Agenda of Ordinary Meeting of Council

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

NOM-1

Motions Of Which Due Notice Has Been Given

NOM-1 NOTICE OF MOTION - CLIMATE EMERGENCY

Author: Councillor Vanessa Keenan

Summary:

The purpose of this notice of motion is for Council to recognise that climate change poses a serious risk to the people of Wagga Wagga and to commit to developing a Climate Emergency Plan in the 2019/2020 financial year.

Recommendation

That Council:

a recognises that climate change poses a serious risk to the people of Wagga Wagga and it should be treated as a national emergency

b notes that Council has established a sustainable energy reserve and has commissioned the report Climate Change Risk and Adaption Action Plan that outlines the significant risks and associated impacts associated with climate change on Council’s assets

c commits to developing a Climate Emergency Plan in the 2019/2020 financial year and receive a report at the first meeting of Council in August from staff that includes the following:

i current activities already being undertaken to assist in addressing climate change impacts

ii the steps required to develop a climate emergency plan to guide the implementation of a climate emergency response within Council

iii how the Community Strategic Plan can be amended to prioritise a climate emergency response within the Plan

iv investigates the appointment of a Council Advisory Committee of climate emergency experts to assist with steps

v change management processes to educate Council staff about the climate emergency and develop a new approach to Council business to facilitate a climate emergency response

vi identify what existing policies and plans would require updating, as well the development of new policies and plans to address a climate emergency response

vii a public education and support building campaign in order to provide broad community awareness for the declaration and move into climate emergency mode

viii identifies necessary resources to enable the execution of steps

Report

More and more we are seeing the impact of a changing climate on our local community. Extreme weather events are occurring more regularly and with more impact.

Across the world we are seeing governments of all levels and all persuasions recognise the climate emergency unfolding and the need to take action to reduce the impact, adapt to the impact and build resilience to future impacts.

Countries including United Kingdom, Canada and the Republic of Ireland, 11 Councils in New Zealand including Auckland and Wellington Councils, and more than 24 Councils in Australia join in the more than 717 local, state, territory and national governments making the declaration that we are in a climate emergency.

Business as usual or incremental change has led us into a climate crisis. Council play a key role:

· Education on the climate emergency using existing or low cost communication channels, while building support for a broader climate emergency mobilisation at the state, national and international levels

· Mitigation - reduce emissions and drawdown previous emissions

· Build community resilience against some climate change impact

Council, even in climate emergency mode, cannot provide the needed solutions by ourselves, hence building pressure on higher levels of government to fund and legislate for emergency action to restore a safe climate are the most critical task a council can undertake. Making a Climate Emergency Declaration is the first step.

Impacts are being experienced by our local communities, environment and infrastructure. These include mental and physical health issues due to more regular and intense droughts and other extreme weather events and also include:

· People cut off from food, medical supplies and care

· Animals and people injured or killed

· Increased costs on councils, governments and individuals for recovery

· Long-term disruption of transport links

· Loss of agricultural products and therefore revenue (as can’t be transported to market)

· Health issues due to a lack of access to clean water, or exposure to polluted floodwaters

In addition, repeated damage to infrastructure as a result of more frequent or intense extreme events due to climate change is likely to have substantial financial, as well as emotional, costs for individuals and the community. ¹

Droughts, storm and extreme rainfall events as well as fire weather are increasing and our preparedness as a community is poor. Whilst Council is undertaking a number of significant measures to reduce our carbon footprint and has identified ways for our city assets to adapt we do not have measures in place for the community or to expand our response to the changes.

Earlier this year Council took the unprecedented action of opening the Oasis Aquatic Centre for free on days where temperatures exceed 41 degrees. In order to switch from reactionary responses to climate change, Council and the community need to take a proactive approach to the impacts.

The latest Lowey Institute poll on Australians attitudes to international events released last week shows that nearly 65% of Australians consider climate change to be a critical threat. For the first time in the history of the Poll, climate change topped the list of threats to Australia’s vital interests in 2019, alongside cyberattacks, international terrorism and North Korea’s nuclear program.²

At a local government level, in the latest Climate Change Adaptation survey³ commissioned by NSW Office of Environment & Heritage and Local Government NSW found that:

· The overwhelming majority (82 per cent) of local governments are currently experiencing impacts from climate change in their organisations, up from 59 per cent in 2015, with increasing awareness particularly at the executive levels of local government.

· Storms and flooding are still viewed as the most common climate impacts, while extreme heat and drought are described as having the most severe impacts.

· Concerns about impacts on assets and infrastructure, biodiversity and landscapes and general environmental health remain high, as are demands for emergency services, impacts on public safety and water supply/demand.

· Additional climate impacts have been identified in 2018: including urban heat effects, groundwater impacts, changed rainfall patterns (not drought), cold snaps (not long cold periods), and an increasing number of invasive species.

Incorporation of climate change into council operational plans increased by 22 per cent, and prioritisation of climate adaptation activities increased by 27 per cent since 2015.

“….lack of organisational support continues to be seen as a major barrier to adaptation and the significance of support has increased in 2018”.

More than 150 religious leaders last week issued a letter⁴to the Prime Minister stating “The climate situation is much more than a political or scientific issue. It is a profoundly moral one.”

Declaring a Climate Emergency means that we as a Council look at everything, we do through a Climate Change Lens.

· What goals and targets should we adopt?

· How can we all reduce our emissions, drawdown and resilience?

· How can continue to reduce our waste?

· What strategic and regulatory planning controls would we need to change?

· How can we better improve public and active transport to reduce our reliance on cars?

The role of local government in responding to climate change is critical. It’s not just about reducing our emissions but helping our residents respond and build resilience to the impacts of a changing climate.

References

1 https://lowyinstitutepoll.lowyinstitute.org/themes/climate-change-and-energy/

2 https://climatechange.environment.nsw.gov.au/Adapting-to-climate-change/Regional-vulnerability-and-assessment/Riverina-Murray

3 https://climatechange.environment.nsw.gov.au/-/media/NARCLim/Files/Section-4-PDFs/NSW-Local-Government-Climate-Change-Adaptation-Survey---2018.pdf?la=en&hash=39A227AFCCF3552CB3041413CA84112A56EB4199

4 https://www.arrcc.org.au/no_faith_in_coal

Financial Implications

N/A

Policy and Legislation

Wagga Wagga City Council Code of Meeting Practice

Link to Strategic Plan

The Environment

Objective: We create a sustainable environment for future generations

Outcome: We minimise our impact on the environment

Objective: We plan for the growth of the city

Outcome: We have sustainable urban development

Outcome: We have housing that suits our needs

Objective: Create and maintain a functional, attractive and health promoting built environment

Outcome: We look after and maintain our community assets

Outcome: We create an attractive City

Outcome: We improve the facilities of our places and spaces

Objective: We create a sustainable environment for future generations

Outcome: Educate the community in sustainability

Outcome: We demonstrate sustainable practices

Outcome: We are proactive with our waste management

Outcome: We minimise our impact on the environment

Safe and Healthy Community

Objective: We Are Safe

Outcome: We are responsive to emergencies

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: all three listed

Objective: We are active community members

Outcome: We recognise we all have a role to play

Risk Management Issues for Council

N/A

Internal / External Consultation

N/A

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

CR-1

Councillor Report

CR-1 2019 ALGA CONFERENCE

Author: The Mayor, Councillor Greg Conkey OAM

Councillor Dan Hayes

Recommendation

That Council receive and note the report.

