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Agenda and
Business Paper

 


Ordinary Meeting of Council

 

 

 

To be held on
Monday 13 May 2024

at 6.00pm

 

 

 

Civic Centre cnr Baylis and Morrow Streets,
Wagga Wagga NSW 2650 (PO Box 20)
P 1300 292 442
P council@wagga.nsw.gov.au


wagga.nsw.gov.au


NOTICE OF MEETING

 

The proceedings of all Council meetings in open session, including all debate and addresses by the public, are recorded (audio visual) and livestreamed on Council’s website including for the purpose of facilitating community access to meetings and accuracy of the Minutes.

 

In addition to webcasting council meetings, audio recordings of confidential sessions of Ordinary Meetings of Council are also recorded, but do not form part of the webcast.

 

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WAGGA WAGGA CITY COUNCILLORS

 

STATEMENT OF ETHICAL OBLIGATIONS

Councillors are reminded of their Oath or Affirmation of Office made under Secion 233A of the Local Government Act 1993 and their obligation under Council’s Code of Conduct to disclose and appropriately manage Conflicts of Interest.

 

QUORUM

The quorum for a meeting of the Council is a majority of the Councillors of the Council who hold office for the time being who are eligible to vote at the meeting.

 

 


Reports submitted to the Ordinary Meeting of Council to be held on Monday 13 May 2024.

Ordinary Meeting of Council AGENDA AND BUSINESS PAPER

Monday 13 May 2024

ORDER OF BUSINESS:

CLAUSE               PRECIS                                                                                            PAGE

ACKNOWLEDGEMENT OF COUNTRY                                                                                   2

REFLECTION                                                                                                                         2

APOLOGIES                                                                                                                          2

Confirmation of Minutes

CM-1           ORDINARY COUNCIL MEETING - 29 APRIL 2024                                               2

DECLARATIONS OF INTEREST                                                                                            2

Motions Of Which Due Notice Has Been Given

NOM-1         NOTICE OF MOTION - COUNCIL OWNED HOUSING OPPORTUNITIES              3

Reports from Staff

RP-1            INTEGRATED PLANNING AND REPORTING (IP&R) - DRAFT DOCUMENTS FOR EXHIBITION                                                                                                        5

RP-2            SOUTHERN GROWTH AREA CONTEXT PAPER                                                11

RP-3            RIVERSIDE STAGE 3 BUSINESS CASE                                                              17

RP-4            PROVISION OF LAND TO NSW RURAL FIRE SERVICE FOR NEW BRIGADE SHED - PART 80 CONNORTON STREET, URANQUINTY - LOT 2 DP 590564                  28

RP-5            PROPOSED ASSIGNMENT OF SUBLEASE - LIGHT AIRCRAFT PRECINCT HANGAR 7, WAGGA WAGGA AIRPORT - UPDATE TO RESOLUTION 23/293                       31

RP-6            QUESTIONS WITH NOTICE                                                                                33    

Confidential Reports

CONF-1       RFT2023-14 CONCRETE WORKS, KERB & GUTTER REFRESH                         35

 


 

 

ACKNOWLEDGEMENT OF COUNTRY

Wagga Wagga City Council acknowledges the traditional custodians of the land, the Wiradjuri people, and pays respect to Elders past, present and future and extends our respect to all First Nations Peoples in Wagga Wagga.

We recognise and respect their cultural heritage, beliefs and continuing connection with the land and rivers. We also recognise the resilience, strength and pride of the Wiradjuri and First Nations communities

 

 

REFLECTION

Councillors, let us in silence reflect upon our responsibilities to the community which we represent, and to all future generations and faithfully, and impartially, carry out the functions, powers, authorities and discretions vested in us, to the best of our skill and judgement.

 

 

APOLOGIES

 

 

Confirmation of Minutes

CM-1              ORDINARY COUNCIL MEETING - 29 APRIL 2024       

Recommendation

That the Minutes of the proceedings of the Ordinary Council Meeting held on 29 April 2024 be confirmed as a true and accurate record.

 

 

 

Attachments

 

1.

Minutes - Ordinary Council Meeting - 29 April 2024

36

 

 

DECLARATIONS OF INTEREST


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

NOM-1

 

Motions Of Which Due Notice Has Been Given

NOM-1           NOTICE OF MOTION - COUNCIL OWNED HOUSING OPPORTUNITIES

Author:          Councillors Amelia Parkins and Jenny McKinnon

 

Summary:

Notice of Motion seeking a report into possibilities for Council to use some of its existing assets to provide housing.

 

 

Recommendation

That Council staff provide a report outlining potential programs and options to address housing availability and affordability, including (but not limited to):

a       a review of assets in Council’s ownership or management that staff have identified may be suitable for housing development;

b       identifying short term opportunities for partnerships with entities such as government, developers and/or private owners to assist in addressing the housing affordability crisis;

c        identifying longer term opportunities to assist housing providers in approaches that lead to increased supply of affordable housing

d       consideration of how Council can broker relationships between housing service providers and the real estate, building and construction sectors to identify alternate options to reduce rental stress, and housing gaps and to increase affordability and availability of housing

Report

There is a critical shortage of housing in the Wagga Wagga LGA, with rental vacancies currently running at less than 1% and rentals becoming less affordable. Services that provide emergency and support accommodation are at capacity. Women and men sometimes do not leave family and domestic violence situations because there are no safe housing options. In other instances, women and children who flee domestic violence are in the unfortunate position, once emergency accommodation options have expired, of having to choose between homelessness and returning to violent homes due to lack of housing options.

