owners, traders and the wider community.

Sydney-based contractors QMC Group are undertaking the project for which they have employed a number of local sub-contractors and suppliers.

Key elements of the City Square project include: CCTV security, contemporary lighting, event power supplies, new paving, 13 large cafe umbrellas to replace the existing arbours, new public seating, communal tables for shared dining experiences, a raised pedestrian/vehicle shared zone in Park Avenue Lane to improve pedestrian safety, timber-look stamped concrete paving and upgrades to the western café kiosk. A second kiosk on the eastern side has been removed to improve sight-lines and the overall look.

Work began in March 2019 and is expected to be completed in August this year. The works are being undertaken in stages to minimise impacts and to maintain business access. The popular weekly Coffs Coast Growers Market has been temporarily relocated nearby and has been continuing to function as normal.


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CULTURE AND HERITAGE Cultural and Civic Space for the Heart of the City

Theme Community Wellbeing

Objective A vibrant, inclusive place

Reference A1.4

Strategy We enrich cultural life through art, learning and cultural endeavour

The proposed Cultural and Civic Space in Coffs Harbour’s CBD — a building designed to combine arts, community and culture to create a lively community and civic space for a vibrant and active City Centre — took a major step forward in May 2019 when Council released a preliminary Schematic Design.

The proposed Cultural and Civic Space will include:

A new state-of-the-art central library, museum and regional gallery;

Café and co-working space;

A multi-purpose civic and events space, also to be used for Council meetings;

Council customer service and administration offices.

The facility is expected to deliver:

greater foot-traffic and a busier CBD, as well as many other cultural and community benefits;

enhanced opportunities for cultural tourism and the arts economy; and

support for business start-ups in our community.

The project delivers substantial benefits. An independent economic assessment identified a host of benefits including a variety of financial benefits over a 30-year period totalling $57m, 31 on-going jobs, an extra $2m per annum Gross Regional Product and a benefit cost ratio (BCR) of 1.04.

A range of cultural benefits will flow from the development including a vibrant cultural hub, improved lifelong learning, increased visitor numbers and a variety of cultural facilities and spaces that don’t exist today. There will be increased exhibition space and programs to celebrate our Aboriginal and diverse cultural heritage. Civic benefits include improvements to customer services, customer convenience, staff coherence and Council’s ability to attract and retain staff.

The project is seen as vital for the cultural and economic future. Most importantly it will be a key driver of the growth of Coffs Harbour as a major regional hub.

Alongside an extensive design consultation, Council also developed a Concept Business Case. The current forecast cost is $76.5m, but this would be offset by selling some current assets and using reserve funds. The net cost is $46m.

The design team from award-winning architects BVN worked on the preliminary schematic design using the elements from previous engagement activities to provide Council with a clear picture on what the community was looking for in the facility. Key stakeholders were also involved in the development of the draft schematic designs.

Take a look at the video which shows you the schematic design in full, www.vimeo.com/334789980.

The preliminary schematic design includes shared open space and blurred boundaries between the public, cultural and library functions of the building.

A public space on level three is open to the sky and is designed for small events, such as council meetings, smoking ceremonies and other community functions. The building wraps around a large, decades-old fig tree in a laneway behind the site, and provides views to it from all levels to help with orientation

and to maintain close contact with nature.

The building design is developing to respond to the unique local environment by using low embodied energy construction systems and materials. It aims to minimise energy use and harness the climate to improve the quality of spaces through passive and active solar and system design.

Sustainability of the people who work and visit the new building is equally important — the physical space shall support the health and well-being of the occupants.


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CULTURE AND HERITAGE Cultural Outreach



Reference A1.4

Strategy We enrich cultural life through art, learning and cultural endeavour

Council’s Jetty Memorial Theatre has created a number of events with the specific aim of taking cultural events out from the Theatre to local community halls in outlying areas by using mobile AV equipment which was financed through the Australian Government’s Stronger Country Communities grant scheme.

In April, the Coramba Community Hall Facility Management Committee hosted their second sell-out event of the year. Over 100 people, some from as far away as Nambucca, came to see Alan Lovell’s inspiring one-man show — IPilgrim.

In mid-March, the Theatre partnered with the Eastern Dorrigo Community Hall committee to host the first of what is hoped to be many ‘Movies on the Mountain’ when FlickerFest’s Short-Laughs was shown in Ulong.

In addition, Coramba Community Hall, Toormina Community Centre, Lowanna Community Hall and Woolgoolga Community Village have also made use of the new AV system. It’s hoped that new events such as ‘Movies on the Mountain’ will continue to bring exciting events out to local communities. The equipment is crucial to being able to run regular events — and is already proving to be a huge success.

Events such as these also provide opportunities for other local groups such as local P&Cs to fundraise through our partnership with the Section 355 Management Committees that run the community halls.

CULTURE AND HERITAGE Commercial Big-Name Events


Objective A thriving and sustainable local economy

Reference B1.2

Strategy We attract people to work, live and visit in the Coffs Harbour local government area

A recent development for Coffs Harbour has been the attracting of major headline acts in open-air venues around the city.

Missy Higgins and the John Butler Trio headlined the family-friendly SummerSalt 2018 event at Park Beach Reserve — the first time the event had come to Coffs Harbour — supported by a line-up of established and emerging Aussie and international talent.

It was the first time that the Park Beach Reserve had been used for an event of this size and the space was transformed from an everyday park reserve to a vibrant concert site right on the beautiful coast line of Coffs Harbour.

The event attracted around 5,000 people, with approximately 40% coming from well outside the LGA or interstate. The economic benefit is estimated at around $300,000 based on visitors that stayed overnight on event night.

However, the true economic benefit is likely to be far higher because many visitors may have stayed longer than one night, and production crews stayed for over a week, as well as employing local staff.

As a result of the success of the SummerSalt event, Jimmy Barnes announced earlier this year that he would play at Park Beach Reserve later in 2019.

In 2019, it was also announced that Sir Elton John would play two dates at the C.ex Coffs International Stadium in February 2020 as part of his global ‘Farewell to Yellow Brick Road’ tour. The Stadium will be able to seat 20,000 concert-goers for each show on the playing field — a potentially massive number of visitors to the area.


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SPORT AND RECREATION Building an EPIC Stadium Project



Reference D2.1


A major milestone was reached this year in the transformation of C.ex Coffs International Stadium when Deputy Prime Minister Michael McCormack officially opened Stage 1 of the upgrade in March 2019.

Stage 1 included the new North and South Grandstands, themed to reflect both the coastal and hinterland beauty of the Coffs Coast, and featuring new state-of-the-art player change rooms, coaching and media boxes and accessible spectator amenities, as well as a ‘Hub’ building offering a

co-located office for local sports administrators and Stadium event organisers. Three key local sports have moved in as foundation tenants to the Hub — AFL North Coast, Cricket NSW and North Coast Football. The facility also features a café.

The Stadium is renowned as one of the best outdoor stadiums in Australia with a premier playing surface and as one of the most valuable and utilised assets on the coast. The Federal Government, through the Building Better Regions

Fund, confirmed $6.5 million to support the project, with Council providing matched funding along with contributions from the local business community.