Report

Report from Mayor, Councillor Greg Conkey OAM

The Australian Local Government Association Conference was held in Canberra from June 16 to 19.

I attended the Conference along with Cr Dan Hayes and General Manager, Peter Thompson.

More than 800 delegates from throughout Australia were in attendance.

One of the more startling comments was from the President of the Local Government Association of NSW, Linda Scott, who said that $30b was needed to replace aging local government infrastructure in addition to the demand to build new infrastructure.

In his keynote address, Deputy Prime Minister, Leader of the Nationals and Member for Riverina, Michael McCormack, said he supported a constitutional change to include Local Government and stressed the need to harness more water and to build more dams to give the country better water security.

President of the Association, David O’Loughlin, outlined ALGA’s priorities as:

· Doubling Roads to Recovery and making the Bridges Renewal Program permanent ($800m a year);

· Realise the Productive Potential of Australia’s Freight Routes ($200m for five years);

· Protect communities from the impacts of natural disasters ($200m per year for four years);

· Promote Healthier Communities ($100m over four years);

· Foster indigenous Well-being and Prosperity; and

· Supporting Communities on their Digital Transformation Journeys ($100m per year).

This is in addition to calling on the Federal Government to restore funding to Local Government to one percent of Commonwealth tax revenue.

The conference was also told that the 2025 National Packaging Targets were:

· 100 percent of packaging to be reusable, recyclable or compostable;

· 30 percent average recycled content across all packaging;

· 70 percent of packaging recycled or composed; and

· Phase out problematic and unnecessary single-use plastic packaging through redesign, innovation or alternative delivery methods.

There were 122 motions debated by the delegates.

This included an urgent motion calling on the Federal Government to restoring more adequate funding to the ABC.

Some of the other motions passed included calling on the Federal Government:

· to enhance zonal taxation rebates to foster decentralisation of industry and commerce;

· to establish an infrastructure fund for the construction of active transport initiatives including pedestrian and bicycle facilities;

· to consider appropriate support to regional airports in order to provide affordable travel;

· to deliver connecting major metropolitan centres through high speed rail;

· to declare a climate emergency and to establish a $10b national fund for councils to build resilience of climate change vulnerable communities; and

· to develop Australian standards for the provision of national standards for cycling infrastructure including separate bikeways.

Report from Councillor Dan Hayes

The 2019 ALGA conference was mixed. While many of the topics chosen were relevant, the content at times was lacking with few to little opportunities to adapt the information provided. The Mayor was the voting delegate and can provide an overview to the motions, noting that the ALGA Board can choose not to adopt any motion that is supported into its platform.

Disappointingly, this post-election ALGA did not provide any new policy platforms from the Government, though both the new Minister and new Shadow Minister spoke about the importance of local government.

Some of the key points taken from the conference:

Crowd Powered Communities:

- people in the community are wanting to give their resources (time, skills, ideas and money) to the community but they need the opportunity to do so. Local Government may have the capacity to provide this in many areas, but it needs trust.

21^st Century Government:

- Do not build old processes with new technology. New technology can often eliminate a task, automate a task, or provide possibilities for sharing. Local Government is poor at eliminating processes.

- Investing in technology and expecting a return over the years it can take for local government to identify, purchase and utilise new technology, may not be feasible. Take small steps and remember that new technology will not provide the answer for you, you need to find that yourself.

Role of Local Government in housing Australians in the 21^st Century:

- people who are disadvantaged pay more for housing as part of their income than others.

- Local Government are looking for solutions into the housing crisis as State and Federal Governments have not responded appropriately or in a timely fashion. Managing this is a type of cost shifting.

- The private sector needs to be involved. Cannot be done by government alone.

- Utilise inclusionary zoning to insure affordable housing is included in new developments

Engaging with Your Community into the Future:

- Consultation is often not seeking a vote yes/no for a project. It is about informing the community, and working with them to get the best outcome.

- More than $20 billion worth of infrastructure projects have been cancelled, delayed or mothballed in the last decade due to community opposition.

- Can never do enough engagement but timelines present deadlines. Asking the community if they have been engaged enough is one way to find out if engagement has been successful.

Kurt Fearnley:

- On a personal note, this is the best speech I have personally witnessed. If you ever get the opportunity to hear Kurt speak, I cannot recommend it enough.

- While it did not focus on local government it did highlight how we all must do more to support those in the community who need it, ensure our policies are not in the way, and to “create the expectation of normality” for the 20% of those in the community who have a disability.

- Education, employment and sport can empower people with disabilities.

For next year I would recommend only sending a total of two people (Mayor or delegate, and General Manager or delegate).

Financial Implications

N/A

Policy and Legislation

POL 025 Payment of Expenses and Provision of Facilities to Councillors

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We have leaders that represent us

Risk Management Issues for Council

N/A

Internal / External Consultation

N/A

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

RP-1

Reports from Staff

RP-1 Draft Planning Proposals (LEP18/0004 and LEP18/0009) to Amend the Wagga Wagga Local Environmental Plan 2010, Gregadoo Road, Wagga Wagga

Author: Adriaan Stander

Director: Natalie Te Pohe

Summary:

Council is in receipt of two planning proposals (LEP18/0004 and LEP18/0009) to amend the Wagga Wagga Local Environmental Plan 2010. The proposals were lodged by individual landowners who are seeking to rezone land and to reduce the minimum lot size requirement applicable to land south of Gregadoo Road.

An assessment of the applications concluded that the planning proposals may proceed as a combined proposal and that a minimum lot size of 4000sqm be applied across the precinct. The recommendation is to request a Gateway Determination from the Department of Planning and Environment.