 

This NoM aims to identify opportunities for Council to increase the supply of social and affordable (community housing). It is understood that other agencies, both not for profit and government entities, already provide a vast range of services including housing. This report is not aimed at replacing or competing with any existing service providers. Discussions with the relevant providers have identified a large gap in the supply of appropriate housing and this NoM is seeking options for any avenues for Council to assist in meeting this shortfall.

 

Although the Local Housing Strategy will identify gaps in the supply of housing and consider things such as affordable living we find ourselves in an emergency situation where Council needs to focus on assisting agencies/providers in approaches that address community housing as a priority. The work done as part of this NoM should run in parallel with the work on the Housing Strategy but we do not have the luxury of waiting for one to be complete before embarking on the next.

We are facing a housing crisis and our most vulnerable are being left behind. Council is in a unique position where it has positive working relationships with a variety of industry groups. Now is an opportunity to think outside the box and bring together key stakeholders from across our community to work through options for how we can help meet the demand for community housing.

 

Financial Implications

N/A

Policy and Legislation

Code of Meeting Practice 2022

Code of Conduct 2022

 

Link to Strategic Plan

Community leadership and collaboration

Objective: Wagga Wagga has strong community leadership and a shared vision for the future

Our leaders represent our community

 

Risk Management Issues for Council

N/A

Internal / External Consultation

N/A

 

 

 

 


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

RP-1

 

Reports from Staff

RP-1               INTEGRATED PLANNING AND REPORTING (IP&R) - DRAFT DOCUMENTS FOR EXHIBITION

Author:          Scott Gray 

         

Summary:

Attached for public exhibition are the draft Operational Plan 2024/25, draft Fees and Charges 2024/25 and draft Long Term Financial Plan 2024/25.

 

 

Recommendation

That Council:

a       place the following documents on public exhibition for 28 days commencing 14 May 2024 and concluding on 10 June 2024:

i         draft Operational Plan 2024/25

ii        draft Fees and Charges for the financial year 2024/25

iii       draft Long Term Financial Plan 2024/25

b       receive a further report after the public exhibition period:

i         addressing any submissions made in respect of the draft documents

ii        proposing adoption of the draft documents

 

 

Report

Integrated Planning and Reporting Framework

 

The Integrated Planning and Reporting (IP&R) framework helps Council discuss funding priorities and service levels with our community, including how these shape our local identity and how we can work together to create a more sustainable future.

 

Under NSW Government legislation, councils must prepare a number of plans detailing how they intend to deliver works and services in the short and long term. These plans are based on the community’s priorities and present a balanced approach to planning that considers how our resources can be used to deliver community outcomes.

 

The 2024/25 Integrated Planning and Reporting Resourcing Strategies and Plans have been formulated together with consideration of the revised Wagga View Community Strategic Plan 2040 (CSP) previously adopted by Council.

 

A key focus of the attached draft documents is for Council to deliver on the Community Strategic Plan 2040 vision; “In 2040 Wagga will be a thriving, innovative, connected and inclusive community on the Murrumbidgee. Rich in opportunity, choice, learning and environment. Wagga is a place where paths cross and people meet”, which is underpinned by the following strategic directions (themes):

 

·  Community leadership and collaboration;

·  Safe and healthy community;

·  Growing economy;

·  Community place and identity; and

·  The environment.

 

The CSP identifies the objectives that the community wants to head towards over the next ten+ years and also sets out the strategies on how to get there. The CSP sits at the highest level of Council’s planning hierarchy and guides all other Council strategies and plans.

 

Image 1 – Integrated Planning & Reporting (IP&R) Framework

 

Diagram

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1.   Operational Plan 2024/25

 

The Operational Plan (Attachment 1) outlines the actions (services, programs and projects) that Council will undertake each financial year that contribute to achieving the commitments of the Delivery Program and CSP. It identifies the annual budget required to deliver the actions and the responsible service area within Council who will oversee and report on the actions.

 

2.   Long Term Financial Plan

 

The Long Term Financial Plan (LTFP) (Attachment 2) is an essential element of the resourcing strategy which details how the strategic aspirations of Council outlined in the CSP can be achieved in terms of time, money, assets and people.

 

Council’s LTFP is a ten-year financial planning document with an emphasis on long-term financial sustainability. Financial sustainability is one of the key issues facing local government due to several contributing factors including growing demands for community services and facilities and their ongoing operational costs, constrained revenue growth and ageing infrastructure.


 

The LTFP is formulated using a number of estimates and assumptions, to project the future revenue and expenditure required of Council to deliver those services, projects and programs expected by the community for the next ten years. In doing so, it addresses the issues that impact on Council’s ability to fund its services and capital works whilst remaining financially sustainable.

 

As part of the LTFP review process, a financial scenario has been included to address the ongoing infrastructure maintenance and renewal shortfall as identified in Council’s Asset Management Systems across all asset categories, with part-funding to be investigated from a proposed future Special Rate Variation.

 

Capital Projects

 

Capital works projects and programs account for over $81 million of the planned activities for the 2024/25 financial year. There are three different categories of capital works; Confirmed ($21.4M), Recurrent ($23.7M) and Pending ($35.9M).

 

Confirmed Capital projects refer to the new one-off projects Council will undertake during the year. Recurrent capital projects refer to the expenditure allocated on an annual basis for capital works programs. The Pending capital projects are those that are not delivery ready and so require a resolution of Council to proceed.

