COFFS HARBOUR CITY COUNCIL · COFFS HARBOUR CITY COUNCIL ... All major shopping centres were approached to ... their trading positions and inform the key challenges facing the local

COFFS HARBOUR CITY COUNCIL

ORDINARY MEETING

(CORPORATE SERVICES COMMITTEE)

COUNCIL CHAMBERS

COUNCIL ADMINISTRATION BUILDING

COFF AND CASTLE STREETS, COFFS HARBOUR

16 FEBRUARY 2006

Contents ITEM

DESCRIPTION PAGE

CORPORATE SERVICES DEPARTMENT REPORTS

1

C1 DRAFT COFFS HARBOUR RETAIL STRATEGY 1 C2 COFFS COAST GROWERS MARKET REVIEW 5 C3 PRELIMINARY FEASIBILITY STUDY FOR A CONVENTION

CENTRE IN COFFS HARBOUR 20

C4 COUNCIL MEETING DATES - 2006 27 C5 QUARTERLY BUDGET REVIEW FOR DECEMBER 2005 29 C6 POLICY - ARMORIAL - FLAGS OF OTHER NATIONS 44 C7 COUNCILLORS' EXPENSES JULY - DECEMBER 2005 46 C8 OUTSTANDING REPORTS AND RESOLUTIONS AWAITING

IMPLEMENTATION 50

C9 BANK BALANCES AND INVESTMENTS FOR NOVEMBER/ DECEMBER 2005

57

CITY BUSINESS UNITS DEPARTMENT REPORT

62

B3 DISPOSAL OF VACANT LAND AT MOONEE 63

COFFS HARBOUR CITY COUNCIL

ORDINARY MEETING

(CORPORATE SERVICES COMMITTEE)

16 FEBRUARY 2006

Mayor and Councillors CORPORATE SERVICES DEPARTMENT REPORTS

C1 DRAFT COFFS HARBOUR RETAIL STRATEGY

Purpose: This report is to provide an overview of the draft Coffs Harbour Retail Strategy and recommend it be placed on public exhibition for comment. Description of Item: The development of a the Coffs Harbour retail strategy has been a partnership project between the Economic Development Unit (EDU), the Strategic Planning Unit (SPU) and the Property Services Unit (PSU), and has been funded by contributions from the EDU, SPU and Park Beach Plaza. The research and report were prepared by Australian Economic Consultants (AEC). The aim of the consultancy was to provide Council with a framework for the future direction of retail development in Coffs Harbour over the next 25 years to ensure the continued growth and development of the City’s retail sector. Specifically the report will be used to inform the development of Masterplans and DCP’s for the Harbourside Precinct, the Woolgoolga Town Centre Review and the City Centre Review. Once endorsed by Council, it will also be used to guide further retail development across Coffs Harbour. The strategy identifies and confirms the nature of retail challenges faced by the City and presents strategies that will fulfill consumer needs along with sustaining Coffs Harbour position as a strong and relevant regional hub.

CORPORATE SERVICES COMMITTEE 16 FEBRUARY 2006 - 1 -

C1 Draft Coffs Harbour Retail Strategy …(Cont’d) Sustainability Assessment: • Environment

As retail development occurs, environmental effects will be monitored and assessed. • Social

The retail strategy researched and responds to the needs of the community by understanding their needs (eg. Household Shopper Survey). The Coffs Harbour Retail Strategy includes a number of strategies to assist and contribute to the social development of Coffs Harbour.

• Economic

The development of the Coffs Harbour Retail Strategy is based on a robust economic assessment that considers trading levels, property reinvestment, and supply of floor space. The Coffs Harbour Retail Strategy provides a number of strategies to assist and contribute to the sustainable economic growth of Coffs Harbour.

Broader Economic Implications

Coffs Harbour has a leading regional role in the provision of retail, commercial and administrative services to the Mid North Coast of New South Wales. In retail, its primary Regional Catchment defines more than 200,000 people and extends south to Kempsey, west to Armidale, and north to Maclean. This extensive catchment reflects Coffs Harbour as leader in the offering of retail goods and services, particularly in comparative shopping and higher order retailing where a larger range of national retailers are located compared with other nearby towns and cities.

Coffs Harbour’s retail market has expanded considerably since the last official count of its size in 1991-92. Retail turnover has more than doubled to $859.2 million in 2005-06, floor space supply has increased by 52,000sqm to 203,700sqm and the number of retailers has increased to 691. There is relatively low spending leakage from households in Coffs Harbour. At the same time, Coffs Harbour records a 6.3% market share of retail spending from the Regional Catchment. The prominence of tourism is evident, with visitors accounting for an estimated 24.2% of total retail turnover, significantly higher than regional centre benchmarks.

Management Plan Implications The current Management Plan provides for development of a Retail Strategy. The Coffs Harbour Retail Strategy includes a number of recommendations by the consultant aimed at ensuring the success in this sector. Whilst some of these recommendations can be merged into existing activities, some may require additional resourcing to implement.


C1 Draft Coffs Harbour Retail Strategy …(Cont’d) Consultation: The development of the Draft Coffs Harbour Retail Strategy has been based on 400 household shopper surveys. The AECgroup’s project team consulted face-to-face with a range of stakeholders, including shopping centre managers, business organisation representatives, real estate agents and property developers, to discuss the retail market’s position, demand and supply drivers, challenges and potential. Key Council staff have also had input into the development of the report. Related Policy and / or Precedents: This is the first specific Retail Strategy to be undertaken in Coffs Harbour. Once adopted the Coffs Harbour Retail Strategy will be used as input into the development of DCP’s and masterplans that have a retail component. The document will also be used by the EDU to guide to attracting investment and business development & enhancement activities undertaken by the Unit. Statutory Requirements: The relevant sections of the Environmental Planning and Assessment (EPA) Act and Local Government Act (LGA) have been used to guide the process. Issues: All major shopping centres were approached to contribute to the study. Park Beach Plaza contributed $5000 sponsorship towards the cost of the development of the Coffs Harbour Retail Strategy. The consultancy involved a detailed methodology that included • Household Shopper Survey – AECmarket research undertook a 400 household shopper

survey was conducted in the month of September 2005, surveying households throughout Coffs Harbour and the Regional Catchment. The survey was used to access shopping patterns of households and general consumer satisfaction and attitudes toward the retail offering in Coffs Harbour. The results of this survey are provided in a separate report: Household Shopper Survey Report.

• Stakeholder Consultation – the AECgroup’s project team consulted face-to-face with a range

of stakeholders, including shopping centre managers, business organisation representatives, real estate agents and property developers, to discuss the retail market’s position, demand and supply drivers, challenges and potential.

• Site Visits – the AECgroup’s project team undertook site visits of all retail centres to review

their trading positions and inform the key challenges facing the local retail market. Elements of the review included tenancy mix, centre and store layouts, site lines, streetscape, quality of fit outs, standards of shopfronts, vacancy rates, general reinvestment levels, trading hours, parking and development potential.


C1 Draft Coffs Harbour Retail Strategy …(Cont’d) • Floorspace Inventory – Council undertook a floorspace inventory in September 2005 which

was utilised for the study. The audit examined all business-zoned lands in Coffs Harbour. This was used as the basis for the estimation of retail floorspace, in addition to estimates of retail space in industrial zoned areas.

• Retail Modelling – the AECgroup utilised its proprietary retail model to undertake a rigorous

analysis of the supply and demand trends across the Coffs Harbour retail market for eight retail categories, incorporating survey data and the latest available national and industry benchmarks.