Recommendation

That Council:

a support planning proposals LEP18/0004, LEP18/0009 and the Council addendum to amend the Wagga Wagga Local Environmental Plan 2010

b submit planning proposals LEP18/0004, LEP18/0009 and the Council addendum to the Department of Planning and Environment for Gateway Determination

c prepare an amendment to the Wagga Wagga Development Control Plan 2010 (DCP) to be exhibited alongside planning proposals LEP18/0004, LEP18/0009 and the Council addendum to address the development matters raised

d note that the amendment must be developed in conjunction with a Master Plan to illustrate a high level road network scenario for the precinct, access arrangements, servicing provision and how any future subdivision will occur through staging

e receive a further report after the public exhibition period;

i addressing any submissions made in respect of planning proposals LEP18/0004, LEP18/0009 and the Council addendum and proposed amendment to the DCP

ii proposing adoption of the planning proposals LEP18/0004, LEP18/0009 and the Council addendum unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period

Application Details

Submitted Proposals:

LEP18/0004 – Seeks to reduce the minimum lot size of 52 and 56 Gregadoo Road from 2ha to 3000sqm.

LEP18/0009 – Seeks to rezone 13 and 15 Tallowood Crescent, Lake Albert from RU1 Primary Production Zone to RU5 Large Lot Residential Zone. This proposal also seeks to reduce the minimum lot size requirement applicable to a number of lots to the south of Gregadoo Road from 2ha to 1800sqm, 3500sqm and 5500sqm

Applicant

LEP18/0004 – Kerry and Cynthia Podmore (owner of 56 Gregadoo Road). Salvestro Planning has been appointed by the applicant to prepare the planning proposal.

LEP18/0009 - Stephen Jay (owner of 68 Gregadoo Road, Lake Albert). MJM Consulting has been appointed by the applicant to prepare the planning proposal.

Land Owners:

Various land owners provided under confidential cover

Proposal

Council is in receipt of two planning proposals to amend the Wagga Wagga Local Environmental Plan 2010 (LEP) to the south of Gregadoo Road. Details of the proposals with supporting information are contained within Attachment 1 and 2.

1. Rezone 11, 13 and 15 Tallowood Crescent, Lake Albert (Lot 1 DP 882899, Lot 2 DP 882889 and Lot 2 DP 1013227) from RU1 Primary Production Zone to R5 Large Lot Residential Zone as per the illustration below.

2. Reduce the minimum lot size requirement applicable to Lots 48, 50, 52, 56, 58, 60, 62, 64, 66, 68 and 70 Gregadoo Road, 1- 7 Cottonwood Close 1 – 6, 7, 9, 11, 13, 15 Tallowood Crescent (Lot 1 DP 514671, Lot 3 DP 233523, Lot 4 and Lot 5 DP 233523, Lot 1 and Lot 2 DP 715658, Lot 5 DP 775412, Lot 8 DP 859533, Lot 7 DP 775412, Lot 15 DP 866164, Lot 2 DP 539369, Lot 3 DP 540483, Lot 9 - 13 DP 886164, Lot 1 DP 1013227, Lot 2 DP 1013227, Lot 1 and Lot 2 DP 882899, Lot 1 to Lot 8 DP 866164) from 2ha to 4000sqm as per the illustration below.

The above will provide the opportunity for land owners in the precinct to subdivide their land in the future. It will create the opportunity for approximately 130 additional lots in the precinct.

Site and locality

The precinct is located on the south of Gregadoo Road and is partly located within the R5 Large Lot Residential Zone and in the RU1 Primary Production Zone. A minimum lot size requirement of 2 hectares currently applies under Clause 4.1 of the Wagga Wagga Local Environmental Plan 2010 to lots within the precinct.

Lots to the north of the precinct (north of Gregadoo Road) are located in the R5 Large Lot Residential Zone and vary between approximately 1500sqm and 4300sqm in size. The Grange Lifestyle Village is located to the west. The land to the south is in the RU1- Primary Production Zone and land to the east is also zoned R5 Large Lot Residential.

Key considerations

1. Population growth and housing demand

The addition of dwellings to the housing stock is a major driver of population growth in in the city, providing opportunities for households to relocate from other areas or new households to form locally. At a growth rate of 1.2% the population of Wagga Wagga will exceed 80,000 people in 2040, however the city must plan to grow to beyond 100,000 people. To accommodate a 2% population growth to 100,000 people and an additional 14,000 homes by 2040, 1,750 hectares of land is required if density rates continue at 8 dwellings per hectare.

The supply of residential land was last considered in 2013 as part of the Wagga Wagga Spatial Plan 2013-2043 that identified that there was approximately 426 hectares of urban release area. At a density pattern of 8 dwellings per hectare this equates to an additional 3,500 dwellings. From this, current greenfield areas can accommodate 10 years supply of housing at the projected growth rate and 5 years supply at the aspirational growth rate of 2%.

Whilst the majority of housing will be provided within urban release areas, infill development through redevelopment and intensification (as proposed by the planning proposal) will also play a vital role in utilising existing services to accommodate the growing population of the city. It will also contribute to the mix of housing types available in the city.

A supply-demand analysis was undertaken under as part of the planning proposal lodged under LEP18/0004 to ascertain that the creation of additional lots were warranted under current land development conditions. Available data indicated that progressing the planning proposal will meet a justifiable need for this type of land development and help balance the current land supply.

2. Land use strategies underway and interim arrangements

Council is currently in the process of reviewing and developing new land use strategies for the city. One of the key priorities is to consider the location of future growth areas and to identify existing urban areas in the city that may be intensified through further subdivision. Noting that it will take some time to complete the above strategic work, landowners may as an interim arrangement lodge planning proposals to increase the development opportunities for their properties prior to the finalisation of the strategic work. Planning proposals will be considered on merit and the onus is on the proponents to provide Council with the necessary information to undertake assessments to determine if there is sufficient justification for a planning proposal to proceed prior to the completion of the above strategic work.

3. Consistency with strategic directions

Even though the planning proposal is not supported by a local housing strategy endorsed by the Department of Planning and Environment, the Wagga Wagga Spatial Plan 2013/2043 which is endorsed by the Department of Planning and Environment identifies several approaches to addressing land demand for urban purposes in the city, and encourages additional housing opportunities within existing urban areas where existing services and amenities are already provided.

This area is identified by the Spatial Plan as an area where a reduction of minimum lot sizes can be considered. The proposal is based on site opportunities to optimize the use of available land that is currently serviced by public infrastructure and accessible to existing local community facilities and therefore considered consistent with the provisions of the Spatial Plan.

The proposal is also consistent with the recommendations of the Riverina Murray Regional Plan 2036, the draft Activation Strategy, Section 9.1 Ministerial Directions as well as all relevant State Environmental Planning Policies.