 

Below is just a sample of some of the more significant capital works projects over $1M (excluding roads) identified as “Confirmed” for the 2024/25 financial year:

 

One-Off Capital Projects

2024/25 Budget

GWMC – Construction of new Waste Cell

$2,119,281

GWMC – Cell Extension

$1,800,000

GWMC – Gas Capture Network Expansion & Gas Powered Evaporator

$1,769,728

GWMC – Construction of a new Monocell

$1,829,186

Jim Elphick Tennis Centre Upgrade

$4,052,946

Sewer – Telemetry Hardware Upgrades

$1,000,000

 

Roads Funding

 

The Capital Works Program within the LTFP includes budget amounts for one-off and recurrent Roads funding across the 10 years. For the 2024/25 financial year, there is a total allocation of $16.7M for roads, which includes one-off projects of ($5.4M) and recurrent programs of ($11.3M). The one-off roads projects and recurrent roads program budgets allocated for 2024/25 are shown below:

 

One-Off Roads Projects

2024/25 Budget

Glenfield Road Corridor Works

$71,950

Local Road Repair Program

$2,804,143

Pine Gully Road Corridor Works

$2,034,453

Red Hill Road Upgrade

$78,217

Regional Roads Repair Program

$350,000

 

Recurrent Roads Programs

2024/25 Budget

Gravel Resheets

$1,984,797

Heavy Patching Program

$1,085,858

Pavement Rehabilitation Program

$3,798,831

Regional Roads Supplementary Block Grant

$199,000

Reseal Program (Renewal)

$3,215,989

Urban Asphalt Program

$999,406

 

3.   Fees and Charges

 

In accordance with Section 608 of the Local Government Act 1993, a council may charge and recover an approved fee for any service it provides.

 

The services for which an approved fee may be charged include the following provided under the Local Government Act or any other Act or the regulations, by the council:

·    supplying a service, product or commodity

·    giving information

·    providing a service in connection with the exercise of the council’s regulatory functions-including receiving an application for approval, granting an approval, making an inspection and issuing a certificate

·    allowing admission to any building or enclosure.

 

Financial Implications

The proposed adoption of the suite of Integrated Planning and reporting documents will be reported to Council 24 June 2024 after all submissions have been reviewed and Council officer responses are provided to Council for overall adoption.  

Policy and Legislation

The documents have been created to meet Council’s Integrated Planning and Reporting requirements under the Local Government Act 1993 and Local Government Regulations 2021.

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We plan long term

 

Risk Management Issues for Council

A number of risk management issues were identified and have been actively managed.

 

A summary of these risks are as follows:

-        Lack of engagement from the community

-        Inability to meet everyone’s expectations

-        Inability to resource and deliver on plans

 

Internal / External Consultation

Internal consultation was undertaken with relevant departments to prepare the draft documents for exhibition. Councillor workshops/discussions were also held with the following in attendance:

 

30 October 2023 – Oasis Zero Base Budget Workshop

Present: Mayor Councillor D Tout, Councillor G Davies, Councillor R Foley, Councillor M Henderson, Councillor R Kendall, Councillor T Koschel, Councillor J McKinnon, Councillor A Parkins

 

28 November 2023 – LTFP Capital One-off Projects and consideration of new Operational Project Requests Budget Workshop

Present: Mayor Councillor D Tout, Councillor J McKinnon, Councillor G Davies, Councillor R Foley, Councillor M Henderson, Councillor T Koschel.

 

4 March 2024 – Councillor Budget Workshop

Present: Mayor Councillor D Tout, Councillor R Foley, Councillor M Henderson, Councillor R Kendall, Councillor T Koschel, Councillor J McKinnon, Councillor A Parkins

 

18 March 2024 – Councillor Budget Workshop

Present: Mayor Councillor D Tout, Councillor G Davies, Councillor R Foley, Councillor M Henderson, Councillor T Koschel, Councillor J McKinnon, Councillor A Parkins

 

The documents will be placed on public exhibition for a 28-day period commencing from 14 May 2024 and concluding on 10 June 2024. As part of the exhibition period a variety of communication methods will be used, to not only promote the public exhibition period but also promote the purpose of the documents.

 

 

Mail

Traditional Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news

Media release

Media opportunity

TV/radio advertising

One-on-one meeting(s)

Community meeting(s)

Stakeholder workshop(s)

Drop-in session(s)

Survey/feedback form(s)

Connect.Wagga

Email newsletter

Social media

Website

Inform

 

 

 

x

x

 

 

 

 

 

 

 

x

 

x

x

Consult

 

 

 

x

x

 

 

 

 

 

 

x

x

x

Involve

 

 

 

x

x

 

 

 

 

 

x

x

x

Collaborate

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

 

Attachments

 

1.

Draft Operational Plan 2024/25 - Provided under separate cover

 

2.

Draft Long Term Financial Plan 2024/25 - Provided under separate cover

 

3.

Draft Fees and Charges 2024/25 - Provided under separate cover

 

 

 


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

RP-2

 

RP-2               SOUTHERN GROWTH AREA CONTEXT PAPER

Author:         Lou Hawkins 

Executive:    John Sidgwick

         

 

Summary:

The purpose of this paper is to provide a Strategic Context Paper for the Southern Growth Area.

 

It responds to a request of the Department of Planning, Housing and Infrastructure (the Department), formerly the Department of Planning and Environment, and is in response to the Council resolution at the Ordinary Meeting of Council on 22 August 2022.

 

Council staff have undertaken high-level precinct planning and mapped the strategic support and pathways for consideration of planning proposals in the Southern Growth Area (SGA) called “The Southern Growth Area Strategic Context Paper”. This work seeks to build on the analysis outlined in the Council report on 456 and 474 Plumpton Road, Rowan provided at the Ordinary Council Meeting of 7 November 2022.

 

The paper specifically:

·    responds to recommendations g). and h). of the Council resolution of 22 August 2022, providing high level structure planning for the Southern Growth Area.

·    responds to the Department’s request that further strategic justification be undertaken, and additional analysis of factors of change be provided before consideration of any further planning proposals at Gateway.