The ‘Building an EPIC Stadium for the Future’ project will deliver much needed improvements to player, spectator, media and broadcast facilities, specifically:

Enhancing the user experience — a 200% increase in formal seating, accessibility, amenities, catering outlets, parking and pedestrian integration with fan/spectator facing technology;

Catering for a varied range of sporting events at all levels including improved player facilities, corporate hospitality

rooms and upgrades to broadcasting and media facilities to complement the existing 1500 lux TV broadcast lighting;

Maximising opportunities for environmental sustainability through solar energy, solar hot water and rain harvesting technologies; and

Providing new revenue opportunities and direct economic benefit to the local economy from a diversified event portfolio.

Over 30 local subcontractors were employed on Stage 1. It is expected that the upgraded stadium will create 41 new jobs going forward.


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SPORT AND RECREATION Coffs Coast Regional Sports Hub



Reference D2.1


The consolidation of the neighbouring Coffs Coast Sport and Leisure Park (CCSLP), Coffs Harbour Education Campus, Southern Cross University and the Coffs Harbour Health Campus sites into a single Regional Sports Hub took a significant step forward in October 2018 when the NSW Government announced a $10m grant for Stage Two from its Regional

Sport Infrastructure Fund.

The main objective of the project is to connect the sports sector and other complementary services physically, and through shared provision, for athletes and research students, leading to increased levels of participation for local sportspeople.

As well as building on the

opportunities for emerging and elite athletes, the Regional Sports Hub will help grow the local economy through the hosting of more and larger events. Economic modelling suggests that this stage of the project will create nearly 70 jobs during construction and a further nine jobs into the future.

The Coffs Coast Regional Sports Hub Stage Two includes:

Three new fields (two synthetic and one grass) at CCSLP, with subsurface drainage and Australian Standard lighting;

A new amenity block and extension to existing amenities including new change and officiating rooms, storage and canteen;

A new car park and access road for new fields and much needed major event parking;

Connectivity throughout the precinct, including new shared paths between the sports, education and health campuses;

Business case and studies for a proposed Stage Three

(a regional indoor sports facility).

Southern Cross University is currently constructing a new flagship $12m Stage 1 Health Sciences Building, which will provide specialist education, research and community service provision in sport and exercise science, sports psychology, occupational therapy and Indigenous health. Improving the connectivity between the education, health and sports campuses through the Regional Sports Hub will provide myriad opportunities for SCU students and users of each of the facilities.


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SPORT AND RECREATION Coffs Harbour: an Event Magnet


Objective A thriving and sustainable local economy

Reference B1.2

Strategy We attract people to work, live and visit in the Coffs Harbour local government area

Sports tourism generates over $30m directly into the local economy each year.

The Coffs Coast is a renowned event destination with Coffs Harbour being recognised by the International Festival and Event Association (IFEA) as a World Festival & Event City Award winner in 2015, 2016, 2017 and 2018.

Each year, IFEA announces the recipients of this award recognising the best in community leadership, festival and event partnerships around the world.

Council is a proud recipient of this award, which highlights the city’s outstanding efforts to attract and develop events that can position it

on the international stage, deliver strong economic benefits and bring visitors from around the world to discover this beautiful part of NSW.

Coffs Harbour has long been the host of several major events including the Australian leg of the World Rally Championship, National Touch League events, FFA National Youth Championships and the Ella 7s Rugby Tournament.

In the past year, we also welcomed the AFL Masters — the largest Australian Rules football competition in Australia — to the region for the first time. The eight-day event attracted around 40 teams from every state in Australia, involving every age group from Over 35s

to Over 60s. Approximately 850 players, and a total spectator audience of more than 1,400, came along to the matches: an influx of visitors that brought around $4m into the Coffs Coast.

In addition to the four annual major Oztag tournaments we also host annually, which bring around 30,000 players and spectators to the area every year, in November 2018 we also held our first Tag World Cup at C.ex Coffs International Stadium. This event alone brought 179 teams from 27 countries — as well as around 5,000 fans, supporters and officials — to the region. It is estimated that it injected $4.5m into the local economy.

The Tag World Cup organisers made it clear that choosing the stadium as the host venue for this international event was a given following its success as the regular home of most of its major national and state tournaments.


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ECONOMIC AND SOCIAL DEVELOPMENT PlaceScore Survey



Reference B1.2


Coffs Harbour City Council is the first Council in Australia to utilise PLACESCORE to capture values at a neighbourhood level across the entire LGA. The PLACESCORE project involved extensive community engagement between November 2018 and February 2019. A total of 2,075 responses were collected during the research.

The results have given us — for the first time — a numerical benchmark to diagnose problems, identify priorities and measure change to understand what we are doing well and where there is room for improvement.

It will also allow us to measure the visitor experience in different locations for the first time, which can provide further insights to our tourism and events industry and also facilitate key projects such as the planned Integrated Transport Strategy for Coffs Harbour. The simple, census-like survey will underpin informed decision-making about priorities and measure return on investment.

Valuable learnings were established during the consultation in relation to effective tools for engagement, such as the offer of a free coffee at local cafés. This engagement tool was so successful, there was often a line of people waiting outside local cafes for Council staff to arrive.

The highest place attribute selected for the Coffs Harbour LGA was ‘Elements of the Natural Environment’ (natural features, views, vegetation, topography, water, wildlife). Also, identified in the top five most important place attributes was ‘Protection of the Natural Environment’. Importantly, ‘Protection of the Natural Environment’ was also ranked in the top five attributes that are currently underperforming, which highlights that the community does not perceive that their most valued attribute is currently being adequately protected.

The PLACESCORE findings are proving to be highly useful in validating the community’s desire for a compact city and in the development of local planning tools to deliver a compact city growth model across the LGA. This tool has also been widely accepted across the organisation as the benefits of this knowledge become realised, and in now understanding the unique community values within each locality.

ECONOMIC AND SOCIAL DEVELOPMENT Local Growth Management Strategy



Reference B1.2


Coffs Harbour, located on the NSW North Coast where the Great Dividing Range nearly touches the Pacific Ocean, is one of Australia’s most biodiverse areas. Coffs Harbour is also identified as one of four growing cities in the region, as well as being a food bowl for NSW.

Over the past decade, our community has told us they are interested in the development of

a ‘Compact City’ growth model for our LGA — to concentrate growth in key centres, so as to protect environmental values and reduce urban sprawl into the nearby ranges, to achieve higher residential density with mixed land uses based on an efficient public transport system, coupled with the provision of an urban layout that encourages walking and cycling, low energy consumption and reduced pollution.

Council is currently preparing its Local Growth Management

Strategy to reflect this community vision. To date, we have developed and publicly exhibited Chapters 1-4 Strategic Intent, Chapter 5 Rural Lands and Chapter 6 Large Lot Residential Lands. Chapter 7 Residential Lands and Chapter 8 Employment Lands are currently in development. This has involved significant conversations with our community to capture community values at a neighbourhood level through the use of the PlaceScore measurement tool.

The draft Local Growth Management Strategy will deliver a Compact City Program through a placemaking process and placemaking framework. It will be supported by three key strategic plans, each of which have been informed by the Place Score results: a Public Realm Strategy, a Place and Movement Strategy and a Laneways Strategy — all currently in development.

Many challenges exist for the delivery of a Compact City. Most regional Councils, particularly those on the Mid North Coast of NSW, follow a traditional growth model of providing large urban release areas to cater for future population growth.

The use of PlaceScore to underpin the development of the Coffs Harbour Local Growth Management Strategy has demonstrated that a Compact City Model is supported by the community at large.