4. Lot size methodology and future subdivision pattern

Isolated amendments to the LEP (“spot rezonings”) are generally not supported and land owners are encouraged to work together and submit joint planning proposals for precincts instead of individual properties.

The planning proposals submitted under LEP18/0004 and LEP18/0009 present different approaches to lot sizes. LEP18/0004 proposes to reduce the minimum lot size to 52 and 56 Gregadoo Road from 2ha to 3000sqm and LEP18/0009 proposes to reduce the minimum lot size requirement for a number lots to the south of Gregadoo Road from 2ha to 1500sqm, 3500sqm and 5500sqm.

The precinct approach presented by LEP18/0009 is generally supported. The precinct boundary was chosen as a natural progression of development to the north and west and due the fact that it is void of environmental land constraints (in particular overland flow flooding) to the east. The southern precinct boundary was chosen due to the Lake Albert suburb boundary and adjoining RU1 Primary Production zoned land.

Lots to the north of the precinct (north of Gregadoo Road) vary between approximately 1500sqm and 4300sqm with the majority of lots close to 4000sqm in size. There are smaller lots of 4000sqm already in the precinct. In consideration of the above, it is recommended that a minimum lot size of 4000sqm be applied to the entire precinct. This will ensure that future subdivision will be reflective of the existing rural residential character expected in this locality.

The proposed 4000sqm lot size will also maximise the development opportunities available across the precinct in consideration of the capacity of existing sewer infrastructure.

An approval of the draft planning proposal will create the opportunity for land owners in the precinct to subdivide their land if they choose to do so. An approval of the proposal will not force those land owners who are not interested in subdivision to subdivide their land.

Prior to the implementation of the proposed new lot size, a plan must be developed to illustrate a high level road network scenario for the precinct, access arrangements, servicing provision and how any future subdivision will occur through staging. The plan will also ensure that land use conflicts with RU1 Primary Production zone land are minimised.

5. Consistency with zoning objectives

The majority of the precinct is located in the R5 Large Lot Residential Zone. The objectives of the R5 Zone are as follows:

· To provide residential housing in a rural setting while preserving, and minimising impacts on, environmentally sensitive locations and scenic quality.

· To ensure that large residential lots do not hinder the proper and orderly development of urban areas in the future.

· To ensure that development in the area does not unreasonably increase the demand for public services or public facilities.

· To minimise conflict between land uses within this zone and land uses within adjoining zones.

· To ensure that the clearing of native vegetation is avoided or minimised as far as is practicable.

The planning proposal will provide residential housing in a rural setting consistent with the above objectives. A minimum lot size of 4000sqm will also ensure that that future subdivision in the precinct does not unreasonably increase the demand on infrastructure and services in the locality.

Three lots in the south-eastern side of the precinct (11, 13 and 15 Tallowood Crescent) are located in the RU1 Primary Production Zone. The planning proposal seeks to rezone 11, 13 and 15 Tallowood Crescent from RU1 Primary Production Zone to R5 Large Lot Residential Zone consistent with the zoning of the rest of the precinct. The land is not identified as prime agricultural land and is unlikely to be used for prime agriculture in future.

The rezoning of the land to R5 Large Residential Zone with a minimum lot size requirement of 4000sqm is therefore considered appropriate for the locality and will ensure that conflict between the urban and rural land uses are minimised.

6. Natural hazards

The precinct is generally void of overland flow, however there are some small areas along the eastern boundary of the precinct and north along Gregadoo Road that are mapped as being impacted by overland flow. The section along Gregadoo Road has a maximum depth of just under 800mm. The remainder of the affected areas are less than 250mm deep. Accordingly, the off-site flood level impact is viewed as relatively minor. Further consideration of the overland flow impact would occur at the development application stage and could include design measures to lessen the flood impact if required. Building envelopes of finished floor levels could solve issues around land development and can be addressed as part of any future development application. A stormwater management plan would be required as part of any future development application for subdivision.

7. Infrastructure

One of the key issues to consider with LEP amendments is the ramifications of any proposal on existing infrastructure and the ability of existing networks to cope with increased demands.

The site has access to existing services and infrastructure including roads, reticulated water and waste collection services.

Sewer: The planning proposal aims to optimise the use and capacity of existing sewer infrastructure in the locality. Existing sewer capacity can accommodate 130 additional lots in the precinct.

Stormwater: There is limited stormwater infrastructure in the precinct. Runoff is overland flow into roadside table drains with limited capacity. A Stormwater Report and Management Strategy will be required as part of the future development application to address how additional flow would be safely controlled taking into account overland flow flooding.

The Stormwater Management Plan shall indicate an appropriate discharge point that will not adversely affect the surrounding properties. It is noted that current infrastructure may not be able to handle the additional stormwater generated from the development and an upgrade to existing infrastructure should be investigated at critical locations within the Stormwater Strategy. Investigation other than rural swale drains should be part of the proposal and at a minimum low flow trickle stormwater pipes if swale drains are the only form of drainage. This could be addressed at the development application stage.

Roads: A traffic assessment must be developed and should highlight potential recommendations around road and intersection improvements. It is recommended that Tallowood Crescent be extended to join up with Gregadoo Road to the west. No additional road connections (other than the second Tallowood Road intersection) onto Gregadoo Road will be supported.

Water: Local water supply is provided by Riverina Water County Council Water (RWCC) whereby supply can be made available to the subject land in accordance with Council and the RWCC Guidelines. Any upgrades or extensions required to existing water main would be investigated at the time of detailed design of future development.

Other infrastructure networks and services, including electricity, gas, public transport, waste management/recycling, health, education, emergency, mail and other community services are established in the local area and accessible to the subject site.

Conclusion

The planning proposal has been considered in respect to the benefits to the community and the matters discussed in this report are all reflections of the public interest and community expectations through strategic direction and policy guiding documents. Taking into account the full range of matters that have been considered as part of this assessment (including the submissions received as part of preliminary consultation), it is considered that the revised proposal is reasonable and in the public’s interest.

The revised proposal is supported for the following reasons:

1. The proposal to rezone the land and to reduce the minimum lot size requirement is based on site opportunities to optimize use of the land that is currently serviced by public infrastructure and accessible to existing local community facilities. It will contribute to the housing mix already available in the city and address the housing need consistent with population growth expectations.

2. It complies with the provisions of the endorsed strategic documents, including Riverina Murray Regional Plan 2036 and the Wagga Wagga Spatial Plan 2013 -2043. Where inconsistencies exist, it has been justified.