 

 

Recommendation

That Council:

a        receive and note the Southern Growth Area Strategic Context Paper attached to this report

b        note that the Southern Growth Area Strategic Context Paper has been prepared to respond to part (g) of Council resolution 22/264 from the 22 August 2022 Ordinary Council Meeting

c        note that high-level structure planning for the remaining growth area (SGA) and infill corridors has been undertaken to coordinate development outcomes across both urban releases in Zone 1 of the SGA.

d       resolve to consider and assess planning proposals within Zone 1 of the SGA, where they meet the existing strategic merit identified in the Southern Growth Area Strategic Context Paper

 

Report

Previously, Council received and considered two planning proposal applications in the SGA. These were LEP21/0001 (Sunnyside) and LEP21/0006 (Rowan). Throughout 2021-2023 both applications were assessed by Council staff. At the Ordinary Council Meeting held on 22 August 2022, Council considered the Rowan proposal and made the following resolution:

That Council:

a)   provide in principle support for planning proposal LEP21/0006 to amend the Wagga Wagga Local Environmental Plan 2010 land zoning, minimum lot size and urban release area provisions

b)   prepare an addendum to the application to address statutory requirements and site-specific matters

c)   request the proponent prepare and submit a biodiversity development assessment report, which includes offsets and impacts on future public land

d)   prepare an amendment to the Wagga Wagga Development Control Plan that covers LEP21/0001 and LEP21/0006 to demonstrate high-level structure planning and incorporate site-specific controls

e)   continue preparations of a contribution framework to fund identified infrastructure upgrades for the Southern Growth Area

f)    require a further report to be prepared seeking endorsement to submit the planning proposal for Gateway Determination once the information identified in (b) above is received and items (c) and (d) are completed

g)  prepare a high-level structure plan for the remaining growth area and infill corridor to coordinate development outcomes across both urban releases

h)  not consider any planning proposals within this area until this structure planning is complete (emphasis added)

 

Council staff have undertaken significant analysis and strategic work to prepare high-level structure planning for the Southern Growth Area (SGA). The Indicative Southern Growth Area Zone Map (Figure 1) provides the overarching framework, consistent with existing strategic policy, for consideration of proponent led planning proposals that respond to the precinct scale needs of the SGA.

Figure 1 – Indicative Southern Growth Area Zone Map

 

The Sunnyside proposal was considered by Council at the ordinary meeting of Council on 7 November 2022 and lodged in the portal later the same month. The Sunnyside planning proposal was unsuccessful, and as a result of this, the Rowan proposal was put on hold.

 

Following the refusal of the Sunnyside proposal, Council met with senior members of the Department to identify a pathway to approval. Building on the reasons for refusal provided as part of the Gateway Determination, Council and the Department developed a four-step process to facilitate success of a subsequent planning proposal. This was:

1.   Establish a stronger planning rationale in the form of a strategic context paper to be considered and adopted by Council.

2.   Determine the infrastructure requirements for the broader precinct and understand the required sequencing and funding arrangements.

3.   Ensure that any subsequent planning proposal took a consolidated and combined approach between the two existing sites.

4.   Lodge a fresh planning proposal.

 

 

This work has been undertaken and is presented in the Southern Growth Area Policy Context Paper.

 

Financial Implications

There are no financial implications in adopting this Council report and proposed resolutions.  As noted earlier in this report, Council staff have undertaken the high-level precinct planning and mapped the strategic support and pathways for consideration of proponent led planning proposals in the Southern Growth Area (SGA) Zone 1 called “The Southern Growth Area Strategic Context Paper.”

 

If Council would prefer that all future planning proposals in the SGA be Council led amendments, then this will require a full project plan and appropriate funding and staff resourcing to realise, like the approach being undertaken in the Northern Growth Area. While this is not the recommended approach, if this is the preferred approach, a high-level project plan and estimated costings can be brought to Council at a subsequent time.

 

A subsequent assessment report considering the site specific and strategic merit of the actual combined planning proposal will be brought to Council at a later date (anticipated in June). This report will detail financial implications relating to infrastructure contributions; however, the Southern Growth Area Context Paper does not create any financial implications.

Policy and Legislation

Wagga Wagga Local Environmental Plan 2010

State Environmental Planning Policy

Environmental Planning and assessment Regulation

Local Government Act

Development Control Plan 2010

 

 

 

 

 

 

Link to Strategic Plan

The Environment

Objective: Future growth and development of Wagga Wagga is planned for in a sustainable manner

Provide for a diversity of housing that meets our needs

 

Risk Management Issues for Council

In making this resolution, Council will open the door for proponent led applications in the Southern Growth Area in Zone 1. Council staff are confident that the existing policy analysis and evidence base articulated in the Southern Growth Area Strategic Context Paper ensure that only strategic planning proposals that respond to the precinct scale, and appropriately provide for infrastructure development and sequencing can be supported by Council. As Zones 2-4 are not greenfield areas, but rather urban renewal/infill sites, precinct scale planning for these areas will need to consider a broader range of interests, including appropriate public consultation with existing landowners, before any planning proposals should be considered. This strategic work will need to be undertaken separately; however, high-level strategic identification and feasibility has been undertaken for these areas to ensure that planning proposals in Zone 1 do not prejudice subsequent infill development of Zones 2-4, with a preference for enabling infrastructure that may assist in unlocking Zones 2-4. 

 

Council staff will undertake further project planning and scoping work to determine the cost and resourcing required to undertake more complete precinct structure planning for Zones 2-4 of the SGA. As zones 2-4 will impact existing dwellings on Wagga Wagga’s urban fringe it will involve a full community engagement process. A strategic paper outlining this approach and project framework will be brought forward to council at the appropriate time. Until this work has been completed, and the strategic justification to support a rezoning has been developed, Council will not support the intensification of residential uses in zones 2-4.