A copy of the Coffs Harbour Retail Strategy – Final Draft is included in the Councillors envelope. The retail strategy presents a number of implications to Council with regard to future development of the retail sector in Coffs Harbour. For example, the assessment highlights that there will be limited demand for additional retail floor space anywhere in the City. The report highlights that average trading levels in some key retail areas are currently not sustainable, and in the next five years, the consultants have suggested that the strategy focus on consolidation rather than expansion. This will provide a challenge for Council, as there is currently much interest in further retail development in the City. It is suggested that detailed recommendations to Council, not be developed, until after the public have had an opportunity to comment on the draft strategy. Implementation Date / Priority: Advertisements will be placed in the local papers, a media announcement will be made and it will be listed on Council’s web page once Council’s decision is known. Recommendation: 1. That Council endorse the Draft Coffs Harbour Retail Strategy for the purpose of seeking

public comment. 2. That Council place on exhibition the Draft Coffs Harbour Retail Strategy for a period of

30 days and call for public submission. 3. That the Draft Coffs Harbour Retail Strategy be reviewed following assessment of the

submissions and reported to Council.


C2 COFFS COAST GROWERS MARKET REVIEW

Purpose: The purpose of the document is to provide an update on the Coffs Coast Growers Market and seek resolution on a number of issues related to the Market. Description of Item: The Coffs Coast Growers Market has been in operation for some time and has proven a worthwhile addition to the City Centre and to the community. Some operational adjustments have been made from time to time and more recently a more complete review has been undertaken. The review has highlighted some important changes that are appropriate for Council to adopt. These matters include trading hours, regularity, vendor development, weather conditions and the like. Sustainability Assessment: • Environment

The market operates in a controlled environment that minimises environmental effects. • Social

Adjustments to the trading hours will encourage and provide more time for Vendors to pack up their tents and equipment and reduces the possibility of an injury to both Vendors and the general public.

• Economic


Encouraging Vendors to undertake Business Development initiatives could see economic benefits based on the possible expansion of local business.

Management Plan Implications The above proposals will help to ensure that Council’s Management Plan is meeting its goals in regards to the operation of the Growers Market as a cost recovery project.

Consultation: Vendors have been asked to provide feedback regarding the above issues throughout the review. Vendors were also asked to complete a questionnaire which included the Market Calendar, Business Development, and the reformation of the Advisory Committee.


C2 Coffs Coast Growers Market Review …(Cont’d) A questionnaire was also distributed to City Centre Traders which included these issues and how they felt the Market was affecting trade. It should also be noted that a petition detailing the support of some 317 customers for the Market to remain weekly was received following the Market held on the 1st of December 2005. The Vendors instigated this petition. Several Coordinators operating similar Markets around the country provided qualitative information regarding Site Fees, Business Development, Extreme Weather policies and regularity of Markets. Related Policy and / or Precedents: The market operates in accordance with the Coffs Coast Market Charter. The Charter is currently being revised. The continuation of the markets will achieve Councils objective of enhancing the City Centre trading environment and providing opportunities for growers as previously identified in the Rural Lands Strategic Plan – 2002. Statutory Requirements: The Local Government Act provides for Council to promote and operate markets. Issues: The review has been extensive and included consistent communication with the stakeholders. The results of the review, options and outcomes are fully reported in the attachment to this report. The following comments are made in support of the review outcomes. Market Trading Hours The Market Hours have been an issue of much discussion due to pedestrian safety concerns and parking. Over the past 12 months the Market Hours were extended until 5.00pm. This decision was based on safety concerns of having vehicles on the pavement and loading at the original finishing time of 3.00pm when a lot of pedestrians were around the temporary loading area. City Centre traders were also concerned about effects on customer car parking during this time. The current guidelines enable Vendors to commence packing up their tents at 5.00pm and that once packed up the Vendors can then bring their cars into the loading zones to load up. This process did include safety concerns that arise as a result of Vendors rushing to pack up their tents and equipment, in order to get their cars into the loading zones as soon as possible to load up. Over the past two Markets a 4.30pm finishing time has been trialed, and whilst Vendors can commence packing up tents and equipment from 4.30pm, those using the temporary Harbour Drive Loading Zone must still wait until 5.00pm to bring their cars in to load up. The trial has shown that this 30-minute ‘buffer’ between when Vendors can commence packing up, and when they can bring their cars in to load, encourages the slowing down of the pack up process and increasing safety.


C2 Coffs Coast Growers Market Review …(Cont’d) The Survey of City Centre Traders suggested that the Market ‘could finish earlier,’ The surrounding Cafes within the City Square commence pack up around 4.30pm suggesting the earlier pack up would not have a negative impact on trade in the City Square. Weekly Vs. Fortnightly Market The Market currently operates on a trial weekly basis for the peak season trading period and is due to return to fortnightly in February. Vendors were surveyed to determine if: a) They would like the Market to continue on a weekly basis; b) They would like the Market to return to a fortnightly basis; and c) They would like the Market to run weekly during daylight savings and fortnightly for the

remainder of the year. Nine Vendors suggested they would like to see the Market operate on a weekly basis all year round while a further four suggested they would like to see the Market weekly during daylight savings and return to fortnightly for the remainder of the year. To run the Market on a weekly basis all year round requires a suitable number of Vendors. The current Market Charter suggests, “at least 20-25 Vendors per Market will be required so as to provide consumers with the necessary choice and range of product.” Those who believe the Market should operate on a weekly basis claim that many of the goods being sold at the Market are perishable goods and are brought on a weekly basis. Holding the Market every fortnight means missing out on business during the weeks the Market does not operate. Some also suggest that Market customers are confused as to which week the Market occurs and having the Market weekly overcomes this problem. There is a particularly strong network of Markets in the area and this fact needs to be taken into account. If the Market were to return to fortnightly at times during the year, stallholders could become involved with these Markets on the weeks that the Coffs Coast Growers Market is not operating. Those who believe the Market should operate on a fortnightly basis claim that due to the smaller number of Vendors who attend the Market on the extra week, the Market could build a poor reputation due to those fewer numbers. They also suggest that while the weekly Market overcomes some confusion for consumers not knowing which week the Market is on, there is still some confusion as some Vendors would only attend on a fortnightly basis. Other issues for consideration include the increased cost to Council of the extra duties required by the Market Coordinator and Administration including the extra bookwork and invoicing of Vendors. The Market Coordinators responsibilities also need to be considered as any extra work involved with the Growers Market detracts from the time the Coordinator can allocate to other duties, particularly Council’s Place Committees. Vendor Business Development One of the primary aims of the Growers Market since its inception has been to encourage the growth of the Agricultural Industry by providing business support to those growers involved with the Market.