3. It meets all relevant Section 9.1 Ministerial Directions

4. Addresses all applicable State Environmental Planning Policies.

Prior to the implementation of the proposed new lot size, a Master Plan must be developed to illustrate a high level road network scenario for the precinct, access arrangements, servicing provision and how any future subdivision will occur through staging. The plan must be informed by the following:

- A stormwater management plan that must be developed for the precinct. Investigation other than rural swale drains should be investigated.

- A traffic assessment is required to be developed and should highlight potential recommendations around any treatment that may be required as a result of the road intersection off Gregadoo Road. Tallowood Crescent must be extended to join up with Gregadoo Road to the west.

- Investigate the implementation of a buffer zones next to RU1 Primary Production Zoned land.

Financial Implications

The applications have been submitted with the applicable LEP Amendment fee of $15,000 (LEP18/0009) and $7,500 (LEP18/0004). The proponents have paid these fees.

Policy and Legislation

Environmental Planning and Assessment Act 1979

Wagga Wagga Local Environmental Plan 2010

Link to Strategic Plan

The Environment

Objective: We plan for the growth of the city

Outcome: We have housing that suits our needs

Risk Management Issues for Council

An approval of the proposal may be subject to public scrutiny during the public consultation process and may put additional pressure on Council to consider the reduction of lot size requirements.

Refusal of the application may result in an appeal process. The applicants have the ability to appeal Council’s decision by submitting the planning proposals to the Department of Planning and Environment through a pre-Gateway review process. The reasons for refusal will have to be justified and withstand scrutiny and cross-examination.

Internal / External Consultation

A Councillor workshop was held on 1 July 2019.

Internal A cross-directorate internal referral occurred. The proposal is supported in principle.

External Preliminary consultation was undertaken during September and October 2018 with land owners and people living in the area to ascertain if there is support for the planning proposal to proceed. The comments received were considered as part of the assessment and resulted in the amended planning proposal.

A summary of the comments received with Council’s response is provided in the attached assessment report.

Formal public consultation with adjoining land owners, the general public and referral agencies will occur after the Gateway Determination.

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

Attachments

1 ⇨.	LEP18-0004 and LEP18-0009 Council Assessment - Provided under separate cover
2 ⇨.	LEP18-0004 and LEP18-0009 Addendum to Planning Proposal - Provided under separate cover
3 ⇨.	LEP18-0004 Planning Proposal lodged by applicant - Provided under separate cover
4 ⇨.	LEP18-0009 Planning Proposal lodged by applicant - Provided under separate cover
5 .	List of Land Owners This matter is considered to be confidential under Section 10A(2) of the Local Government Act 1993, as it deals with: personnel matters concerning particular individuals. - Provided under separate cover

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019. RP-2

RP-2 REQUESTED SUPPORT FOR WAGGA TIGERS AUSTRALIAN RULES FOOTBALL AND NETBALL CLUB'S APPLICATION TO OBTAIN A REGISTERED CLUB LICENCE

Author: Peter Cook

Director: Natalie Te Pohe

Summary:

Council has received a request from the Wagga Tigers Australian Football and Netball Club to support their application to change their liquor licence from a limited licence for multiple (multi) functions to a Registered Clubs Licence.

Recommendation

That Council:

a support the application for the Wagga Tigers Australian Rules Football and Netball Club to obtain a Registered Club Licence

b note that this support is for the leased clubhouse area only

c support temporary extensions to the licenced area to include the entire Robertson Oval area for club home games or other events where the Wagga Tigers Australian Football and Netball Club have the rights to sell liquor

d support is subject to the Wagga Tigers Australian Football and Netball Club agreeing to a variation of their existing lease which expires 31 March 2020, to include a clause that prohibits use of the clubhouse for a function when the Robertson Oval is being used by another user or event organiser without the written approval of the General Manager or their delegate

Report

Council has received a request from the Wagga Tigers Australian Football and Netball Club (WTAFNC) to support their application to change their liquor licence from a limited licence for multiple (multi) functions to a Registered Club Licence.

This change would authorise the Club to sell liquor to a member of their Club (or a guest of a member of their Club) for consumption on or away from the licenced premise similar to other licenced clubs in Wagga Wagga. This differs from their current licence where they can only currently sell liquor at a Club function after nominating the function dates with licencing authorities. The Club is not seeking approval to operate gaming machines.

The motivation for altering their licence is for the Club to be better able to meet the commitments of the members when they are requesting a function venue. Currently the Club is restricted to the number of functions that can be held annually, being 52, however the change request is more associated with the function currently having to be directly related to the operations of the football or netball club. As an example, the limited licence does not allow the Club to hire the venue for a wedding, and therefore affects the ability of the Club to raise funds.

During internal discussions, Council officers identified two further areas for investigation and consideration. They were:

Area of Licence

Currently under the limited licence the WTAFNC is permitted to sell liquor anywhere within the Robertson Oval Precinct at one of their nominated functions which is predominately when playing a home game.

Temporary Liquor Licences for other Events

Currently if another club or user has the rights to sell liquor, they can apply for a temporary liquor licence. If the WTAFNC does not have the rights to sell liquor, they do not nominate this as one of their licence dates allowing the temporary licence to be processed. However, if a Registered Club Licence is issued this will result in the WTAFNC having a permanent licence on site which could impact the approval of future temporary licences.

Outcome

In order to address these concerns staff met with Sgt Nigel Turney from the NSW Police. These matters were then clarified in discussions between Sgt Turney and the Office of Liquor and Gaming.

The outcomes of these discussions were as follows:

· If the Registered Club Licence is restricted to the leased clubhouse premises, then a temporary liquor licence could be issued for the remainder of the oval.

· In recognition of the logistical issues this would create during home games the WTAFNC could apply for a temporary extension of licence to the entire oval during homes games and other events where they have the rights to sell liquor.

· In the scenario where there was a temporary licence issued to the oval and WTAFNC had a separate club function within the clubhouse, a management plan would be produced to ensure that any patron refused service and asked to leave the clubhouse would also be removed from the temporary licenced area.

To avoid confusion and potential clashes of events, Council officers propose that a variation be made to the existing lease of the WTAFNC which expires 31 March 2020. This variation would include a clause that prohibits the use of the clubhouse for a function when Robertson Oval is being used by another user or event organiser without the written approval of Council’s General Manager or their delegate.

This would be undertaken in accordance with the current delegation number 5.06 which states the following: Determine the use of parks, playing and sports areas by organisations or individuals, in accordance with Council's policies and approve or refuse sportsground bookings in accordance with the Council's adopted policies on Sportsground allocation.

If a function is booked with the WTAFNC prior to another event being scheduled for Robertson Oval, then Council staff would negotiate an outcome with the Club.