 

Internal / External Consultation

The Southern Growth Area Strategic Context Paper analyses the existing planning policy, strategy, and statute, and does not propose new policy. It interpolates drivers of change (population and economics) within the existing policy framework. For this reason, the Southern Growth Area Strategic Context Paper has not been publicly exhibited. Any subsequent Planning Proposals considered will undergo the required public exhibition periods in accordance with the Local Environmental Plan Making Guideline.

 

 

Attachments

 

1.

Attachment 1 - Southern Growth Area Strategic Context Paper - Provided under separate cover

 

 

 


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

RP-3

 

RP-3               RIVERSIDE STAGE 3 BUSINESS CASE

Author:                        Fiona Hamilton 

General Manager:    Peter Thompson

         

 

Summary:

This report has been prepared for Council to consider the final copy of the business case prepared for Riverside Stage 3 which was funded as part of the Regional NSW – Business Case and Strategy Development fund.

 

 

 

Recommendation

That Council:

a       note and accept the outcomes of the stakeholder and community engagement program and the Riverside Stage 3 Business Case and supporting documentation

b       pursue future funding opportunities, for the continued planning of the project, as they arise

 

Report

 

In July 2023, the AEC Group Pty Ltd was engaged to develop a detailed business case for a major entertainment and conferencing centre incorporating a First Nation’s cultural centre. The business case was funded through the NSW Government’s Regional NSW – Business Case and Strategy Development Grant Fund.

 

The development of the business case has been informed through extensive stakeholder and community engagement. Key industry sectors were consulted as well as community groups, local governments, arts and cultural groups and First Nations organisations. The business case focuses on infrastructure justification, service needs, stakeholder engagement, facility specifics, and the financial and economic viability.

 

Three development scenarios are outlined in the business case, including the concurrent development of both facilities and the development of each as standalone projects. In line with this a separate business case, business plan and prospectus has been developed to support the Cultural Centre as a standalone project.

 

In addition to the community and stakeholder findings, the business case incorporates detailed concept designs, the site assessment, traffic, parking and pedestrian impacts, a review of environmental factors, the financial analysis and cost benefit modelling.

 

Community and Stakeholder Engagement

 

The development of the Business Case has been significantly enriched by extensive stakeholder and community engagement, across 92 industry and cultural stakeholders and 3292 community members.

 


 

The stakeholder engagement covered key industry sectors aligning with the Regional NSW 20 Year vision for regional NSW and also included:

 

·    Entertainment industry (including touring groups, agents and promoters)

·    Event management

·    Government organisations (e.g. economic development)

·    Community groups and Not for Profits (NFP)

·    Surrounding local governments (Councils)

·    Local arts and cultural groups (including First Nations groups)

·    Regional economic development representatives

·    First Nations organisations and representatives

·    Mawang Gaway Consultative Group - a Wagga Wagga based Aboriginal consultative group run by local Elders and community members provided Council with essential cultural advice and valuable community direction.

 

The stakeholder engagement informed both the need for, location and the design of the concepts presented in the business case.

 

Strong stakeholder support for the Entertainment/Convention and Cultural Centre is evidenced by the numerous letters of support received by notable representatives from the following organisations:

 

·    Business NSW – Riverina Murray

·    AgriFutures Australia

·    Catholic Education – Diocese of Wagga Wagga

·    TEG Pty Limited

·    Committee for Wagga

·    Wagga Wagga Business Chamber

·    Lockhart Shire Council

·    Australian Museum

·    Australian National University

 

In addition, community engagement was undertaken between 22 November and 22 December 2023 and open to residents and the general public. The purpose of the engagement was to gather input and feedback for the following:

 

·    The community’s level of support for a new regional scale entertainment, conference and convention centre partnered with a Wiradjuri Keeping Place and cultural education centre, as initially voiced through the Riverside Strategic Masterplan 2010

·    The community’s level of support for an expansion of the Civic Theatre that adds two new venue spaces to support more performances, theatre, live music concerts and workshops as initially voiced through the Wagga Wagga City Council Cultural Plan 2020-30

·    Community sentiment towards each project and general feedback

 

Engagement Outcomes

 

There was much interest in the concepts presented and community participation in the survey and visitors to pop-up locations was strong.

 


 

A total of 3292 participants were engaged through the consultation activities:

 

·    2892 visitors to the Have Your Say Wagga Wagga page.

·    400 visitors at 18 pop-up locations and 2 semi-permanent locations (Civic Theatre and Civic Centre Arcade).

·    Articles in Council News distributed to subscribers.

·    Over 340 students.

 

In total there were 1089 surveys and responses submitted during the engagement period:

 

·    994 online through Council’s Have Your Say survey.

·    91 survey contributions from a hard copy survey format.

·    5 written submissions – Catholic Education – Diocese of Wagga Wagga, Committee4Wagga, Coolamon Shire Council, Eastern Riverina Arts and Lockhart Shire Council.

 

Participants were asked to rank the two projects – Project A: Riverside and Project B: Civic Theatre. The level of support for both options was strong with 52% or 567 participants indicating support for Project B: Civic Theatre, 45% or 481 in support of Project A: Riverside and 3% or 36 participants not supporting either project.

 

Survey sentiment relating to project support reveals a strong desire among respondents for Wagga Wagga to evolve into a vibrant and diverse city, citing the lack of a suitable venue for conferences, exhibitions, and major events as a gap in current infrastructure. Many respondents believe the region is missing out on opportunities and events. They view proposed infrastructure investment as crucial for city growth, catering to diverse population needs, enhancing event access, and attracting and retaining residents.