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ECONOMIC AND SOCIAL DEVELOPMENT Local Innovation Network Program



Reference B1.2


6 Degrees is an initiative of Coffs Harbour City Council, founded six years ago to take advantage of the NBN in the LGA.

It has grown to include a variety of activities and opportunities for startup, digital and innovative businesses across the region. 6 Degrees, recognised in the Regional Development and Business excellence awards over the last two

years, secured funding in late 2018 from Jobs for NSW as part of their Local Innovation Network Program. Jobs for NSW selected seven regional partners around the state to grow their ‘hub and spoke’ model of innovation development. Coffs Harbour City Council is the only local government partner to have secured this funding.

Part of the funding is designated to spread the reach of opportunities provided through 6 Degrees to a broader audience of businesses

between Kempsey and Grafton. This has included adding a structured incubator program to assist startup businesses to move from idea to Minimum Viable Product — an accelerator program to ensure that scalable businesses are ready to be connected to investors and partners — and a spread of introductory activities in expanded regions.

The new Investible Accelerator Program, which we believe is the first of its kind in regional NSW, recently saw 10 business founders challenged as they explore scalability and investment opportunities for their established business models.

The Coffs Accelerator program has a mix of existing businesses in the process of pivoting to a new idea and new businesses who, having found partners and established a Minimum Viable Product, are looking to accelerate their growth.

The Accelerator will help drive development of their business model to allow investment and connections with stakeholder partners. This is an exciting opportunity for our local innovation system and gives our local businesses opportunities usually only available to their metro peers.

Our regional expansion has also commenced, initially in partnership with Kempsey and Nambucca Shire Councils. This expansion has been met with great excitement and enthusiasm.

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BUILT AND NATURAL ENVIRONMENT Woolgoolga Beach Reserve Redevelopment — Community Group Outcomes

Theme A Place for Community

Objective Liveable neighbourhoods with a defined identity

Reference C1.1

Strategy We create liveable spaces that are beautiful and appealing

The development of the Woolgoolga Beach Reserve Plan of Management identified a range of challenges to be overcome to ensure the community-driven desire of increased and enhanced open space at that location was achieved.

The major issue was that the popular town centre beach reserve was dominated by a busy holiday park, a large Marine Rescue facility

and a Surf Life Saving Club building that was no longer fit for service and which the club wanted to replace. The clubhouse was also in a location that has been identified as being at serious risk of coastal erosion. The remaining public open space was also being over-used by the community resulting in conflict between users and a community

space that was failing to deliver on its full potential.

The development of the plan established that the Woolgoolga SLSC would need to be rebuilt in an alternate location within the reserve, away from the immediate coastal hazard zone, in a facility that met current and future club requirements.

It was initially considered appropriate that the SLSC and Marine Rescue organisation could share a facility at the existing Marine Rescue site. However, both organisations identified significant limitations to this proposal. During negotiations, Marine Rescue proposed that if Council could secure an alternate site for their base at their preferred location at Arrawarra Headland, they would relinquish their lease at Woolgoolga Beach and enable the SLSC to take over their site.

Council began a series of negotiations with Marine Rescue and the NSW Department of Industry — Lands in an endeavour to secure an appropriate site at Arrawarra Headland. A high quality site was identified on a Crown Reserve under management by the University of New England (UNE). The site contained an old and under-used Marine Research Station that no longer met

the health, safety and modern educational needs of the University.

Council facilitated negotiations between UNE, Marine Rescue and Crown Lands regarding a shared use of the site. Negotiations were successful and Council was appointed Corporate Manager of the Arrawarra Headland Research Station. A Heads of Agreement and Memorandum of Understanding were subsequently executed between Council, UNE and Marine Rescue.

Council rebuilt the Research Station following close consultation with an even wider range of stakeholders including UNE, Marine Rescue, the Aboriginal community — the site has high cultural values — the National Parks and Wildlife Service (the site adjoins National Park lands) and the local community, which had a strong attachment to the site.

Construction of the state-of-the-

art shared use Marine Rescue/UNE facility was completed in November 2018.

The successful results of the project include:

Woolgoolga SLSC is currently constructing a new club facility on the vacated Marine Rescue site at Woolgoolga Beach;

Marine Rescue now operates from a $1.2m custom-built facility at their preferred location;

The University of New England now has a new education and research facility that meets all health, safety and operational issues;

The Aboriginal community had a key role in the management and use of the culturally-sensitive Arrawarra site, including providing cultural inductions

to site-users and the development of Vegetation Management Plans that protect and enhance culturally significant flora;

Construction of Stage 1 of the $2.5m Woolgoolga Beach Reserve Community Hub has now begun — a project that will deliver significantly increased public open space, new children’s play spaces, improved pedestrian links, a purpose-built community event and market space and greater physical and visual connection to the town centre.

The positive outcomes have also acted as a catalyst to securing additional funding for further stages of the reserve redevelopment including the construction of the $1.1m Woolgoolga Whale Trail to link the town centre and reserve to Woolgoolga Headland.


31

BUILT AND NATURAL ENVIRONMENT Jetty4Shores Project



Reference C1.1


Council is a significant partner in the NSW Government’s ongoing plans to prepare an updated and far-thinking Plan of Management for the Jetty Foreshores Precinct. This precinct is seen as Coffs Harbour’s most important community and tourism asset.

The NSW Government has developed a series of concept plans, which were released in May 2019, following a series of community

consultation initiatives during 2018. The next stage of the project is to test those concepts with the private sector.

Council has played a lead role in transforming the public spaces it controls in the precinct as Manager of the Trust under the auspices of the NSW Department of Industry — Crown Lands through our Jetty4Shores Project.

The Jetty4Shores project was the result of a long period of vigorous community consultation that began in 2013. Construction of Stages 2-4 began in April 2017 and was officially opened in October 2018. The Australian Government contributed half of the $9.2m cost through its National Stronger Regions Fund.

The project design came up with innovative solutions to deal with beach erosion and drainage, while at the same time creating an accessible, family-friendly and welcoming space to showcase the city’s iconic harbour side precinct.

Works included:

the installation of underground power in the market and events area and a covered events stage;

beach erosion control works and major drainage;

an accessible amenities block including shower facilities for people with disabilities;

a beach promenade with wheelchair access to Jetty Beach,

beach showers, shared pathways, picnic shelters and car parks;

a boardwalk showcasing Aboriginal artworks that illustrate the local Gumbaynggirr culture, as well as European history; and

extensive landscaping, outdoor exercise equipment and interactive public art.

An important component of the Jetty4Shores Project was a celebration of the area’s Gumbaynggirr heritage and natural environment through interactive artworks.

Council launched a number of initiatives to attract local student, emerging, established and Indigenous artists to become involved including workshops featuring Aboriginal Elders who told stories of Gumbaynggirr lore to students from five local high schools, a photographic competition and an open invitation to local artists to put forward ideas. In total, 27 student and local artists have seen their designs, photographs and sculptures feature in the finished project site where they have already become popular places to sit, walk, view and play.


33

ENVIRONMENTAL INITIATIVES Renewable Energy and Emissions Reduction Plan (REERP)



Reference C1.1


A contract to install solar systems on 16 of our facilities as part of a strategy to use 100% renewable energy as an organisation by 2030 was put out for tender earlier this year and is currently being finalised.