Financial Implications

N/A

Policy and Legislation

Recreation, Open Space and Community Strategy 2040

Link to Strategic Plan

Community Place and Identity

Objective: We are proud of where we live and our identity

Outcome: We are the city of good sports

Risk Management Issues for Council

N/A

Internal / External Consultation

Staff have consulted with the Wagga Tigers Australian Football and Netball Club and a licencing officer from NSW Police.

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

RP-4

RP-4 Gregadoo Waste Management Centre - Fire Fighting and Dust Suppression Vehicle

Author: Darryl Woods

Director: Caroline Angel

Summary:

Gregadoo Waste Management Centre (GWMC) requires a fire fighting vehicle. The vehicle must also be able to be used for dust suppression on roads and wetting down activities.

Recommendation

That Council:

a in accordance with Section 55 of the Local Government Act, request tenders for the fabrication and supply of a multi capability fire fighting vehicle

b provide for the acceptance of a suitable tender to be funded from the Solid Waste Reserve

c approve the budget variations as listed in the financial implications section of this report

Report

GWMC has traditionally used road works configured water trucks as firefighting units as well as performing wetting down and dust suppression activities. The configuration of using a water truck to fight fires has been suboptimal in many of the fires experienced at GWMC. The water truck has been unable to access the fire sites and has to be towed into position by GWMC all-terrain equipment, has poor water capacity delivery and the configuration of the pumping system requires operators to fight the fires external to the truck with hoses. This fire fighting vehicle will replace an existing small water cart with limited capability in terms of capacity (6,000lt) with a manual fire hose reel.

The current water truck/fire truck is single steer / single drive configuration which is of limited use on the uneven ground and waste batters at the landfill. The proposed new truck will be dual steer and bogie drive with diff locks to provide safer and more stable access to most areas of the landfill in all conditions. This style of vehicle is currently in use by regional councils on landfills.

The current water truck/fire truck requires the driver to leave the cabin of the truck to start the pump and manipulate the valves to apply water. The proposed new truck will have remote control from the cabin for the pump motor and solenoid valves to control the water delivery at required locations.

The current water truck requires the hose attendant to manually traverse the waste and any foreign objects within the waste with the hose at full pressure in order to approach the base of any fire. The Gregadoo Fire Emergency Procedure instructs all staff to remain upwind of any fires while putting the fire out to avoid being in contaminated air with unknown compounds. This can be difficult when there are variable wind conditions and directions. The cabin design shall protect the cabin occupants from potential hazards (carbon and HEPA filters). The proposed new unit is best practice and will be specified with HEPA cabin filters. The proposed new vehicle places the operator of the fire fighting vehicle in a sealed cabin with remote control of the pump and the cannon during fire extinguishing operations. A manual use hose reel is provided in addition for use if required.

Depending on the fire type, GWMC management regularly engages the services of contractors that have a vehicle with a water cannon capability, as being able to direct a high volume water jet onto the fire from the cabin of the truck is more effective than using an attached hose to a water truck built for road works.

This report recommends that Council approve the release of tenders for the supply of a fire fighting vehicle to meet the needs of GWMC, with the primary configuration of the vehicle setup for firefighting, with the ability to still perform dust suppression and wetting down activities. The unit will be added to the fleet at GWMC with the capacity of up to 12,000lt of water and capable of delivering water through:

· a remote (top of cabin) high level-controlled cannon; and,

· manually operated fire hose; and,

· deliver water at low level to road surfaces for dust suppression and wetting down.

In a major fire emergency the proposed new truck will have camlock fittings matching those of a Fire Service NSW pumping unit and will be able to act as a water delivery vehicle to such a unit if required.

Attachment A includes a summary of fires at GWMC since 2017 to support the recommendation from management to purchase a fire truck for GWMC.

Financial Implications

This fire fighting vehicle will replace an existing small water cart with limited capability in terms of capacity (6,000lt) with a manual fire hose reel only, and limited protection for the cabin occupants.

Initial funding for this purchase (estimated to be $400K) will be funded from the Solid Waste Reserve. Future replacement of this purpose-built vehicle will be from the Plant Replacement Reserve. The calculated monthly usage rate will be charged to the Solid Waste Reserve.

Policy and Legislation

Council’s POL 110 Procurement and Disposal Policy is relevant and will be applied, along with section 55 of the Local Government Act 1993

.Link to Strategic Plan

The Environment

Objective: We create a sustainable environment for future generations

Outcome: We are proactive with our waste management

Risk Management Issues for Council

To address the risk management issues related to compliance and probity, the Request for Quotation and evaluation processes for this supply will be performed in accordance with Council policies and procedures and legislative requirements.

The risk of not replacing the existing fire fighting vehicle is Council’s inability to achieve rapid fire protection at GWMC 24/7, Councils inability to provide best practice protection for GWMC staff involved in fire and dust control activities, Councils inability to meet requirements under its EPL for dust suppression along with the increased costs associated with the maintenance of old machinery that is inefficient and exceeds its useful life.

Internal / External Consultation

Internal consultation has taken place with officers from Procurement Services, Fleet Services and Commercial Divisions including GWMC staff.

Attachments

1 ⇩.

Gregadoo Waste Management Centre - Fire Events 2017

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

RP-5

RP-5 Draft Health and Knowledge Precinct Master Plan

Author: Tristan Kell

Director: Natalie Te Pohe

Summary:

Council partnered with Department of Planning and Environment in 2018 to develop a Master Plan within the Health Precinct.

This is a key action within the Riverina Murray 2036 Regional Plan; Premier’s 20-Year Economic Vision for Regional NSW; and the Wagga Wagga Integrated Transport and Implementation Plan 2040.

During this process Council has developed a working group, which incorporates key stakeholders within the precinct. This group has the potential to provide strategic direction and governance oversight of the Precinct to leverage the most from investment and attraction to the Health Precinct.

This report is requesting approval to place the draft plan on public exhibition to allow community and stakeholder consultation and feedback.

Recommendation

That Council:

a receives the draft Health and Knowledge Precinct Master Plan

b places the draft Health and Knowledge Precinct Master Plan on public exhibition for a period from 9 July 2019 to 9 September 2019

i invite public submissions on the draft document

ii provide targeted workshops

iii undertake community information sessions

c receive a further report following the public exhibition period:

i addressing any submission made in respect of the proposed Health and Knowledge Precinct Master Plan

ii proposing adoption of the draft Health and Knowledge Precinct Master Plan unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period

d explore developing a Committee for the Health and Knowledge Precinct in accordance with the parameters articulated in this report

e write to the Minister for Planning and Public Spaces, the Hon. Robert Stokes, thanking him and his staff for the partnership and encourage further collaboration for strategic partnerships

Report

Health and Education are the most significant contributors to the regional economy and provide a foundation for the city’s prosperity moving forward. More people will be working in health-related areas than any other area in Wagga Wagga by 2040.