C2 Coffs Coast Growers Market Review …(Cont’d) Vendors are encouraged to attend relevant business development training opportunities and this could be achieved by making it a condition of the Vendors involvement that they attend a certain number of training opportunities during the year, or by providing incentives for Vendors to attend. Training and Development could involve functions already being run by the Economic Development Unit for local business, or more specific training held just for the Vendors. Forcing Vendors to attend Training and Development functions could create some resistance. Providing an incentive may ensure that Vendors were at the function for their own benefit and this course is recommended. Market Advisory Committee While much discussion often takes place between the Market Coordinator and Market Vendors, a more official form of communication needs to be in place. At present the Market Charter lists five Advisory Committee Members. This group has not met since the inception of the 8.30am-5.00pm Market hours decision made in January 2005. Since then two Vendor meetings have taken place with all stallholders invited to attend. The consensus of those Vendors attending the last meeting in January was that all Vendors should be invited to attend meetings, and the Advisory Committee be abolished. Reinstating an Advisory Committee would require election of another five committed Vendors. Vendors can be deterred from becoming an Advisory Committee Member due to the perceived commitment and the need to represent the opinions of all Vendors attending the Market. In the past it seems that allowing all Vendors to attend Meetings would give everyone the opportunity to have their say in regards to relevant Market matters and take the pressure off the small number of Committee Members who are required to represent the large number of Vendors. Also various Market issues may effect various Vendors in different ways so allowing all Vendors their say would help ensure more effective decisions are made. Extreme Weather Policy The Market Charter provides for the Market to “go on, despite inclement weather.” This is cause for some concern for two reasons: 1. The Markets operate in a busy precinct surrounded by Café’s diners and other visitors to the

square. The safety of those shopping and trading within the City Square is paramount; and 2. As the City Square is a paved area tents cannot be secured to the ground therefore prompting

safety concerns in high wind conditions. Canceling the Market may be an inappropriate measure as many of the Vendors deal with perishable goods which Market Vendors would be forced to waste as they would deteriorate prior to the next Market. Canceling the Market also creates confusion amongst consumers as to which week the Market operates. Many other Market coordinators contacted highlighted the need to run the Market no matter what the conditions. It must be noted that those providing feedback generally operated in an area where either tents could be secured to the ground, or where a wet weather venue was available.


C2 Coffs Coast Growers Market Review …(Cont’d) Research shows that there is no available Council owned undercover facilities that would be suitable to host the Market in the event of extreme weather. While privately owned facilities such as the Palm Centre could provide some space for Vendors, this would only be limited with the cost being up to centre management’s discretion. While there are some partly covered areas of the City Square that could be utilised in extreme weather conditions these are very limited and, removing the need to erect tents, would still expose Vendors to the extreme weather conditions. Council Run Vs. Privately Run Market During the planning stages for the markets it was proposed that once the Market was up and running successfully, Council may look to reallocate responsibility of the Market either to an independent private operator or the Vendors themselves. Whilst privately Operated Markets do provide an independent authority to run the Market, they may loose their focus and authenticity when there is a move to increase the number of stallholders to maximise profits. The possibility of Vendors who do not fit into the field of Growers Market begin to emerge. Other issues that could arise with private ownership are the possibility that essential components of the Market such as Business Development could be seen as an unnecessary cost and fall by the wayside. Vendor Operated Markets create a different set of issues in that the Market may operate to suit the individual needs of those stallholders running the Market. One Market Coordinator suggested that an independent authority is essential in much of the decision-making and conflict resolution that arises in the day-to-day operations of Markets, and this method of ownership dismisses the possibility of having this independent authority. Council operated Markets provide an independent authority to manage the Market and being a not-for-profit entity are not so inclined to expand the Market to increase income. Council also have numerous industry professionals at their disposal to look at relevant issues for the Market including Risk Management and Business Development etc. Consumer Awareness Of The Market Some concerns have been raised regarding consumers being confused as to which week the Market occurs when the Market operates on a fortnightly basis. Unlike other Markets (Bellingen 3rd Saturday of the Month, Bellingen Organic Market 2nd and 4th Saturday of the Month) which rely on the consumers knowing they are occurring on a particular week of the month, the Coffs Coast Growers Market has no relatable dates. Some suggest that holding the Market on a weekly basis would overcome consumer confusion as to when the Market occurs. The issues regarding weekly versus fortnightly Markets have been covered above. The Vendor’s Meeting held in January came to the consensus that it would be best if the Market occur every second Thursday in the case where the Market were to return to fortnightly.


C2 Coffs Coast Growers Market Review …(Cont’d) Market Fees The Charter of the Coffs Coast Growers Market provides for Coffs Harbour City Council to manage and operate the market as a cost recovery project only so as to maximise the financial return for vendors. Financial projections for the Market for 2006/2007 have been based on Market financials for the period of July to December for 2005, and the projection of holding 36 Markets throughout the year. Current financial projections suggest that the Income of the Market is currently meeting the Expense of the Market. Please note an inflationary increase of 3% is proposed for the Market for the 2006/2007 financial year. Growers Market Site Fees tend to be covering the operational costs of running the Market, including staff wages. In the 2005/2006 financial year Vendors were subject to a 3% price increase and were also asked to contribute to advertising through a levy set at $10 per Market for three consecutive Markets. Implementing an increase in Site Fees for 2006/07 on top of the proposed 3% rise being implemented to Council wide programs could cause some apprehension amongst Vendors. With regard to income and expenses, the current fee structure does not recover the full cost to operate the market (there is a short fall in salaries) and does not provide any income for targeted business development activities. However, on benchmarking vendor fees with other growers markets around Australia, the charges for the Coffs Coast Growers Market were at the lower end of the scale. The review of fees however, will reflect a more favourable financial position for Council based on actual costs. Implementation Date / Priority: Following adoption of the report these changes are to be put into place as soon as practicable, preferably prior to the end of February. Recommendation: 1. That Trading hours for the Market be between 8.30am and 4.30pm. Vendors can

commence packing up their tents and equipment from 4.30pm, however no vehicles are to enter the temporary loading zone on Harbour Drive prior to 5.00pm.

2. That the Market operate on a Weekly basis through the duration of Eastern Daylight

Savings Time and fortnightly for the remainder of the year. 3. That $5000.00 of the income generated through vendor charges be used by the

Economic Development Unit, to run and subsidize vendor participation in targeted Business Development functions and activities in 2006/07.

4. That Market meetings occur on a quarterly basis with all vendors invited to attend and

are welcome to place any relevant issues regarding the Market on the meeting agenda.


C2 Coffs Coast Growers Market Review …(Cont’d) 5. That in the event of extreme weather conditions a decision regarding the erection of

tents be made on the day and in the case where tents cannot be erected, any available space in the City Square and the Palm Centre be utilised.

6. That those with perishable goods be given priority where limited space is available. 7. That Vendors concerned about the days weather conditions be provided with a contact

number they can phone on the morning of the Market to determine if tents can be erected.

8. That Coffs Harbour City Council retain the Management role of the Coffs Coast Growers’

Market to ensure the principles and objectives of the Market are upheld and the cost to the Vendors is kept to a minimum.

9. That the fees be reviewed as part of Council’s Fees & Charges Policy but the fee not

exceed $50 per day.


Attachments:

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C3 PRELIMINARY FEASIBILITY STUDY FOR A CONVENTION CENTRE IN COFFS HARBOUR

Purpose: To report to Council on the findings of the Preliminary Feasibility Study for a Convention Centre in Coffs Harbour. Description of Item: The development of a the Coffs Harbour Pre-feasibility Report on Convention Facilities has been a partnership project between the Economic Development Unit (EDU), Coffs Coast Marketing (CCM) and the Property Services Unit (PSU), and has been funded by contributions from the EDU, and the Department of State and Regional Development. The research and report were prepared by Australian Economic Consultants (AEC). The project has been generated as a result of both Council and industry wishing to investigate the viability of the establishment of a dedicated Convention Facility in Coffs Harbour. The City’s ability to attract conventions and large conferences is believed to be limited due to the lack of appropriate and competitive facilities. Last year, it was known that the City lost at least one bid to the Cairns Convention Centre. Council considers that the city and NSW economy would be significantly bolstered by the opportunity to sell to new markets, targeting conventions, meetings and exhibitions of up to 1,000 delegates. Council and industry suspects that it is missing out on a significant proportion of this valuable market and that the development of an appropriate facility would have a direct impact on the economy, but also provide a large spin-off effect for local business and support services, as well as provide additional throughput at the Council owned regional airport. Currently Council is project managing the redevelopment of the Harbourside area, and consultation has suggested that this site may be suitable for the development of a convention centre. The primary objective of the consultancy was to provide Council with a report that assesses the viability of establishment of additional conference/convention facilities in the City. A copy of the study is included in the Councillors envelope. Sustainability Assessment: • Environment

At this point in time there are no environmental impacts to be considered but these would be part of the ongoing process.