The Coffs Harbour Renewable Energy and Emissions Reduction Plan (REERP) was adopted by Council in 2016 with the goal of significantly reducing both the organisation’s emissions and

energy costs through long-term investment in energy efficiency and the use of renewable energies such as solar.

The targets set by the Plan included:

Council reducing its annual corporate CO2 emissions as an organisation from 2010 levels by 25% by 2020 and by 50% by 2025;

Council’s energy use as an organisation to consist of 25% renewables by 2020, 50% renewables by 2025 and 100% renewables by 2030.

Under the contract, solar power generating systems will be installed at the Woolgoolga Works Depot, the Coffs Harbour Works Depot, the Office (Block A) Coffs Harbour Community Village, the Cavanbah Centre, Sawtell Beach Holiday Park, Woolgoolga Beach Holiday Park, Park Beach Holiday Park, Toormina Library, Woolgoolga Library, Coffs Harbour War Memorial Olympic Pool, Karangi Dam, Karangi Water Treatment Plant, Woolgoolga Water Reclamation Plant, Coffs Harbour Water Reclamation Plant (East), Coffs Harbour Water Reclamation Plant (West) and Coffs Harbour Regional Airport.

LED Street Lights Roll-Out

Another aspect of the REERP that has been undertaken this year is the engagement of Essential Energy to replace existing street light fittings with LED lamps. This work is being undertaken in conjunction with Essential Energy’s regular bulk street lamp replacement program.

The bulk street lamp replacement program involved the replacement of about 3,000 lights across the Coffs Harbour Local Government Area.

Coffs Harbour City Council has a long history of seeking energy-efficient solutions.

In 2004, we became the first council in Australia to introduce energy-efficient street lighting across its entire local government area;

In 2009, a landfill gas capture facility — the first of its kind on the Mid North Coast — was installed at the Coffs Coast Resource Recovery Park;

In 2010, we installed the largest public rooftop solar power array in NSW on the top of Rigby House;

In addition, we have solar photovoltaic power panels on the Castle Street car park, the Botanic Garden and Woolgoolga Lakeside Holiday Park.

35

ENVIRONMENTAL INITIATIVES Intensive Plant Agriculture — Funding Research and Collaboration


Objective A natural environment sustained for the future

Reference C2.2

Strategy We use resources responsibly to support a safe and stable climate

We are currently helping to fund, through our Environmental Levy Program, four PhD studies by Southern Cross University into the impacts of intensive plant agriculture — primarily blueberries — on water and soil quality. These are actively driving change within the horticulture industries to improve practices.

Our LGA is home to the largest blueberry industry in Australia

and concerns over farming practices, and their increasing encroachment into urban areas, has led to growing community concerns over pesticide pollution.

Specific sections of our draft Local Growth Management Strategy look into the conflicts between land use and possible mitigating measures.

In addition, we have also supported studies to gauge the extent of the problem and to look at ways to

help reduce impacts and protect our waterways. Studies funded in 2018-2019 have investigated what happens to high-nutrient water as it travels downstream, the efficacy of recently installed nutrient treatment systems (such as miniaturised woodchip bioreactors) and the levels of pesticides and heavy metals in soils on intensive plant agriculture properties and former banana lands.

The research has identified high rates of nutrient-rich run-off entering waterways during rain events, which can be up to 1,000 times higher than the water quality guidelines permit, and high sediment loads entering waterways from farmland.

As a result, we are working with industry groups to help tackle over-use of fertilisers — the main nutrient source. Ongoing remediation programs include ‘model’ farms being setup with innovative, yet affordable techniques for nutrient capture and treatment prior to discharge into waterways.

This work is being done in conjunction with Council, the Orara River Rehabilitation Project, Coffs Harbour Regional Landcare and Local Land Services.

ENVIRONMENTAL INITIATIVES Automated Vehicle Trial or ‘Busbot’


Objective A natural environment sustained for the future

Reference C2.2

Strategy We use resources responsibly to support a safe and stable climate

Coffs Harbour is currently hosting a trial of the first automated vehicle in Australia to integrate with an on-demand smartphone app in an independent living village — an Australian first.

The trial is a partnership between the NSW Government’s own Smart Innovation Centre, local transport operator Busways, Coffs Harbour City Council, vehicle manufacturer EasyMile, and on-

demand technology provider Via.

The vehicle, dubbed ‘Busbot’, is an EZ10 electric driverless shuttle, powered by smart mobility solutions and autonomous technologies. The vehicle has been created by EasyMile, a global company that specialises in

autonomous vehicle technology.

The aim of the connected automated vehicle trial is:

To test future technologies and their potential to operate as part of an integrated transport network;

The potential for AVs to improve customer outcomes in regional areas by developing and testing

customer mobility and on-demand use cases;

The current level of technological capability when operating in regional areas; and

The physical and digital infrastructure required to enable the use of AVs in regional areas.

The trial is running in three phases with gradually increasing levels of operational complexity in real world environments.

Phase 1: Focused on providing a short shuttle service to tourists and locals travelling to Muttonbird Island, operating on the Northern Breakwall connecting Coffs Harbour International Marina and Muttonbird Island for nine weeks from mid-December 2018.

Phase 2: The shuttle began operating at Marion Grove Retirement Village in March 2019 to test on-demand operations through the integration of the ‘Via’ app with the EasyMile vehicle management system. The Retirement Village also allows the Busbot to be tested in a residential street environment with low traffic volumes. This phase of the trial will last 22 weeks.

Phase 3: The shuttle service will be trialled on Harbour Drive in Coffs Harbour, carrying people between the CBD and Jetty Foreshores.


37

HEALTH AND COMMUNITY SERVICES West Coffs Reserve Park



Reference C1.1


Following two years of consultations with key stakeholders — including nearby primary and high school students, local residents, dog owners and dog trainers — work began this year on a brand new district park on undeveloped land to service an area of Coffs Harbour that has grown significantly in recent years through new subdivisions.

The vision for West Coffs Reserve Park is to:

Provide a meeting place with shade and shelter, seating and drinking water, with access to nature;

Provide a place that attracts and caters for families and group gatherings with universal access;

Encourage inclusive play through a variety of nature and active play options;

Provide pedestrian and cycle links between suburbs, encouraging active recreation;

Attract visitors from outside the Precinct by including quality facilities and parking.

Local contractor Burnett Civil began works on the park in West Coffs Reserve in March 2018, and has now completed much of the car park, kerb and gutter and a significant amount of footpath/cycleways through the precinct. Shelters have been erected, along with some of the park furniture and the barbecue area.

A new $240,000 shared pedestrian/cycleway bridge, linking the park with a key access street, was placed into position in May. Works are currently underway to complete the new amenities block. Remaining works under the current Stage 1 funds include playground elements and landscaping, as well as completion of the footpaths and playground furniture. Construction of Stage 1 is expected to be completed in August this year, weather permitting.

Funds are currently being sought for the next stage of the park — construction of fenced dog exercise areas, with segregated areas for small and large dogs.

HEALTH AND COMMUNITY SERVICES Lifeguard Service Education Programs


Objective An active, safe and healthy community

Reference A2.4

Strategy We cultivate a safe community

Council’s Lifeguards provide valuable beach, surf and water safety education to the community. The in-school Beach and Water Safety Award is aimed at students in Years 3 and 4, the on-beach Ocean Safety Awareness Award is aimed at Years 5 and 6 and our Ocean Safety Surfer Award is for Years 7 to 12.