The benefits of integrating education and research within a cluster precinct will ensure that people receive the latest and best possible care, creating a culture of innovation, discovery and achievement and enables the region to attract the best available clinicians.

This Precinct Master Plan will guide its transformation to ensure that it is an attractive area with high amenity, supports economic activity and is highly functional. Significant investment needs to be guided by high quality structure planning to ensure the aforementioned can be achieved.

The commitment to the Precinct is already noticeable with the recent investment from the NSW Government in the Wagga Wagga Base Hospital upgrade; the largest private hospital in regional NSW with expansion plans; and commitment from University of NSW and Notre Dame to embed themselves within the Precinct.

Working in partnership with the Department of Planning, Council initiated a project to prepare a Master Plan for the Health and Knowledge Precinct centred on the Wagga Wagga Base Hospital and the Calvary Riverina Hospital, with a view to leverage the significant current investment in the Wagga Wagga Base Hospital.

In order to develop the Precinct Master Plan, Council has prepared the communications materials, undertaken stakeholder consultation, analysed data, developed master planning options for the proposed Health and Knowledge Precinct and then selection of a preferred master planning option which formed the basis of a more detailed and layer precinct Master Plan. Key stakeholders and the working group have been involved in the development of the draft Master Plan from its inception.

The intention of the Precinct Master Plan is to:

- Define the Health Precinct around the public and private hospitals;

- Provide a strategic 20-25-year direction for the management of competing land uses and development pressures within the Health Precinct;

- Identify and facilitate suitable reuse of buildings for health and allied health practices;

- Maximise opportunities for complimentary activities including hospitality and accommodation;

- Attract world-class medical talent to the Riverina

- Serve as a model Health Precinct Master Plan that can be replicated in other health precincts in regional cities, including Albury and Griffith.

Implementation of the Plan and Development of Steering Committee

Successful Health Precincts such as Liverpool Health and Innovation Precinct, Nepean Health Precinct and Randwick Education and Health Precinct have established steering committees to support the implementation and improved collaboration across all sectors.

It is recommended that a steering committee is established to drive this project. Council does not have the expertise or data available to articulate the type of services available, development occurring, investment attraction and knowledge required to ensure this Precinct is best positioned to perform to its potential.

The Liverpool Health and Innovation Precinct has developed a framework for its Steering Committee, which incorporates a regular roundtable with executive level stakeholders to ensure that regular collaboration occurs, decisions are made and well‑being is improved.

It is recommended that the Committee consist of the following:

- Independent Chair

- Local Member to Federal Parliament

- Local Member to State Parliament

- Council Rep (General Manager or Mayor)

- Council Officer (Non-voting, Coordinator Role)

- Dean of Medicine UNSW

- Dean of Medicine Notre Dame

- Head of Campus TAFE

- Specialist Representative

- General Manager Wagga Base

- Executive Director Murrumbidgee Local Health District

- General Manager Private Hospital

- Department of Premier and Cabinet Regional Director

It should be noted that this group has collectively met in part during the consultation phase of developing the draft Master Plan and support the notion of regularly meeting.

Council Officers recommend that a Terms of Reference for this Committee be developed during the exhibition period of the Master Plan and brought back to Council to adopt with the final Master Plan.

Notice of Motion

It is noted that Councillor Funnell prepared a Notice of Motion on 25 September 2017. This report and Master Plan focus on the need to have a strategic approach to all development and activity within the Health Precinct.

a receive a report highlighting the affects and impacts upon Council's delivery of strategic plans by current decisions of NSW Health, Murrumbidgee Local Health District (MLHD) and State Government

b receive an update of exactly where service provision are at within the region, the demolition of the old hospital and what and when Stage Three will be undertaken

c investigate a process whereby MLHD include Council as part of their future (MLHD) planning service provisions

d investigate the opportunity to create a Council-Health Services Provision Advisory Committee

It is intended that the Committee will have the appropriate people to provide regular advice and updates to activity undertaken by NSW Health, Murrumbidgee Health District, other agencies and private sector within the Health Precinct.

The intention is for a strategic approach to leverage from investment to ensure continued growth in our region’s economy and ensure the wellbeing of the community is always at the forefront. For the city to grow to 100,000 a thriving Health Precinct is required to provide employment, education and innovation and high-quality care that services a large population across a broad area.

It should be noted that Councillors have received separate briefings in relation to the progress of Stage 3 of the Hospital Development.

Financial Implications

Department of Planning and Environment have paid for the services of the urban design consultant Hames Sharley to prepare the draft Precinct Master Plan.

Council contributed $23,210 for additional support during stakeholder engagement and 3D modelling to ensure the bulk and scale could be visualised within the Precinct Master Plan.

Policy and Legislation

N/A

Link to Strategic Plan

Growing Economy

Objective: We have a variety of education and training opportunities

Outcome: We have a vairty of education and training opportunities

Risk Management Issues for Council

Should Council not take a lead role in developing a high-quality structure plan and framework for implementation, it will be difficult to achieve the highest and best outcome within the health services provision for the city and broader region. There is a short period of time where government partnerships and investment to regional development is available and it is critical that the city has the evidence to support Wagga Wagga being identified as a Health and Knowledge Precinct.

A key risk is that development continues in an ad hoc basis with limited strategic value, collaboration does not occur, and our region does not receive the highest quality care available.

Internal / External Consultation

Extensive external stakeholder and internal consultation has occurred as documented within the report. It should be noted that the vision and principles were established through an enquiry by design, which incorporated attendance from Councillors, relevant stakeholders and community members. Enquiry by design is considered best practice from an engagement perspective and urban planning process.

Two Councillor workshops have occurred, and this document has been presented to the internal cross directorate place making committee.

During the exhibition period, to ensure that local residents and the broader community understand the potential implications of this plan, Council will undertake the following engagement activities:

· a direct letter mail out to property owners within and immediately surrounding the Precinct inviting them to provide feedback on the draft Health and Knowledge Precinct Master Plan;

· community briefings and drop in sessions,

· provide updates via social media and specific web pages

· provide updates and information through Council News (editorial and advertising)

· conduct stakeholder and Councillor workshops

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

Attachments

1 ⇨.

Draft Health and Knowledge Precinct Master Plan - Provided under separate cover

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

RP-6

RP-6 Applications for subsidy for waste disposal for charitable organisations

Author: Geoff Pym

Director: Caroline Angel

Summary:

This report has been prepared for applications submitted to Council by local charitable organisations, community groups and an individual seeking relief from fees for the disposal of waste at Council’s Gregadoo Waste Management Centre (GWMC) for the 2019/20 financial year, on the basis that they are providing a benefit to the community.