 

Reasons for voting for Project A include:

 

·    community quality of life and growth through infrastructure investment,

·    economic growth by way of conferencing and flow on impacts,

·    improved access to and attraction of entertainment and live performance,

·    activation of business events and the tourism sector creating jobs and business development opportunities,

·    cultural awareness and First Nations recognition.

 

Reasons for voting for Project B (Civic Theatre augmentation) include:

 

·    greater community access to and attraction of cultural performance and live music – Wagga is missing out,

·    economic focus/opportunities particularly through support for local business,

·    upgrade of Civic Theatre – a larger theatre and enhanced facility is needed,

·    support for performance spaces for local artists,

·    support for the First Nations centre,

·    concern over cost/risk of Project A, direct opposition to Project A.

 

Carparking and traffic movement, the scale of the building and cost/viability were raised as concerns by those who did not support the Riverside concept. Given the preliminary nature of the design feasibility exercise, there is more work that would need to be done in subsequent stages to resolve particular issues and address community questions and concerns raised during the consultation process.

 

Further detail is provided in the attached RS3 Community Engagement Report.

 

Business Case Findings

 

Supply

 

The examination of local facilities and services revealed insights into consumer preferences, while also highlighting capacity limitations of existing facilities. It identified a gap in indoor venues with capacity that can accommodate over 1,000 and up to 5,000 standing attendees, not only locally but also across Southern New South Wales, where such large-capacity facilities are lacking.

 

There is also a large gap in the provision of First Nations cultural facilities to service the region’s growing community and visitor opportunities. In addition to this, Wagga Wagga does not have an official Keeping Place, and the historical tradition of preserving artefacts is upheld through the dedicated efforts of knowledgeable Elders and community members on a voluntary basis, which is not sustainable for the long term.

 

Demand

 

Benchmarking of facilities nationwide offered valuable insights, design aspects and offerings of these centres informed the development and assessment of options.

 

The demand benchmarking considered the following demand across four core drivers:

 

1.   The Meetings, Incentives, Conventions/ Conferences and Exhibitions (MICE) sector.

2.   The live performance industry (with a focus on large live performances including concerts).

3.   Cultural (First Nations) demand for facility uses.

4.   Community functions.

 

Based on the benchmarking analysis, three demand models were developed - including low, medium and high demand. The projections below highlight the medium demand scenario which was used for the financial and economic modelling.

 

Table 1: Summary of event demand by category

 

MICE Events

 

There is potential demand to host up to 60 event days per annum with 80% of these being meetings and conventions and the remaining 20% being exhibitions.

Live Performance

There is potential demand to host 5 events annually with 1,500 attendees for popular music concerts. Based on benchmark facilities, it could be reasonable to expect under the medium scenario two live performances every five years that attract 5,000 attendees.

Community Functions

Based on information obtained from other similar facilities, under the medium scenario it has been assumed that the Convention/Entertainment Centre can host 75 event days across different event sizes.

Cultural Centre

The Cultural Centre demand was determined through benchmarking with other comparable cultural centres in other.

regions. It was noted that the current Visitor Information Centre (VIC) is situated on the proposed site and attracted 27,612 visitors in 2023.

With co-location with the Entertainment/ Convention Centre likely boosting visitation to the Cultural Centre, the medium scenario is assumed to attract 11,000 visitors annually (10,000 and an additional 10% resulting from colocation of the facilities), or approximately 220 attendees per week.

 

Event demand forms the basis of the revenue projections for the centres. An indicative calendar of 140 event days was developed as having the potential to be hosted at the proposed Entertainment/Convention Centre, with the assumption that events are spread evenly throughout the year. This projection anticipates a total of 72,715 annual attendees, encompassing 10,000 attendees at the Cultural Centre.

 

Table 2: Event Categories and Event Days with Estimated Annual Attendees – Medium Demand

 

 

Business Case Options and Concepts

 

Identifying the preferred option for the project included the development of a long list of site options (including site concept designs), which were assessed against the project objectives to produce a short list of options. A more rigorous multi-criteria assessment (MCA) was applied to the short list of options to identify a preferred option.

 

The four shortlisted options assessed in the MCA were:

 

1.   Option One – Entertainment/Convention Centre and Cultural Centre combined under one roof (single building).

2.   Option Two – Two new separate buildings: Entertainment/Convention Centre and Cultural Centre (Staged approach to be considered).

3.   Option Three – Single new building for Entertainment/Convention Centre and the existing Playhouse building in the precinct to be redeveloped as the Cultural Centre. (Staged approach to be considered).

4.   Option Four - Development of Entertainment/Convention Centre and Cultural Centre constrained on the lots owned by Council, with other site improvements (such as roads etc.) able to be constructed only on the Crown land.

 

The preferred option was ‘Option Three – Single new building for Entertainment/Convention Centre and the existing Playhouse building’ proceeded to detailed concept design stage.

 

It may be that the Entertainment/Convention Centre and the Culture Centre are developed at different stages in the completion of the precinct. Therefore, in the assessment of the project, in particular the financial assessment, the following three development scenarios are presented:

 

·    Scenario One - Concurrent development of the Entertainment/Convention Centre and Cultural Centre

·    Scenario Two – Development of the Entertainment/Convention Centre only

·    Scenario Three – Development of the Cultural Centre only.

 

In addition to the development scenarios a sensitivity analysis was applied with different demand models (low, medium and high demand).

 

Business Case Financial Analysis

 

Financial Summary

 

The approach used in the financial analysis and the detailed results are outlined on pages 70-82 of the Business Case with a summary provided below.

 

Excluding broader external economic benefits realised through the project, the project is expected to result in annual operating deficits and negative cashflows, which is consistent with expectation from benchmarking with other convention/entertainment centres owned by local and state governments.