The programs attract participants from inside and outside of the city with schools attending from as far away as Dubbo. The program aimed at Years 3 and 4 is also offered regionally with Lifeguards travelling to schools in Bellingen Shire, Nambucca Shire and Clarence Valley Council areas.

Council’s Lifeguards also do modified on-beach surf safety for university students, in particular students with English as a second language, as well as refugee groups (CALD communities) and interested clubs and groups who wish to participate.

This year Council’s Lifeguards also partnered with Coffs Refugee Support, a local organisation that helps people from a refugee background settle in Coffs Harbour, to offer a session to 10 young female former refugees on safe swimming.

For culturally sensitive reasons, female Lifeguards were chosen to deliver the lifesaving talk and activity.

By the end of the session, the participants were confidently floating in the water and were able to catch small waves. Most importantly they had gained valuable knowledge on how to identify rip conditions and the importance of always swimming at patrolled beaches and during surf lifesaving hours.

COFFS COUNCIL’S LIFEGUARD EDUCATION PROGRAMS ARE ONE OF THE MOST EXTENSIVE PROGRAMS IN THE COUNTRY AND HAVE RECEIVED RECOGNITION THROUGH THE AUSTRALIAN WATER SAFETY AWARDS.


39

HEALTH AND COMMUNITY SERVICES Sportsgrounds Upgrades



Reference D2.1


Council recently completed lighting upgrades at Woolgoolga Sportsground and Geoff King Motors Oval. This has been the culmination of a number of projects. In fact, in the last couple of years, sports lighting has been installed at four of the 19 sportsgrounds we control. The other two are Forsyth Park at McLean Street and the York Street Oval.

Further lighting projects are planned in the near future at Toormina Oval, Richardson Park and Polwarth Drive.

Similarly, there is an ongoing program of sports field drainage provision. In the past two years, we’ve delivered drainage at Fitzroy Oval, Woolgoolga Sportsground, Clive Joass Sports Park, Ayrshire Park, Geoff King Motors Oval and Sawtell Sports and Recreation Club.

Additional drainage works are planned for Geoff King Motors Oval, Sawtell Sports and Recreation Club and Coramba Recreation Reserve in the next 12 months.

HEALTH AND COMMUNITY SERVICES Refugee Week Freedom Feast



Reference A1.2

Strategy We foster a sense of community, belonging, and diversity

As a designated refugee settlement area and a Refugee Welcome Zone, highlighting Refugee Week in the Coffs Harbour community is a significant priority.

Now in its third year, Freedom Feast is an event that has grown every year since 2017 and is always sold out simply by word of mouth within days.

The Feast is a seated shared community meal experience with a variety of live entertainment — a melding of story sharing, local cultural performances and touring national multicultural artists — all coming together under the one roof in the heart of Coffs for an incredible evening of food, conversation, music and dancing.

Guests bring a plate of food to share, to help tell others about their culture and where they are from. This year’s Feast in June 2019 also featured the ‘Homelands Tour: crossing borders, crossing cultures’ live music tour showcasing the talents of professional musicians from refugee backgrounds who shared their stories, rhythms, melodies and settlement experiences.

In all, 800 people came along to share their food and life experiences and to enjoy the evening. Take a look at the video from the night at www.coffsharbour.nsw.gov.au/RefugeeWeek.

The event is a great example of the strong community partnerships Council has formed with more than 13 local community organisations and other key stakeholders, over 35 volunteers and dedicated members of the Freedom Feast Organising Committee.


41


CORPORATE AND GOVERNANCE Build the Best Bypass



Reference D2.1


Led by community concerns, Coffs Harbour City Council began a ‘Build the Best Bypass’ public lobbying campaign in February 2019 with the aim of receiving clear assurances from the State and Federal Governments that the proposed Pacific Highway bypass of the city would include the previously promised tunnels and not simply cuttings.

The campaign grew out of community and Council disquiet that the NSW Government had reneged on a 2008 commitment to use tunnels following the publication, in September 2018, of a new, unheralded plan for the bypass which showed cuttings with ‘road bridges’ for fauna. Tunnels were no longer a feature of the plan.

The route of the bypass — which has been the NSW Government’s preferred bypass corridor since 2004 — skirts the existing urban footprint of Coffs Harbour to the west; a difficult topography that includes a number of steep hills. This location also includes a significant number of homes and other land earmarked for subdivision.

It was clear to Council and the community that cuttings would have seriously detrimental effects on residents and the future growth of the city for a number of reasons:

LOCAL SCENERY: Coffs Harbour is surrounded by a ‘green cradle’ — the foothills of the Great Dividing Range which wrap around the city. A bypass made with cuttings will destroy our beautiful green backdrop, with cuts of 100m, 180m and 340m having a significant visual impact on the area. The best bypass option — tunnels — will ensure that a significant proportion of this iconic green cradle is saved;

URBAN GROWTH: Any cutting and land bridge solution will result in significant noise, visual and vibration impacts for the proposed low-density residential growth areas in West Coffs Harbour. As such, Council may need to revise the growth footprint for this area to somewhere else, which may prove challenging with land in short supply;

FLOODING: Using cuttings has serious implications for flood prone areas around Coffs Harbour, particularly North Boambee Valley, with the highway corridor passing through the flood prone land;

HERITAGE: Cuttings would destroy the cultural significance of the environment and

cultural landscape such as waterholes, creeks, plants, bush medicines and animal species. A more thorough heritage report is required to determine cultural heritage sites that may be impacted. It’s believed there are a number of potential archaeological deposits along the proposed corridor;

ENVIRONMENT: Cuttings will have a harmful impact on fauna — particularly the koala — which is already under considerable stress in the Coffs Harbour area. The proposed land bridges will take years to be built and even longer to be revegetated. Plus, even when the revegetation is fully established, it still won’t provide enough refuge for the koalas;

ACOUSTIC: There are significant noise implications associated with cuttings, with the bypass route in close proximity to existing dwellings and land zoned for residential development. Expensive noise mitigation measures will have to be put in place for existing homes as well as those planned for construction.

After failing to secure any subsequent reassurance from the NSW Government that they would go back to the original design with tunnels, in November 2018 Council unanimously voted to reject the State Government’s out-of-the-blue change to the design and begin a campaign to reinstate the tunnels.

In February 2019, a high profile ‘Build the Best Bypass’ campaign was launched consisting of street banners, a website, videos, a Facebook page, full page and half page ads in the Coffs Coast Advocate, an Instagram account and vehicle stickers for the Council fleet.

In addition, an independent community survey was undertaken which showed that 67% of the population wants the bypass to include tunnels. We are also working closely with a local protest group, the Bypass Action Group, to maintain

pressure on the NSW Government.

The campaign is ongoing, but Council was very successful in making the bypass — and the tunnels question — a key voting issue in the recent State and Federal Elections. Promises made during those elections by the successful candidates — now local members — to push for tunnels are seen as very positive outcomes.

Build the Best Bypass online — www.buildthebestbypass.com.au also on Facebook and Instagram.

43

CORPORATE AND GOVERNANCE Digital First for Customers



Reference D2.1


Delivering Online Bookings and Online Forms are two projects driving our digital service transformation. The projects provided a coordinated and structured approach to delivering improved online service delivery for customers of Council; a key focus for the organisation.