Recommendation

That Council endorse the annual waste disposal subsidies for the total amount of $3,900.00 for 2019/20 for the applicants as referred to in this report.

Report

Councils Financial Assistance Policy (POL 078) along with the Delivery Program and Operational Plan incorporate the specific program of Waiving of Gregadoo Waste Management Centre Fee and outlines the $10,300 budget allocation for 2019/20

As part of this program, individuals, registered not-for-profit, non-government registered charities or community groups located in the Wagga Wagga Local Government Area are able to apply for a waiver or subsidised disposal fees. There are two types of waivers or subsidised disposal fees that may be applied for:

1. An annual waiver or reduction to a maximum value of $1,000, or

2. A waiver or fee reduction for a single, specific project up to a maximum value of $250. This may be for advertised events such as Clean-Up Australia Day or the Adopt-A-Road Program.

An advertisement was placed in regional newspapers and on Council’s website during May and June 2019 inviting applications for subsidised waste disposal fees. Six applications were received by the advertised closing date of 8 June 2019.

The following table lists the applicants and the amount of the subsidy requested:

No.	Name of Applicant	Requested Subsidy $
1	Wagga Wagga Baptist Facilities Incorporated	$250.00
2	Sisters Housing Enterprises Inc	$1,000.00
3	Anglican Opportunity Shop	$1,000.00
4	St Vincent De Paul Society	$1,000.00
5	Best Friends Pet Rescue	$500.00
6	Peter Dolden	$150.00
	Total	$3,900.00

The five organisations/community groups and one individual that submitted applications for subsidised waste disposal fees are well known to Council for providing valuable charitable and social services that benefit the community of Wagga Wagga.

It is recommended to approve all six applications that were received and given that there are over 150 registered charities listed in the Wagga Wagga Local Government Area, it is proposed that the remaining budget amount of $6,400.00 be retained to fund any further applications for subsidised fees that may be received during the 2019/20 financial year.

Financial Implications

An allowance of $10,300 for subsidised waste disposal has been made in the Solid Waste budget for 2019/20, funded from the Solid Waste Reserve. The approval of the six applications recommended in this report totalling $3,900.00 will leave $6,400.00 for Council to consider any further applications received for the remainder of the financial year.

Policy and Legislation

Section 356 of the Local Government Act 1993

POL 078 Financial Assistance Policy

Link to Strategic Plan

The Environment

Objective: We create a sustainable environment for future generations

Outcome: We demonstrate sustainable practices

Risk Management Issues for Council

No risk management issues were identified in respect to the provision of subsidised waste disposal fees provided they are applied as per the Policy.

Internal / External Consultation

Internal consultation with the relevant sections within Council will be undertaken to ensure the operators of the landfill and finance staff are advised of the subsidy to ensure it is applied correctly and monitored appropriately.

The charitable organisations, community groups and individual will be advised of the resolution of Council regarding their application for subsidised disposal fees, how the subsidy will be applied and the conditions of entry into the landfill.

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

Involve

Collaborate

Report submitted to the Ordinary Meeting of Council on Monday 8 July 2019

M-1

Committee Minutes

M-1 Audit, Risk and Improvement Committee Meeting Minutes 9 May 2019

Author: Ingrid Hensley

General Manager: Peter Thompson

Summary:

The Audit, Risk and Improvement Committee is an advisory committee of Council. This Report seeks that Council endorse the recommendations made by the Committee at its May 2019 meeting. Those recommendations relate to the role of the Committee in providing independent assurance and assistance to Council on financial reporting, risk management, internal controls, governance, and internal and external audit and accountability responsibilities.

Recommendation

That Council endorses the recommendations contained in the minutes of the Audit, Risk and Improvement Committee Meeting held on 9 May 2019.

Report

Report from the Chairperson

The Audit, Risk and Improvement Committee meeting on 9 May commenced with a presentation from Imperium Markets on Council’s investment strategy. On the basis of the presentation, members formed the view that the Council’s investment portfolio is effectively managed and performing well.

Representatives of the NSW Auditor General’s Office briefed the meeting on plans for the external audit of Council’s financial reports and the meeting considered scope for internal and external audit to work together.

The meeting monitored progress on the implementation of improvement initiatives agreed by management as the result of previous internal and external audits and reports.

The proposed changes to policies on gifts and benefits and delegations were considered and recommended for adoptions by Council. Whilst there may no longer be a need for a separate policy on gifts and benefits given changes to mandatory standards issued by the Office of Local Government, members felt that a separate policy might make the requirements more accessible to councillors and staff.

The Manager of the Livestock Marketing Centre briefed the Committee on the operation of the Centre and the way in which risks and opportunities are identified and managed within this significant Council and regional asset.

This will be my last report as Chair of the Committee. At the first meeting of the reformatted Audit, Risk and Improvement Committee there was an agreement to rotate the position between the two candidates for the Chair. I have therefore stepped aside in favour of the Deputy Chairperson, Marg Nicholls, and look forward to making a continuing contribution from the floor of the Committee.

Especially given the quality and commitment of the other members of the Committee and of the councillors, General Managers and staff who have contributed to meetings, I consider it a real privilege to have been able to lead the Committee through two very productive and innovative years.

Bryce McNair

Independent Chairperson

Audit, Risk and Improvement Committee

Financial Implications

Council has granted certain authorities to the Audit, Risk and Improvement Committee within the scope of its role and responsibilities, as defined within its Charter. As an advisory committee to Council, the Audit, Risk and Improvement Committee has no authority to action items that may have a budget and/or resource implication outside of this authority unless Council resolves to adopt the recommendations.

The Reports to the Committee considered financial implications as applicable to those reports and a separate report relating to the Quarterly Budget Review was presented to the Committee. As part of the Capital Works Update the Committee requested that the General Manager to report on the plan for increasing capability to meet the demand of the Capital Works Program. Budgetary implications in relation to the resourcing of the internal audit and risk management functions were considered.

There are no other direct budgetary implications associated with the minutes of the 9 May 2019 Audit, Risk and Improvement Committee meeting.

Policy and Legislation

Audit, Risk and Improvement Committee Charter

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We are accountable and transparent

Risk Management Issues for Council

The Audit, Risk and Improvement Committee assists Council by monitoring its risk exposure and determining if management systems have appropriate risk management processes in place

Internal / External Consultation

N/A

Attachments

1 ⇩.

Audit, Risk and Improvement Committee Meeting Minutes 9 May 2019