 

Both proposed facilities – the Entertainment/Convention Centre and the Cultural Centre - will require annual cash injections to sustain operations and to fund asset renewals as components of the facility reach the end of their useful life.

 

Project Profitability

 

The profitability of the project has been evaluated using Earnings Before Interest, Tax, Depreciation and Amortisation (EBITDA) as well as the Operating Surplus/Deficit or Net Profit Before Tax (NPBT).

 

The full development, being the Entertainment/Convention Centre and Cultural Centre, is expected to produce a negative EBITDA result throughout the assessment period. EBITDA, after excluding non-cash depreciation, amortization, taxes and borrowing costs, assesses the cash profit generated solely from the project’s operational activities, without factoring in financing and assets. Over the first 10 years, the average annual EBITDA is -$0.2 million, which subsequently increases to an average of -$0.6 million from the eleventh to the twentieth years of operations due to increased maintenance expected. Over 40 years of operations, the project maintains an average annual EBITDA of -$0.89 million, as demonstrated in the following table.

 

Table 3: Average project EBITDA in 10 year increments over 40 years of operations

 

 

It is important to note that the Entertainment/Convention Centre is expected to generate a modest EBITDA profit in Year 5. This projection is based on the demand, with two extra live performance events, each expected to attract 5,000 attendees. The significance of this is that if the centre can consistently secure such events on an annual basis, the need for an annual subsidy will reduce. This subsidy would primarily be required in the later years of the assessment period to cover the increasing maintenance costs associated with aging assets.

 

Figure 1: Project Profitability over 10 years – Scenario One

 

 

Similar to other community facilities provided by Council, the cost of providing an Entertainment/Convention Centre and Cultural Centre is considered a community service obligation to the broader economic and community benefits delivered through the project. The projects could also be expected to drive both population and economic growth, leading to an increase in the rate revenue, developer contributions and fees and charges received by the Council that have not been included in the financial assessment.

 

Cultural Centre Notes

 

The Cultural Centre is intended to be managed by a distinct entity, consequently the only source of revenue to be derived for Council is from a peppercorn lease arrangement.

 

The entity responsible for providing the annual subsidy necessary to sustain the Cultural Centre remains undecided, given the array of options available that would alleviate the burden from falling on Council. Consequently, this aspect has been omitted from the analysis. The Business Plan developed for the Cultural Centre delineates the operations to be managed under a distinct entity - outlined in detail in Appendix I: Financial Analysis - and projects an annual subsidy requirement of $245,000.

 

Capital Cost Summary

 

The development of both facilities is estimated to cost $98 million, including equipment purchases, construction costs and contingency. Asset renewals have been considered and are estimated at $29 million, replacing assets as they reach end of life, over the 40-year assessment period.

 

Construction costs will increase for each of the centres if they are constructed separately and a 20% uplift has been applied, taking the total cost across both projects to $115.8 million.

 

Indicative Revenue

 

The Entertainment/Convention Centre is projected to earn revenue in the categories of venue hire, labour charges, other charges, and through the peppercorn lease for the cultural centre, totaling $1.9 million, applying a medium demand model.

The annual revenue will increase every fifth year due to hosting two additional live performance events, each with approximately 5,000 attendees, totaling $2.3 million.

 

Table 5: Revenue Summary – medium demand

 

 

The financial outcomes of the project will depend heavily upon the successfulness of event promotion and management. It is possible that through successful event promotion the facilities will exceed the demand, and therefore the revenue projections, especially if able to secure more frequent large live performances (5,000 person events) and large business conventions (800+ persons events).

 

Ongoing Project and Maintenance Costs

 

The Entertainment/Convention Centre is projected to incur costs relating to labour, materials and services and maintenance costs.

 

The annual variable costs will increase every fifth year, in line with the revenue fluctuation due to hosting two additional live performance events, each with approximately 5,000 attendees.


 

Table 6: Ongoing Cost Summary for the Entertainment/Convention Centre – Medium Demand

 

28 Revenue and costs for the cultural centre have been omitted as it is proposed to be managed by a separate entity. The precinct’s ground maintenance is included and is assumed to be an in-kind contribution to the cultural centre.

 

Business Case Economic Analysis

 

The economic assessment considers Scenario One only – the concurrent development of the Entertainment/Convention Centre and Cultural Centre and applies the medium demand model.

 

This analysis is summarized below and detailed on pages 83-106 of the Business Case.

 

Cost Benefit Analysis

 

Cost-Benefit Analysis (CBA) is a systematic approach to calculating and comparing the benefits and costs of a course of action in a given situation. The key benefits of the project are anticipated to be the benefits derived from increased visitation and visitor spend to the region, facility operating revenues, existence (non-use) benefits to the community, and recreational amenity benefits for users.

 

The CBA has been undertaken for two referent groups - Wagga Wagga region and New South Wales (NSW). The project when examined at a 5% discount rate for the Wagga Wagga LGA, realises a Net Present Value (NPV) of $59.0 million and a Benefit Cost Ratio (BCR) of 1.43, highlighting the project will return $1.43 for every $1 of cost.

 

NSW Treasury applies cost-benefit analysis to weigh up risks and benefits versus costs to ensure the NSW Government delivers the best possible outcomes for the people of NSW. The CBA for NSW as the referent group, which accounts for some transfer of activity to the facility from other facilities in NSW, returns a NPV of -$3.4 million and a BCR of 0.97 at the base discount rate of 5%.