• Social

The quality and size of events that a facility such as this would attract, will favourably impact on the social and recreational life of the regional community.


C3 Preliminary Feasibility Study For A Convention Centre In Coffs Harbour …(Cont’d)

In a period of relatively high unemployment, the construction and ongoing operation of a convention centre is expected to contribute to a significant number of employment positions.

• Economic


Based upon the preferred development model and the study’s economic impact assessment, the convention centre is expected to directly employ 45 staff by its fifth year of operations. During its operational phase it is expected to contribute to the employment of approximately 250 people, primarily in the tourism and services industries.

Management Plan Implications The convention centre is not considered financially feasible based on the analysis presented in the study. It is estimated that the centre would not record an operating profit until its fifth year.

Consultation: The consultants undertook extensive stakeholder consultation prior to and during the development of the pre-feasibility study. This included professional conference organisers, airline representatives, local resort managers, Coffs Coast Tourism, Coffs Harbour Regional Airport management, and various Council departments. The Economic Development Unit made the draft study available to Councillors for comment. The consultants presented a summary of the draft study to parties who had contributed at the consultation stage, to the Coffs Harbour Future Development Board and to Council’s Executive Team. At all stages feedback was taken into consideration, with study amendments made where appropriate. Related Policy and / or Precedents: Council has undertaken studies for a range of projects to enable it to make the most appropriate decision for the community. Statutory Requirements: The Local Government Act enables Council to undertake feasibility studies to assess the appropriateness of major assets and assist with its final decision. Issues: Specific objectives of Phase 1 of the consultancy included: 1. Review and provide an assessment of the existing market (conference, meetings and

exhibition) in Australia; 2. Provide an assessment of future directions for demand of the conference market in Australia; 3. Assess Coffs Harbour current competitive status, and identify market gaps in the City’s in the

convention and conference stock and assess the City’s ability to compete should a new facility(s) be built;


C3 Preliminary Feasibility Study For A Convention Centre In Coffs Harbour …(Cont’d) 4. Provide a preliminary feasibility on the commercial viability of such a facility which should

include an estimate of capital expenditure, attendance projections, revenue projections and operating costs;

5. Identify possible funding partners/sources for both capital and operational expenditure; 6. Provide possible design criteria for the development of a new facility in such a way that the

facility would differentiate itself from its competitors; 7. Provide an economic impact assessment on the construction and operation of the facility; and 8. Conduct a site assessment and recommend the most appropriate site for the success of the

facility (including its linkages to other businesses). Study Constraints AEC was commissioned by Coffs Harbour City Council (CHCC) to investigate the financial pre-feasibility of a convention centre development in Coffs Harbour. The current study is intended to identify options for convention centre development that will deliver financially viable outcomes. The current study should be seen as an initial step in a broader facility approval and evaluation process. An example of a typical process structure is outlined in the chart below. In this context, the scope of the current pre-feasibility study represents stage 4 only, so is limited to a degree as a number of detailed issues relating to the success of the project are to be considered in later stages of the approval process. Figure 1.1 – Typical Tourism Project Development Process

Step 3Firming up the Development

Concept

Step 1Project Initiation

and Concept Generation

Step 2Purpose

and Objectives

Step 4Pre-feasibility

Report

Step 5Detailed

Feasibility and Business Plan

Step 6Design,

Implementation and Review

Source: Tourism Project Feasibility Guide, TQ, 1999 National Market Assessment The Australian business events sector is recognised as a significant and ‘high yielding’ component of the nation’s tourism industry, with direct connections to areas such as trade, foreign affairs, education, science, training and communications. Delegates record longer stays in a location and also spend more than non-business tourists. The sector has developed substantially in recent times, and is a major contributor to the economy. Forecasts of business travel suggest a positive outlook for the sector. The expansion of the business events sector is also evident in terms of the investment in purpose-built convention facilities. A key characteristic of the convention market in recent times has been the increasing attractiveness of developing convention facilities in regional areas to underwrite tourism demand, particularly in low periods, grow the size of the local tourism market and generate economic spin-offs for the region. These factors have been the motivation of regional centres, but it is necessary to ensure all relevant infrastructure is provided.


C3 Preliminary Feasibility Study For A Convention Centre In Coffs Harbour …(Cont’d) Coffs Harbour Market Assessment For many years Coffs Harbour has represented the most significant supply of conference facilities between Brisbane and Sydney. It is estimated there are around 176,600 delegate days at meetings and conferences in Coffs Harbour, equating to a 0.8% share of the New South Wales market and a 0.3% share of the national market. Consultations and data analysis suggest government events dominate demand in the local market, the opposite of the national market. Meetings and conference facilities in Coffs Harbour are concentrated in the region’s major hotels and resorts. While each venue conducts its own marketing, Coffs Coast Conferencing has also booked an average of 32 events in each of the past three years. While the Coffs Harbour meetings and conference market is relatively large compared with other regional areas, it does not boast a larger, dedicated, purpose-built convention centre. Demand and Needs Assessment for a Purpose-Built Centre Coffs Harbour is one of Australia’s most prominent tourism destinations, recording 1.2% of the nation’s tourism industry. However, in the business events sector, this is not the case, with market share estimated in line with population at just 0.3%. This indicates there is an opportunity to grow the business events sector, and the need for a larger, purpose-built convention centre. An assessment of Coffs Harbour’s competitive position in the marketplace indicates such a development could compete nationally. The centre is expected to complement, rather than compete with, the existing convention facilities, by targeting the larger end of the market, at the same time as growing the regional market’s size. For a public project to be a success, it is imperative a convention bureaux be established. Based on a rigorous market analysis, the projected number of meetings and conferences at the centre is estimated at 52 after five years of operation. The average attendance at each event is estimated at just under 400, with an average event duration of 3 days, equating to total delegates of 20,500 and 61,500 delegate days per annum. This would increase the local market’s size by 34.8%. An average of 15 regional exhibitions are also estimated, with average attendance of 265 visitors, equating to 4,000 attendees per annum. For major conferences of more than 750 delegates, air transfer arrangements would need to negotiated. Other constraints to the development are public transport in and around Coffs Harbour, and adequate entertainment and tourism activities for delegates. Development Concept The Coffs Harbour Convention Centre is intended to be a ‘state-of-the-art’ facility in all respects, with sufficient size, quality and functionality to successfully attract and host major conventions. It should be versatile, with maximum flexibility of internal layouts and modes of usage. It should also be iconic and differentiated from other centres. To broaden the use of the facility and its potential revenue streams and subsequent feasibility, the consultants recommend that the facility be similar to other purpose-built convention facilities, in that it has the capacity to host exhibitions and major entertainment and performance events.