In the past, Council did not recognise the need for a booking system or consider this functionality as a core service offering — this led to a fragmented approach where teams managed their own bookings and events in a variety of ways. Providing booking systems was seen as an important part of what we did as Council, but it was not treated as a core service.

A major hole in our application process was the lack of any kind of online option for customers. The Online Forms project has delivered an integrated solution that enables customers to submit and pay for applications online.

A phased approach has been taken and more forms are being added to the online portal as they are identified through popular customer usage. Similarly, we are continuing to work through the addition of more venue space online bookings case by case.

Success looks like:

Online Forms: 30+ forms now online which have led to over 2,200 individual online submissions since go-live in October 2018;

Online Bookings: more than $2,000 taken in one month for online bookings, shifting the payment channel from sundry debtor invoices to credit/debit cards.

In addition to providing an improved experience and simplified online processes for our customers, these projects have also streamlined internal workflows by reducing paper, reducing over-the-counter transactions and standardising backend payment processes.

45

In addition to its core activities, Council operates five commercial business units and has established several charitable trusts. Details of each of these are provided on the following pages.

The Coffs Coast State Park Trust operated the Coffs Coast Holiday Parks for 2017-18 and its main financial statements are included as an additional attachment. On 1 July 2018 the Coffs Coast State Park Trust was dissolved and the business unit was consolidated into Council.

OTHER

COMMERCIAL BUSINESS UNITS Sustainable Community Leadership



Reference D2.1


Coffs Harbour City Council has a strong focus on commercial activities delivered through five discreet Business Units operating through a Commercial Business Centre model. The revenue generated by these business units is delivered back to Council in the form of dividend payments, which are used to help finance community capital projects and services. Most importantly, the Business Units help reduce Council’s overall reliance on rate income to deliver services.

The commercial business units have a combined revenue of over $27.4m and generated $2.3m in operating profit for the financial year 2017-18.

CitySmart Solutions

Coffs Harbour City Council has been developing and implementing technologies to manage security, cloud-based services and wastewater management for a number of years.

CitySmart Solutions offers regional areas the kind of technological solutions usually only available in cities. These include a number of specific products — Smart Cloud for hosting, storing and managing data safely in the cloud,

Smart WIFI which provides fast broadband internet connection, Smart Switchboard, an award-winning technology for water and wastewater management, and Smart CCTV, an advanced security surveillance system.

As well as bringing in extra income, where possible CitySmart Solutions also provides a direct flow-on to Coffs Harbour sub-contractors and suppliers, which helps benefit the overall local economy. On average CitySmart Solutions turns in an operating profit of over $250,00 a year.

Further information is available at www.citysmartsolutions.com.au

Coastal Works

Coastal Works is a civil contracting organisation specialising in municipal works and services, such as roads, bridges, water and sewer, earthworks and stormwater drainage.

On average Coastal Works provides Council with a profit of over $600,000 a year.

Coastal Works undertakes works for government agencies such as the ARTC, Department of Education, Department of Public Works and RMS, as well as neighbouring councils. Civil construction projects have also been completed for larger developments in the Coffs Harbour area. Coastal Works also helps drive the regional economy by using local

subcontractors and suppliers.

Coastal Works has received Prequalification from NSW Roads and Maritime Services for roads and bridge works to the level of R1 and B1. The financial approval issued by RMS is for projects up to $5M in value, or over with RMS approval. During the year Coastal Works commenced the accreditation process for environmental, quality and occupational health and safety management systems (standards ISO14001, ISO 901 and ISO 4501), and for Federal Safety Commission accreditation to permit the business unit undertaking work for Federal Government funded projects.

Further information is available at www.coastalworks.com.au

Coffs Coast Holiday Parks

Coffs Coast Holiday Parks are four award-winning holiday parks located at Park Beach in Coffs Harbour, Sawtell and Woolgoolga.

In 2017 they joined the BIG4 network, bringing more visitors and greater economic benefit to the Coffs Coast. The parks are regularly placed at the top of TripAdvisor’s Excellence Awards and Australia’s largest circulating travel magazine – ‘Holidays with Kids’

The parks on average turn an operating profit of over $2,500,000 a year, before contributions to State Government and for the maintenance of Crown Land reserves.

Further information is available at www.coffscoastholidayparks.com.au

Coffs Harbour Airport

Coffs Harbour Airport is one of the largest and busiest regional airports in New South Wales with QantasLink, Virgin Australia, Tigerair and Fly Corporate operating direct flights to Sydney, Melbourne and Brisbane. On average the Coffs Harbour Regional Airport turns in a profit of over $1,800,000 a year.

The airport has commenced two exciting projects during the year, being:

AIRPORT ENTERPRISE PARK — construction of Phase 1 of a $24.2 million 99 lot subdivision in the ideally situated northern precinct of the airport. The development is expected to provide a significant boost to economic activity through the attraction of new businesses to the area.

AIRPORT LEASE – a five stage process to explore a potential long term lease

of the airport’s assets and operations. A lease provides a contemporary arrangement for Council to retain ownership, while reducing Council’s risk exposures to airport operations and also provides certainty for Council’s financial returns into the future.

Further information is available at www.coffsharbourairport.com.au

Coffs Harbour Environmental Laboratory

The Laboratory is a NATA accredited facility offering a range of chemical and biological testing for water quality, soil, food and biosolids. The Laboratory provides high quality analytical results to local councils, government departments, oyster growers, developers, business and private clients. It generates a profit of over $250,000 a year.

Further information is available at www.coffsharbourlab.com.au


49

CHARITABLE TRUSTS Sustainable Community Leadership



Reference D2.1


Prosper Coffs Harbour Limited (Prosper Coffs) was established by Coffs Harbour City Council, as a trustee company to administer three charitable trusts.

• Cultural Trust

• Environmental Trust

• Future’s Trust (not active)

The not-for-profit company, limited by guarantee, operates as a separate legal entity with the Council and community Directors.

Prosper Coffs core objective is to develop a secure source of funds for important infrastructure in the Coffs

Harbour region. The funds from these Trusts will be used to finance cultural and environmental projects across the city that positively contribute to the local community and its culture of diversity.

During the year Prosper Coffs contracted the services of a Fundraising manager who, with the assistance of the Board and two advisory committees, is implementing the adopted Fundraising Strategy.

Further information is available at www.prospercoffs.org.au

51

xAILA NSW Landscape

Architecture Awards Urban

Design Award for the Woolgoolga

Town Centre Masterplan

undertaken in conjunction with

consultants Lat27.