C3 Preliminary Feasibility Study For A Convention Centre In Coffs Harbour …(Cont’d) For the purposes of a preliminary feasibility assessment, a design criteria similar to the recently developed Alice Springs Convention Centre is considered for this project. A total building area of 6,338sqm is outlined for the centre, at a total estimated capital cost of $18.43 million. State and/or Federal Government commonly funds and owns all major convention centres in Australia, with the private sector operating them. Funding for the project may be possible through a local or state government grant, or through funding programs with the Department of Transport and Regional Services. Alternatively, Council could investigate and encourage a public private partnership (PPP) or full private investment in the facility, however it is likely that the scope of the project would need to change to ensure adequate return on investment for the private sector. Feasibility Assessment Based on the model assumptions, the Coffs Harbour Convention Centre would not record an operating profit after depreciation expenses until Year 4 of operation (see Figure E.2). Initially, the operating loss of the centre is estimated at more than -$300,000 as the centre enters the market and starts competing for major events. However, its operating performance beyond this point would be ahead of industry benchmarks of –6%. Figure E.2: Profitability of Coffs Harbour Convention Centre

-$800,000

-$700,000

-$600,000

-$500,000

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$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

Yea

r 1

Yea

r 2

Yea

r 3

Yea

r 4

Yea

r 5

Yea

r 6

Yea

r 7

Yea

r 8

Yea

r 9

Yea

r 10

Yea

r 11

Yea

r 12

Yea

r 13

Yea

r 14

Yea

r 15

Yea

r 16

Yea

r 17

Yea

r 18

Yea

r 19

Yea

r 20

-20.0%

-17.5%

-15.0%

-12.5%

-10.0%

-7.5%

-5.0%

-2.5%

0.0%

2.5%

5.0%

7.5%

10.0%

12.5%

15.0%

17.5%

20.0%

Net Profit After Tax ($, Left Axis)

Operating Profit Margin (%, Right Axis)

Source: AECgroup It should be noted that the project is cash flow positive, however, it is not considered feasible on the basis of the model assumptions. Its discounted future positive cash flows over the lifetime of the project (40 years) are below the initial capital costs of the project by -$7.8 million. The centre would not break-even unless recording 83 meetings and conferences in Year 5 or with an average venue hire of $43 per delegate day, above the assumed 52 and $18.


C3 Preliminary Feasibility Study For A Convention Centre In Coffs Harbour …(Cont’d) Economic Impact Assessment The economic impacts of the proposed centre would be significant, with an annual contribution of $12.20 million to economic growth and the employment of more than 200 persons. The establishment of a dedicated convention centre would result in obvious benefits for Coffs Harbour’s tourism industry. It would attract a significant number of additional visitors and also help to smooth out the low tourism seasons by generating additional accommodation demand. The centre would generate increased development of, and investment in, local tourism product. Increased business travel would also have a positive impact on the availability of airline services to the region. Location: Throughout the consultation process, the location of a convention centre was one issue that generated a great deal of discussion. It is interesting to note that the convention industry place relatively little importance on the physical location of a facility, but focused more on venue suitability and experienced local hosts as factors influencing destination choice. Never the less, a common feature of many of Australia’s prominent convention centres is their setting adjacent to water. Whilst location is undoubtedly a very important consideration, the relative merits of the sites identified by this study as being most viable are best analysed in greater detail if a decision is made to move forward with the development of a convention centre. Cost: Another contentious issue is the cost of a convention centre. The development model used in the study is based on the Alice Springs Convention Centre, which would cost an estimated $18.4 million in December Quarter 2005 dollars. With limited funding available from State and Federal governments, it is very likely that Council would have to fund the bulk of the project costs, unless a PPP option was targeted. It is likely that a PPP would involve location constraints in that a development model attractive to PPP would probably involve an accommodation component. An additional financial burden associated with the convention centre is the expected operation loss that would be involved with the centre’s first five years of operations. At present the local convention market is dominated by the local resorts who are able to cater for up to 550 delegates. The study findings indicate that just 2% of events currently hosted in Coffs Harbour involve over 300 delegates. On this basis there would have to be a significant increase in demand for larger events for the convention centre to not compete with existing facilities, which is one of the fundamental goals of the convention centre. To achieve this the study identifies the need for a dedicated convention bureaux to be established in Coffs Harbour that would operate to attract additional events to Coffs Harbour, including the requisite 300+ delegate events. Convention Bureau: The establishment of a convention bureau was also identified in the consultation process as being a priority. It is expected that a bureau could be established with Council funding initially with the goal of attracting private investment into the bureau over time as it becomes more successful. One issue raised in consultation was that it is imperative that any bureau must be staffed by professional convention bureau staff and receive sufficient funding to effectively target national events and build Coffs Harbour’s profile in the national convention market.


C3 Preliminary Feasibility Study For A Convention Centre In Coffs Harbour …(Cont’d) Implementation Date / Priority: Subject to Council’s decision, investigations into Convention Bureau will continue and be reported to Council. Recommendation: 1. That Council note the outcome of the Preliminary Feasibility Study for a Convention

Centre and the important issues raised. 2. That Council investigate the establishment of a Convention Bureau, and be further

reported to Council.


C4 COUNCIL MEETING DATES - 2006

Purpose: To seek Councillors’ confirmation to change certain meeting dates through to February 2007. Description of Item: Council’s policy provides for meeting dates to be scheduled on the first and third Thursday each month commencing at 5.00pm. Some conflicting dates arise throughout the year once public holidays are gazetted and other special events are made known eg. ALGA & LGSA. Sustainability Assessment: The adoption of meeting dates poses no sustainability issues. Related Policy and / or Precedents: Council’s policy is to meet on the first and third Thursday at 5.00pm. Council has changed meeting dates by resolution as the need has arisen. Statutory Requirements: Section 365 of the Local Government Act provides for Council to meet at least ten times a year in different months. Issues: Following a review of meeting dates for 2006 the following date provides some conflict with adopted policy. Date Event Comment Thursday 3/8/06

Coffs Harbour Gold Cup Race meeting (Coffs Harbour)

Recommend all business be transferred to Thursday 17 August 2005.

Council has a well established precedent of having a recess during January. For the coming period Thursday 21/12/06 would be the last meeting for the year and Thursday 1/2/07 would be the first meeting for the new year. Meetings scheduled on 20 April, 6 July and 5 October fall within the school holidays. No provision to change these dates has been made. Implementation Date / Priority: Subject to Council’s final resolution, advertisements and a media release will be issued to advise the community.


C4 Council Meeting Dates - 2006 …(Cont’d) Recommendation: 1. That the Ordinary meeting scheduled for 3 August 2006 be cancelled and all business be

dealt with at the Ordinary meeting scheduled for 17 August 2005. 2. That no Council meetings be scheduled for January 2006.