2018 LGNSW Award for

Culture Change Innovation/

Excellence for a Large

Regional Area

Sunny’s Business Awards for

6 Degrees in Professional

Services Category

AWARDS AND CITATIONS 2018/2019

2018 IFEA World Festival & Event City Awards —

4 years in a row

2018 RAIA NSW Country Division Urban

Design Award — Jetty4Shores

Urban Revitalisation

Project

2019 Local Government Professionals

Excellence Awards —

Performance Excellence Category

PROJECTS

PROJECTS COMPLETED

Project Name Completion Date

Cost of Completed Project

% of Council Funds

(inc s94)

Details source of Council Finds (eg reserves, loans, revenue)

Diamond Head Road Upgrade 11/1/2018 $2,888,397 43% Revenue

Jetty Structure SRV 05/17/2019 $2,538,338 100% Revenue

Coramba Water Main 10/22/2018 $1,790,243 100% Revenue/Unexpended Loan

William Sharp Drive - Road works 09/03/2018 $1,132,559 100% S7.11

Woopi Dr to Woolgoolga WRP — Sewer Rising Main

06/07/2019 $1,123,585 100% Revenue/Unexpended Loan

Sand Street — Sewer Main Renewal 01/30/2019 $707,395 100% Revenue/Unexpended Loan

Toormina Reservoir 1 Refurbishment 07/01/2019 $663,811 100% Revenue/Unexpended Loan

Diggers Beach Amenities 09/30/2018 $581,765 43% Revenue/S7.11/Reserves

Brelsford Park Amentities Upgrade 07/28/2018 $485,827 100% Reserves

Bardens Bridge — Replacement 09/24/2018 $466,671 51% Revenue

Coffs WRP Sludge Bins (Renewal) 01/31/2019 $442,622 100% Revenue/Unexpended Loan

Eggins Dr — Tasman St Water Main Renewal

12/20/2018 $422,253 100% Revenue

Red Hill Balance Tank 1 Refurbishment 07/01/2019 $392,808 100% Revenue/Unexpended Loan

Victoria St — Gundar St Water Main Renewal

05/10/2019 $337,287 100% Revenue

Diamond Head Dr — Water Main Renewal 01/18/2019 $335,605 100% Revenue/Unexpended Loan

York St Lighting 05/14/2018 $333,524 100% S7.11

Englands Rd — Capital 11/09/2018 $310,182 100% Reserve

MacDougal St, Corindi Roadworks 01/07/2019 $290,249 100% Revenue

Clive Joass Oval Drainage 03/12/2019 $261,178 100% S7.11

Marlin Close Sewer Main Renewal 02/20/2019 $259,444 100% Revenue

Wongala Estate — open drain 11/17/2018 $259,209 100% Revenue

Pearce Drive extension 03/21/2019 $254,692 100% S7.11 /SWD Contribution

Woolgoolga Sportsfield Drainage 07/02/2018 $249,425 100% S7.11

Beach/Hastings Sts Woolgoolga Drainage 04/10/2019 $249,236 100% Revenue

Airport RPT Upgrade Works 02/15/2019 $236,452 100% Revenue

Marcia St Building Improvements 06/30/2019 $231,245 100% Contribution W&S/Plant

Project Name Completion Date

Cost of Completed Project

% of Council Funds

(inc s94)


Lyons Rd Bradbury Close roadworks 06/05/2018 $227,706 34% Revenue

Diggers Beach SRM & SPS 09/30/2018 $226,160 100% Revenue

Lakeside Woolgoolga Amenities 08/15/2018 $221,797 100% Reserves

Moonee WRP — PLC Upgrade 07/02/2018 $221,239 100% Revenue

Sawtell Toormina Sport & Recreation Field drainage

05/31/2019 $215,240 100% S7.11

Lyons Rd William Bayldon School roadworks

07/13/2018 $211,432 48% Revenue

Geoff King Stage1 Field Drainage 01/24/2019 $206,794 100% S7.11

Pearce Drive Playground 04/01/2019 $201,905 100% Revenue

Urara Park Elizabeth St Install Amenities 04/09/2019 $200,348 100% Revenue

Victoria St — Short St Water Main Renewal

03/08/2019 $195,203 100% Revenue

Murray Dr — Sewer Pump Station 07/01/2019 $181,955 100% Revenue

Saltwater Park new Amenities 03/28/2019 $181,776 100% Revenue

Toormina Rugby Park Club House Refurbishment

01/18/2019 $155,655 0%

North Sapphire to Reicks Cl Cycleway 08/06/2018 $150,952 100% S7.11/Revenue

Ayrshire Pk Middle Boambee Drainage 01/19/2019 $148,761 100% S7.11

Lining Defective Sewer Manholes 05/20/2019 $145,312 100% Revenue

Catholic Club Sewer Pump Station Upgrade

05/22/2019 $143,141 100% Revenue

Pade Lane Sawtell — Stormwater Improvement

07/01/2018 $134,980 100% Revenue

Harbour Dr Footpath 01/30/2019 $128,699 68% Revenue

Lakeside Reserve Playground 03/01/2019 $126,687 100% Revenue

Headland Rd Rehab (Arrawarra to Fuller) 06/05/2019 $125,863 100% Revenue

Albany St Children’s Crossing upgrade 11/16/2018 $125,580 38% Revenue

Victoria St — Solitary St Water Main Renewal

05/01/2019 $121,183 100% Revenue

Waterloo St Watermain Realignment 03/20/2019 $120,794 100% Revenue/Unexpended Loan


57

Project Name % Complete as at 30thJune 2018

Estimated Cost of Completed Project

% of Council Funds (inc s94)


EPIC Stadium Stage 2 Grandstand 75 $15,405,000 32% Revenue/Reserves

Airport Enterprise Park Development 10 $10,500,000 100% SF Loan

EPIC Stadium Phase 1 Carpark 70 $3,400,000 50% Revenue/Reserves

Upper Shephards Lane — Detention basin design

95 $3,200,000 33% Revenue

City Square Refurbishment 75 $3,128,551 100% Reserves

Road Reseal Program 95 $1,565,179 100% Revenue

Lining of Defective Sewer Pipes 95 $1,400,000 100% Revenue

William Sharpe West Coffs Reserve Playground

70 $1,200,000 83% S7.11

Woolgoolga Beach Reserve Master Plan Stage 1

10 $1,167,929 15% S7.11

Northern Beaches Fibre Network 65 $1,149,000 100% Revenue/Unexpended Loan

CBD Shade Sails 75 $1,100,107 100% Reserves

Lime Plant To Karangi WTP Relocation 35 $1,100,000 100% Revenue/Unexpended Loan

Wharf St Stage 2 R2R Upgrade 35 $985,917 100% Revenue

Safer Communities Lighting & CCTV 70 $901,100 0%

Coramba Rd Blackspot Curve Easing 35 $745,144 0%

Waterloo St road upgrade 70 $681,291 100% Revenue

Melaleuca Foot Bridge Renewal 60 $633,073 100% Revenue

Morrows Bridge Renewal 95 $619,379 100% Revenue

Harbour Gordon Stage 3 Footpath Works 95 $575,900 100% Revenue

Lyons Rd Upgrade 95 $549,846 65% Revenue

Sapphire Reservoir Refurbishment 95 $545,069 100% Revenue/Unexpended Loan

Sawtell BMX Club track and facilities upgrade

10 $506,504 0%

Coramba Reservoir 2 Refurbishment 75 $450,000 100% Revenue/Unexpended Loan

Richardson Park Lighting and Irrigation 50 $417,600 100% S7.11

Harbour Drive pedestrian crossing 60 $415,000 50% Revenue

Project Name % Complete as at 30thJune 2018

Estimated Cost of Completed Project

% of Council Funds (inc s94)


Coramba Rd resurface and profile improvement

20 $413,000 50% Revenue

Woolgoolga Sports Ground Lighting 90 $396,000 56% S7.11

Emerald Reservoir Refurbishment 98 $360,000 100% Revenue/Unexpended Loan

Coramba Waste Transfer Station Upgrade 95 $336,200 0%

Bus Stop Upgrades — Stage 2 20 $325,188 100% Reserve

EPIC Stadium Non Grant Funded 70 $320,000 100% Revenue/Reserves

Geoff King Motors Park — Lighting 80 $318,865 0%

West Coffs Loaders Ln Footbridge 95 $284,666 100% S7.11

Hill Street Drainage and new kerb & gutter 95 $283,102 100% Revenue

Toormina Rd at Linden Ave Rehab 75 $256,643 100% Revenue

Automatic Water Fill Stations 85 $228,535 100% Revenue/Unexpended Loan

Hills Beach, Norman Hill Dr — Toilets 95 $219,206 100% Reserves

Pac Hwy Newports Ck-Isles Rd WM Renewal

40 $215,000 100% Revenue

Bonville Station Rd to Glennifer Rd Renewal 90 $205,500 0% Contribution

Woolgoolga Rd 100-200 Water Main 25 $205,000 100% Revenue

Market St / Carrington St new drainage 80 $163,053 100% Revenue

Park Beach Rd Traffic Calm Blackspot Upgrade

90 $159,000 0%

Panorama Pde pump station renewal 75 $157,500 100% Revenue

Unsealed Roads Gravel Resheets 95 $140,648 100% Revenue

Frederick St Drainage Outlet Upgrade 85 $135,000 100% Revenue

Thompsons Rd pump station upgrade 35 $130,000 100% Revenue

Morrison Cl — Feran Crs water main renewal

30 $130,000 100% Revenue

Road Reseals including Culdesacs 95 $119,070 100% Revenue

Manning to Karuah Ave new footpath 30 $105,000 100% Revenue

Pine Ck Way surface renewal 5 $100,675 0% Contribution

PROJECTS IN PROGRESSA R BLUITT MEMORIAL AWARD SUBMISSION 2018/19 | COFFS HARBOUR CITY COUNCIL

59

FINANCIAL STATEMENTS

Revenue:

63

65

67

69

A R BLUITT MEMORIAL AWARD SUBMISSION 2018/19 | COFFS HARBOUR CITY COUNCIL71

73

Financial Statements 2018

Coffs Harbour City Council

Notes to the Financial Statements for the year ended 30 June 2018

Note 27(c). Statement of performance measures – consolidated results (graphs)

Benchmark: Minimum >=0.00% Ratio achieves benchmarkSource for benchmark: Code of Accounting Practice and Financial Reporting #26 Ratio is outside benchmark

Benchmark: Minimum >=60.00% Ratio achieves benchmarkSource for benchmark: Code of Accounting Practice and Financial Reporting #26 Ratio is outside benchmark

Benchmark: Minimum >=1.50 Ratio achieves benchmarkSource for benchmark: Code of Accounting Practice and Financial Reporting #26 Ratio is outside benchmark

Purpose of operating

performance ratio

Commentary on 2017/18 result

2017/18 ratio 3.23%

This ratio measures Council’s

achievement of containing operating expenditure within operating revenue.

Council has achieved a favourable result, through aligning its operational expenditure

to the available operating revenue.

To assess the adequacy of working capital and its ability to satisfy obligations in the short term for

the unrestricted activities of Council.

Councils unrestricted current ratio has improved reflecting the increase in short

term investments of $36 million.

Purpose of own source operating

revenue ratio


2017/18 ratio 73.20%

This ratio measures fiscal flexibility. It is

the degree of reliance on external funding

sources such as operating grants and

contributions.

Council's level of reliance on external grants and contributions for the funding of

operational projects has continued, resulting in a largely unchanged own

source operating revenue ratio reported.

Purpose of unrestricted current

ratio


2017/18 ratio 9.64x

page 96

3.1

2.31.8

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

2016 2017 2018

Ratio

(x)

4. Debt service cover ratio

5.96% 6.62% 6.58%

0%1%2%3%4%5%6%7%8%9%10%

2016 2017 2018

Ratio

%

5. Rates, annual charges, interest and extra charges outstanding percentage

8.2 9.110.2

0.0

2.0

4.0

6.0

8.0

10.0

12.0

2016 2017 2018

Ratio

(mth

s)

6. Cash expense cover ratio

7575

77

79

81

83

85

87

89

91

Local Government Act

93

95

79%59%

0%

20%

40%

60%

80%

100%

120%

140%

2017 2018

Rat

io %

1. Buildings and infrast ructure renew als rat io

0.0% 0.0%0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

2017 2018

Rat

io %

2. I nfrast ructure backlog rat io

100.50% 100.29%

0%

20%

40%

60%

80%

100%

120%

140%

2017 2018

Rat

io %

3. Asset maintenance rat io

0% 0%0%

20%

40%

60%

80%

100%

120%

2017 2018

Rat

io %

4. Cost t o br ing assets t o agreed service level

97

Actual ActualNotes 2018 2017

INCOMERevenue:User Charges & Fees 2 9,342,830 9,716,327 Investment Revenues 2 114,144 97,153 Other Revenues 2 1,543,740 985,566 Other Income:Profit from Disposal of Assets 4 - -

Revenues from Continuing Operations 11,000,714 10,799,046

EXPENSESLabour Costs 3 3,869,312 3,562,180 Materials & Contracts 1,153,842 1,181,414 Depreciation, Amortisation & Impairment 3 1,440,759 1,786,652 Other Expenses 3 3,760,176 3,665,644 Loss from Disposal of Assets 4 113,863 Expenses from Continuing Operations 10,337,952 10,195,890 NET OPERATING RESULT FOR YEAR 662,762 603,157

Attributable to:Coffs Coast State Park Trust 662,762 603,157

$ 662,762 603,157

This Statement is to be read in conjunction with the attached Notes.

Coffs Coast State Park TrustINCOME STATEMENT

for the year ended 30th June 2018

Page 2

Actual ActualNotes 2018 2017

CURRENT ASSETSCash and cash equivalents 5 6,688,840 6,734,673 Receivables 6 160,248 452,838 Inventories - realisable < 12 months 7 102,345 104,038 Other 7 - 1,566 TOTAL CURRENT ASSETS 6,951,433 7,293,115

NON-CURRENT ASSETSReceivables 6 - - Infrastructure, Property, Plant & Equipment 8 33,583,088 31,717,630 Other 7TOTAL NON-CURRENT ASSETS 33,583,088 31,717,630 TOTAL ASSETS 40,534,521 39,010,745

CURRENT LIABILITIESPayables 9 4,118,221 3,066,701 Borrowings 9 190,000 190,000 Provisions - payable < 12 months 9 - -

TOTAL CURRENT LIABILITIES 4,308,221 3,256,701

NON-CURRENT LIABILITIESPayables 9 - - Borrowings 9 949,495 1,140,000 Provisions 9 - - TOTAL NON CURRENT LIABILITIES 949,495 1,140,000 TOTAL LIABILITIES 5,257,716 4,396,701

NET ASSETS $ 35,276,805 34,614,043

EQUITYAccumulated Surplus 24,984,094 24,321,332 Asset Revaluation Reserve 10,292,711 10,292,711

Council Equity Interest 35,276,805 34,614,043 TOTAL EQUITY $ 35,276,805 34,614,043

This Statement is to be read in conjunction with the attached Notes

Coffs Coast State Park TrustBALANCE SHEET

as at 30 June 2018

Page 3 99

101

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2017

Page

4

Documents

A R BLUETT MEMORIAL AWARD...Mitigation Programme which began immediately after the 2009 floods. The basins are located in Bakers Road, Bennetts Road, Spagnolos Road and Upper Shephards