C5 QUARTERLY BUDGET REVIEW FOR DECEMBER 2005

Purpose: To report on the estimated budget position as at 31 December 2005. Description of Item: Estimated Budget Position as at 31 December 2005: General Water Sewer Account Account Account $ $ $ Revised Budget adopted 15 September 2005 346,977 (D) 551,667 (S) 1,496,847 (D) Approved variations to 31 October 2005 817,274 (S) 475,990 (S) Donations – Civic Management Program 2,740 (D) SLSC Subsidies 2,740 (S) (Ordinary Meeting 18/8/05) Loan to Coffs Harbour Tennis Club 35,000 (D) (Ordinary Meeting 18/8/05) Plant Operating & Maintenance 31,930 (D) Plant Replacement 18,540 (D) Plant Income 150,000 (S) Transfer to Restricted (Plant) 99,530 (D) (City Services Meeting 16/6/05) Gravel Roads Resheet Roads to Recovery 50,000 (D) Sealed Roads Rehab – Roads to Recovery 205,000 (D) Sealed Roads Reseals Roads to Recovery 255,000 (S) (City Services Meeting 21/7/05) Health Campus LEP 73,000 (D) Funding from Development Reserve 73,000 (S) (PED Meeting 22/7/04) Acquire Land for Road 17 Moonee Beach Rd 2,500 (D) Acquire Land for Road 19 Moonee Beach Rd 6,500 (D) Funding from Sec 94 9,000 (S) (City Business Units Meeting 7/7/05) September Budget Review 261,030 (D) (Corporate Services Meeting 17/11/05) Supervision of Subdivisions reserve closed 41,681 (S) (Corporate Services Meeting 17/11/05) 04/05 Plant dividend to General Fund 202,874 (S) (Corporate Services Meeting 17/11/05) _________ 51,475 (D) Revised Budget as at 31 October 2005 398,452 (D) 1,368,941 (S) 1,020,857 (D) Recommended variations for December per attached exception report 16,590 (S) 529,987 (S) 1,211,426 (S) New Equipment & software purchase (City Business Units Meeting 1/12/05) 80,000 (D) Estimated result 2005/06 as at 31 December 2005 381,862 (D) 1,898,928 (S) 110,569 (S)


C5 Quarterly Budget Review For December 2005 …(Cont’d) Sustainability Assessment: This report is one of procedure only. • Environment

There are no perceived short or long-term environmental impacts. • Social

There are no perceived short or long term social impacts.

• Economic

Management Plan Implications The revised budget for the General Account adopted on the 15 September 2005 provided for a deficit of $346,977. Reduction of the deficit during the financial year will need to be a priority. Several items may require a further adjustment in the March quarterly review when trends will be more apparent.

For any substantial budget adjustments the associated council report will address the TBL factors independently.

Consultation: Managers have been provided with budget analysis reports for each program. Requested variations and variations adopted by Council have been included in the report. Statutory Requirements: Under local government regulations Council is required to submit a quarterly budget review to Council. Therefore Council is under no obligation to provide monthly reviews but has recommended they be completed as part of prudent financial management. Recommendation: Estimated Budget Position as at 31 December 2005: General Water Sewer Account Account Account $ $ $ Revised Budget adopted 15 Sep ‘05 346,977 (D) 551,667 (S) 1,496,847 (D) Approved variations to 31 Oct ‘05 51,475 (D) 817,274 (S) 475,990 (S) Recommended variations for Dec ‘05 16,590 (S) 529,987 (S) 1,131,426 (S) Estimated result 2005/06 as at 31 Dec ‘05 381,862 (D) 1,898,928 (S) 110,569 (S)


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C6 POLICY - ARMORIAL - FLAGS OF OTHER NATIONS

Purpose: To seek Council’s support to extend its Armorial Policy to include the raising of the national flag of other nations on their national days. Description of Item: Council currently flies the National, Aboriginal and City flags on a daily basis. Council has recently received a request supported by the Consulate General of the Republic of the Philippines and our local Philippine community to raise their National Flag on that Country’s national day. Sustainability Assessment: • Environment

There are no obvious environmental issues with flag raising ceremonies.

• Social

Coffs Harbour local government area does have several ethnic communities and flag raising ceremonies will build and recognise the support our city has for their contribution.

• Economic

The flag raising ceremony also recognises the many economic benefits our ethnic residents bring to our local community.

Consultation: The recent request was as a result of an invitation of our local residents to the Consulate General and discussion with the Mayor on ways to enrich and deepen relations. Related Policy and / or Precedents: Council’s current policy is silent on the issue of raising flags of other nations. Statutory Requirements: Federal Government protocol provides guidance in the raising of flags of other nations. The Local Government Act does not preclude Council from adopting a policy to raise a flag of another nation. Issues: The ethnic mix within our community is quite diverse. The Citizenship Ceremony held on Australia Day brought together people from Canada, Cypress, Fiji, India, Indonesia, Ireland, Malta, New Zealand, Peoples Republic of China, Philippines, Sudan, Thailand, Tonga, Turkey and United Kingdom, some 62 in total.


C6 Policy - Armorial - Flags Of Other Nations …(Cont’d) The raising of another nations flag on the anniversary of the Countries National Day is a tangible means of recognition of our ethnic residents within our community. Implementation Date / Priority: The policy would be available if and when a request is received. Recommendation: That the Council’s Armorial Policy be extended to include: “Flags of Other Nations In recognition of the ethnic communities within the City of Coffs Harbour, the Council will hold a ceremony to raise a flag of another nation on the anniversary of its National Day and other special relevant occasions. The ceremony will be held upon formal request by the local ethnic community once authorised by the Mayor and General Manager in consultation with the Consulate General. The group requesting the flag raising ceremony will be required to provide the flag for the occasion.”


C7 COUNCILLORS' EXPENSES JULY - DECEMBER 2005

Purpose: To report to Council on those expenses that Councillors have chosen to claim for the period July to December 2005. Description of Item: Council previously resolved that a report be presented as soon as possible after 1 January and 30 June each year outlining the following: 1. All Councillor telephone costs (including land lines and mobile phones); 2. The travel expenses incurred by each of the nine Councillors attending business, meetings or

conferences on behalf of Council during the above six month period; 3. The report to show all travel, accommodation and out of pocket expenses incurred; 4. The meeting or conference attended; 5. That location attended. Attached is a report for the period June to December 2005 for each Councillor. In summary, total expenses for the period ending 31 December 2005 are as follows: Councillor $ Rhoades 9,558.63 Smithers 3,074.98 Joass 2,999.93 Ovens 9,317.99 Featherstone 4,561.52 Palmer 3,509.74 McKelvey 7,155.01 Bonfield 1,017.92 Hogbin 0.00 Sustainability Assessment: • Environment

There are no perceived current or future environmental impacts. • Social

There are no perceived current or future social impacts

• Economic

Management Plan Implications Councillors’ expenses are covered within the Council’s current Management Plan.

Recommendation: That the information be noted.


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C8 OUTSTANDING REPORTS AND RESOLUTIONS AWAITING IMPLEMENTATION

Purpose: To provide Council with an update of requests for reports and previous resolutions to Council awaiting implementation. Description of Item: As a process of ensuring that reports requested by Council are submitted and that resolutions are put into effect, Council has resolved that a report be submitted on the progress of each. Sustainability Assessment: The sustainability issues will have been addressed in reports prior to resolution being adopted or will come forward in the reports yet to be submitted. Consultation: To prepare this report the updated information is supplied by the Departments to the Executive Team prior to the submission of this report. Related Policy and / or Precedents: Council has adopted this procedure to ensure public accountability. Statutory Requirements: Reports to Council are provided for in the Local Government (Meetings) Regulations 1999 and Code of Meeting Practice. Issues: Individual comment is made on the attached list of outstanding matters. Implementation Date / Priority: Implementation and priority is dependent on a range of factors and circumstances. Recommendation: That the report be noted.


Attachments:

OUTSTANDING REPORTS MEETING DATE:

REPORT REQUIRED ON

CURRENT POSITION EXPECTED

COMPLETIONDATE

PLANNING ENVIRONMENT AND DEVELOPMENT 22/7/04 T19: Draft Local Environmental Plan - Land

bounded by Stadium Drive, Newports Creek, Hogbin Drive and Pacific Highway That Council prepare a new Masterplan for the land generally bounded by Phil Hawthorne Drive, Newports Creek, Hogbin Drive and Pacific Highway. That Council, in accordance with Section 54 of the Environmental Planning and Assessment Act, prepare a Draft Local Environmental Plan for the land bounded by Phil Hawthorne Drive, Newports Creek, Hogbin Drive and Pacific Highway. That a formal specification from the Department of Infrastructure Planning and Natural Resources for a Local Environmental Study be sought. That, upon completion of the Local Environmental Study and Draft Masterplan, a report be put back to Council to enable exhibition of these documents. That funding for the project be from the Development Reserve.

LES underway, Flora & Fauna modules complete.

May 2006

17/06/05 15: Planning Matters A report be prepared on the feasibility of Council requiring all DCPs in existence to show that residential accommodation less than 100sq metres require 2 parking spaces.

DCP Parking Review incorporated in 2005-2006 Strategic Planning Program.

July 2006

CITY SERVICES 11/4/02 CW21: Transport & Drainage Asset

Management Report 2002/2003 That a report be brought back regarding formation of a working group to examine in detail ways that income streams might be sourced to overcome the problem of maintenance and repairs.

Deferred until Pavement Asset Management System in place.

2007

19/5/05 Questions Without Notice: 1. Jetty Structure

Councillor Ovens requested a report be brought back on the status of the Jetty structure as to what Council's future liability should be and what funds are available to meet them.

Consultant due to finalise report in Feb 2006. Findings will be reported to April City Services Committee

April 2006

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MEETING DATE:

REPORT REQUIRED ON

CURRENT POSITION EXPECTED

COMPLETIONDATE

16/06/05 Questions Without Notice 2: CBD – Birds Councillor Ovens questioned whether anything could be done to shield the trees in the CBD area at night in order to try and stop the bird droppings which are staining street furniture on a daily basis.

Environmental Services Branch for action

18/08/05 B26 – Coffs Harbour and Districts Tennis Feasibility Study A further report and recommendations will be presented to Council once investigations are completed and project scope identified.

Ben Payne, John Shaw & Pat Littler to have another meeting with Tennis Australia.

Dependent on funding and direction from Tennis Australia.

6/10/05 General Business 3. Fuel Prices Councillor Smithers requested a report on the increases in fuel prices and some of the flow on effects and implications to Council's budget. The General Manager (Acting) advised that a report would be brought back to Council on the matter.

Report to Corporate Services Committee meeting in February 2006.

CORPORATE SERVICES

1/12/05 Questions Without Notice 1. Business Paper – Web timing Cr McKelvey sought clarification as to the possibility of placing business papers on the web on Friday morning? We have not had business papers available until Monday for the last two meetings. General Manager (Acting) will report back to Cr McKelvey.

Now in operation.

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RESOLUTIONS OF COUNCIL AWAITING IMPLEMENTATION PLANNING, ENVIRONMENT AND DEVELOPMENT COMMITTEE – 17 MARCH 2005 Revegetation Of Retired Banana Lands And The Control Of Environmental And Noxious Weeds 1. That Councillors and appropriate staff meet with the existing Steep Lands Project Committee to discuss

issues of steep land management and future committee structure, objectives and membership. 2. That Council, in conjunction with Northern Rivers Catchment Management Authority, make

representation to the Minister for Primary Industries for a review of the funding guidelines that disadvantage areas with a declining agricultural production.

Progress: The Steep Lands Committee met on 4 November 2005, with discussions centered around the funding application program for the revegetation and improved management of areas of high erosion risk on agricultural land. Funding applications close on 30 November and up to $10,000 is available for individual projects, including: prevention of erosion in high risk areas; fencing off eroded areas; rehabilitating eroded areas; revegetation of eroded areas. CITY BUSINESS UNITS COMMITTEE – 7 JULY 2005 7: Rural Lands Strategic Plan 1. Council engage an appropriate Consultant to review all the information submitted on the Rural Lands

Strategic Plan and to prepare a Draft Settlement Policy for all Rural 1A Lands. This Draft is to be presented to Council so that a Draft Settlement Policy can be put on public display by 30th November 2005 and adopted by 30 June 2006.

2. The existing moratorium on subdivision of lands zoned Rural 1A continues until the Settlement Policy for Rural 1A Lands is adopted by Council.

Progress: The consultants have been appointed. Council resolved to extend timeframe for document production. Project to be completed by June ’06. CORPORATE SERVICES COMMITTEE – 7 JULY 2005 General Business 3: Road Construction Costs Cr Ovens asked if Council was able to obtain the construction costs for the new coast road leading into Wollongong, opened recently by Premier Carr. ORDINARY MEETING – 18 AUGUST 2005 Questions Without Notice 5 – Bonville International Golf Club Cr Palmer asked if a site inspection of the Bonville International Golf Club could be organised to enable Councillors to gain a better appreciation of the Golf Club’s proposal outlined in Agenda Item PED25 – Request for Residential Rezonings of Lands at Big Banana and Bonville International Golf Resort Sites. The General Manager undertook to organise a site inspection as requested. Progress: Site inspection to be held early 2006 in conjunction with settlement strategy. Questions Without Notice 6. – Contract Assessment Cr Featherstone asked if a Councillor briefing could be organised to discuss the process for assessing supply contracts, and in particular the criteria, weighting & scores. Progress: Tender Selection Policy under review including Local Preference. Council will be given briefing on updated Policy and Selection Process when completed in March 2006.

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Questions Without Notice 9. – Community Concerns re: Proposed RTA Route Cr Ovens questioned whether a copy of CD presentation given by Wayne Clouten, at the public forum, could be obtained and forwarded to the two local members of parliament? The General Manager agreed to co-ordinate this request. General Business 1. – Multi-Purpose Facility – Port Macquarie Cr Smithers then asked the Councillors if they were interested in hearing the presentation on the Port Macquarie Multi-purpose facility. Following a positive response from the Councillors, Cr Smithers asked the General Manager to contact Craig Milburn to organise the presentation. Initial contact was made with Craig Milburn who has agreed to arrange a time early in 2006. CITY SERVICES – 15 SEPTEMBER 2005 General Business 6. – Sustainable Ecological Growth for Regional Australia Councillor Ovens advised that he would be presenting a more formal report to Council on SEGRA conference and requested Council look into bidding for the 2007 SEGRA conference to be held in Coffs Harbour, the bid to be in by May 2006. Cr Ovens suggested that a Councillor and staff member should attend the SEGRA conference each year. The General Manager (Acting) to formulate a working party. CITY SERVICES – 6 OCTOBER 2005 Questions Without Notice 4. Signs – Surf Club at Park Beach Councillor Palmer questioned whether signs indicating the Surf Club could be placed on Orlando Street, on either side of the roundabout, and the Boultwood Street roundabout. Signs ordered - will take approximately six to eight weeks. CORPORATE SERVICES – 20 OCTOBER 2005 General Business 2. Pedestrian Refuge – Sawtell Road Cr McKelvey asked for an update on the timeframe for construction of a pedestrian refuge on Sawtell Road. Currently being redesigned - should be complete by the end of March 2006. CITY SERVICES – 1 DECEMBER 2005 Matters of An Urgent Nature 3. Potential for Freight to Fly Out of Coffs Harbour Airport. Cr Rhoades queried recent discussions with regard to the potential for freight to fly out of Coffs Harbour. Matter has been going on for many months. Main concern is that nothing has come through Council. Cr Rhoades suggested the service could be introduced within the next few days with an arrival time of 6.00am and a departure time of 8.00pm. Service may use B-Doubles to get freight to existing business. B-Double access on Aviation Drive is not approved. Cr Rhoades would like Council to be informed so that a position can be taken.

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General Manager (Acting) requested Mr Edwards and Mr Littler deal with the proponent regarding these points particularly access to the Airport and the B-Doubles. He also advised that the proponent be invited to Council to discuss. Councillors will be updated via emails on the outcome of discussions with the proponent. Progress: Proponent has met with General Manager and outlined the situation. The Airline involved has been contacted in writing and been given the preliminary conditions for operating out of the Airport. The Airline has been invited to contact the Airport Manager if they wish to pursue the opportunity. Matters of An Urgent Nature 5. Power Supply - Northern Beaches Cr Rhoades stated Country Energy are in the process of upgrading the power supply for the Northern Beaches with a 66kv line. Residents of the area have taken the matter to the Ombudsman with respect to the route. The potential degradation of proposed residential land could be severe if impeded by a 66kv line. Council should make approaches to Country Energy and query why it can't go on top of the existing 11kv line. Director of Planning advised the REF by Country Energy showed the existing line as being the preferred one and has now been changed but she would follow it up and advise Councillors. General Business 2. Seagull Problem. Cr Rhoades suggested that the mixing of eateries and Seagulls in the Harbour Drive eatery areas was a health issue. What can be done to overcome the problem? General Manager (Acting) Advised this matter would be investigated. General Business 3. Arrawarra Beach Access Cr McKelvey queried if anyone is in a position to give an update on beach access at Arrawarra. Director of City Business Units advised that a meeting with Mr Bob Piper who is representing the residents of Arrawarra and Council's Senior Technical Officer was held on 1 December 2005. A course of action is being developed to relieve the situation. There are problems with access and subsidence. Email to follow to Councillors. Progress: Manager Parks and Recreation has sought and obtained partial funding from DIPNR as to the best solution. General Business 5. Burning Off - Greenhouse Issues. Cr Smithers advised Council has been burning off land for clearing, which produces greenhouse issues. Is it possible to approach this in a different manner to reduce greenhouse emissions. General Manager (Acting) advised Council does have a policy to mulch rather than burn. The General Manager will report back to Cr Smithers. General Business 6. B-Doubles Cr Rhoades has been advised by local restaurants that B-doubles are using Orlando Street to the Jetty and Harbour Drive at night on a regular basis. This is not an authorised or approved road for B-Doubles. General Manager (Acting) advised a letter will be forwarded to Police and Traffic Committee regarding this problem.

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CORPORATE SERVICES – 15 DECEMBER 2005

Questions Without Notice 6. Cost of Public Liability Insurance Cr Ovens requested a report on the cost of Council taking over public liability for Council facilities for incorporated bodies. The General Manager took this on notice.

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C9 BANK BALANCES AND INVESTMENTS FOR NOVEMBER/ DECEMBER 2005

Purpose: To list Council’s Bank Balances and Investments as at 30 November and 31 December 2005. Description of Item: A copy of the state of Bank Balances and Investments as at 30 November and 31 December 2005 are attached. It should be noted that Council is now required to account for investments in accordance with the Australian International Financial Reporting Standards. As such the ledger balances at the end of each month reflect market value movements which would be inclusive of accrued interest. Interest when paid, say quarterly, would result in reductions in the market value of the investments. The Investment Report Part 1, “Principal Balances/ Interest Earned” reflects the above requirements. Part 2, “Investment Performance Review”, reflects the interest earned (or accrued) on each investment, based on the acquisition price. Sustainability Assessment: • Environment

There are no perceived current or future environmental impacts. • Social

There are no perceived current or future social impacts.

• Economic

Council’s investments are held according to the requirements stated within Council’s investments policy and the returns are acceptable in relation thereto.


C9 Bank Balances And Investments For November/ December 2005 …(Cont’d) Recommendation: 1. That the bank balances and investments totalling one hundred and eleven million, nine

hundred and fourty nine thousand, six hundred and three dollars ($111,949,603) as at 30 November 2005 be noted.

2. That the bank balances and investments totalling one hundred and ten million, two

hundred and fifty eight thousand, one hundred and fourty seven dollars ($110,258,147) as at 31 December 2005 be noted.

K O Lavelle Director of Corporate Services


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CITY BUSINESS UNITS DEPARTMENT REPORT

B3 DISPOSAL OF VACANT LAND AT MOONEE

Purpose: To set a reserve price for the sale of land at Moonee Beach. Description of Item: Council owns a large parcel of land at Moonee on the corner or Moonee Beach Road and the new road which has just been built to service the new Shopping Centre that opened before Christmas last year. Council is in the process of subdividing the land into two lots (lots 21 and 22) as shown on the attached plan. Lot 21 is to be used for a neighbourhood park, community centre and a new fire station. When it adopted the current management plan Council resolved to dispose of Lot 22 with the proceeds of the sale being used to upgrade Moonee Beach Road. Sustainability Assessment: • Environment

Disposal of the land does not raise any environmental issues. These issues will be dealt with when an application is lodged to develop the land.

• Social

Disposal of the land does not raise any social issues. These issues will be dealt with when an application is lodged to develop the land.

• Economic


Disposal of the land will enable Council to upgrade Moonee Beach Road which will improve infrastructure in the area.

Management Plan Implications The sale of the land has already been factored into the current management plan.

Consultation: The sale of the land was exhibited as part of the management plan process. Related Policy and / or Precedents: Disposal of property is usually by public auction or tender unless circumstances dictate otherwise.


B3 Disposal Of Vacant Land At Moonee …(Cont’d) Statutory Requirements: S25 & S26 requires Council to classify public land as community or operational land. This parcel is operational land. The Local Government Act gives Council power to dispose of land by not restricting its powers. S377 Local Government Act provides Council to delegate but not the resolution to sell property. S664 Local Government Act provides penalties for the disclosure and misuse of information. Issues: Lot 22 is to be auctioned on site on Saturday 25 February 2006 at 10.00am. The purpose of this report is to set a reserve price. The land is zoned 3G mixed business use and has an area of 7917 m². The value of the land is not easy to assess especially in todays market. As the disposal of this land is sale by auction, Council needs to set a reserve price to enable the General Manager to represent Council’s wishes at the sale. Obviously the confidential nature of this decision is paramount and it is proposed that the discussion and decision be made in confidential session and a professional recommendation will be distributed at the meeting. This will also enable Councillors and staff the opportunity to declare a pecuniary or conflict of interest and not take part. Implementation Date / Priority: The matter will be dealt with in accordance with Council resolution. Recommendation: 1. That Council confirm its decision in the 2005/06 Management Plan to sell Lot 22

(being part of Lot 302 DP1092858). 2. That the setting of the Reserve Price for the Auction of proposed Lot 22 (being part

of Lot 302 DP 1092858) on 25 February 2006, be delegated to the Mayor & General Manager, as determined in confidential committee.

3. That the General Manager be granted delegated authority to negotiate a sale of the

property for the amount determined in confidential committee. 4. That all necessary documents associated with the sale of proposed Lot 22 be

executed under the Common Seal of Council. P C Littler Director of City Business Units


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Documents

COFFS HARBOUR CITY COUNCIL · COFFS HARBOUR CITY COUNCIL ... All major shopping centres were approached to ... their trading positions and inform the key challenges facing the local