 


 

Table 7: Cost Benefit Analysis Results – Medium Demand Scenario

 

 

It should also be noted that community infrastructure such as the proposed Entertainment/Convention Centre and Cultural Centre typically delivers longer term social/ community benefits rather than short term financial returns, and thereby the choice of discount rate can greatly impact the perceived desirability as assessed using a CBA (as the value of longer-term impacts are discounted to a greater degree than shorter term impacts). At a lower discount rate of 3% and NSW as the referent group, the project is assessed to provide a positive NPV of $32.5 million and a BCR of 1.22. Under the lower discount rate, the project is deemed economically desirable.

 

Economic Impact Assessment

 

The $98.0 million development is estimated to directly deliver $79.0 million in output for local businesses, which is estimated to support $46.1 million in Gross Regional Product (GRP) for Wagga Wagga LGA and 317 full time equivalent (FTE) jobs. Post construction, there is estimated to be ongoing operational activity and visitor spend generated from the Project with $24.4 million in GRP and 205 FTE jobs.

 

Financial Implications

A funding grant of $491,875 was received from Regional NSW as part of the Business Case and Strategy Development Fund.

 

Instalment 1 of $393,500.00 has been received by Council and instalment 2 with a value of $87984.23 has been submitted to the funding body.

 

The project has been delivered within budget.

Policy and Legislation

Local Government Act 1993

Wagga Wagga Local Environmental Plan 2010

Link to Strategic Plan

Growing Economy

Objective: Wagga Wagga is an attractive location for people to live, work and invest

Encourage and support investment to develop Wagga Wagga

 


 

Risk Management Issues for Council

Risks specific to the business case and future planning of this project include:

·    Council not securing funding to undertake the next stage of planning, which it is anticipated would result in a poor outcome for the community and region.

Internal / External Consultation

Internal consultation occurred with subject experts within the organisation as part of the preparation of the business case.

 

External consultation with identified stakeholders was conducted by Council and AEC as part of the preparation of the business case. 

Council has also conducted comprehensive community engagement in relation to the Riverside precinct, over an extended duration, which encompasses:

·    Riverside Wagga Wagga Strategic Master Plan 2010

·    Wagga Wagga City Council Cultural Plan 2020-30

·    Community Strategic Plan 2040 – Wagga View

·    Local Strategic Planning Statement – Planning for the Future - Wagga Wagga 2040

·    Wagga Wagga Innovate Reconciliation Action Plan 2022-2024

·    Wagga Wagga’s Cultural, Creative and Economic Future - Have your say on exciting options for culture and entertainment venues for our region

 

Attachments

 

1.

Wagga Wagga Riverside Stage 3 - Community Engagement Report - Provided under separate cover

 

2.

Wagga Wagga Riverside Stage 3 Business Case - Provided under separate cover

 

3.

WWCC Cultural Centre Business Case - Provided under separate cover

 

4.

WWCC Cultural Centre Business Plan - Provided under separate cover

 

5.

WWCC Cultural Centre - Vision Statement - Provided under separate cover

 

6.

WWCC Cultural Centre Project Prospectus - Provided under separate cover

 

 

 


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

RP-4

 

RP-4               PROVISION OF LAND TO NSW RURAL FIRE SERVICE FOR NEW BRIGADE SHED - PART 80 CONNORTON STREET, URANQUINTY - LOT 2 DP 590564

Author:          Matthew Dombrovski 

Executive:    John Sidgwick

         

 

Summary:

This report relates to an approach that Council has received from the NSW Rural Fire Service in relation to the proposed relocation of their existing brigade station at Uranquinty to a new site owned by Council.

 

 

Recommendation

That Council endorse the provision of part 80 Connorton Street, Uranquinty (being part Lot 2 DP 590564) to the NSW Rural Fire Service for the purpose of construction of a new brigade station on the terms outlined in this report.

 

Report

Council has been approached by the NSW Rural Fire Service, who are seeking to construct a new rural fire brigade station in Uranquinty and relocate their services. The existing station site (which is vested in Council) is flood prone, and there are no facilities (toilets, showers etc) in the existing shed.

 

NSW Rural Fire Service have identified a parcel of land at Uranquinty owned by Council which may be suitable for use. The parcel of land is known as 80 Connorton Street, Uranquinty, being Lot 2 DP 590564 and having a total area of 6.40ha. The property is classified as operational land, zoned RU5 Village, and is partly identified as being within a flood planning area.

 

The NSW Rural Fire Service is seeking to utilise an area of approximately 2,000sqm (being an area having dimensions of 50m x 40m) to facilitate the construction of the new rural fire brigade station. Annexure ‘A’ provides an indicative location that is proposed to be utilised by the NSW Rural Fire Service. It is noted that there is an existing levee that runs through the proposed site, which would need to be relocated to facilitate the development.

 

Council is party to a Zone Rural Fire Service Agreement, which confirms the position under the Rural Fires Act 1997 – that is, the newly constructed brigade station will vest in Council, who will allow the NSW Rural Fire Service to utilise Council land and/or buildings. Council would be responsible for the ongoing structural maintenance of any buildings.

 

Given the significant capital expenditure in establishing a new rural fire brigade station, NSW Rural fire Service are seeking confirmation that Council is agreeable to the long term use of this site for this purpose. It is recommended that Council support this approach.

 


 

Financial Implications

In accordance with Section 119 of the Rural Fires Act 1997, firefighting equipment, which includes rural fire service buildings constructed on Council owned or managed land, are recognised as Council assets which must be maintained by Council.

 

NSW Rural Fire Service would be responsible for all capital costs associated with the construction of the site.

Policy and Legislation

Local Government Act 1993

Rural Fires Act 1997

Acquisition, Disposal and Management of Land Policy POL038

 

Link to Strategic Plan

Safe and Healthy Community

Objective: Our community feel safe

Be responsive to emergencies

 

Risk Management Issues for Council

Council has an obligation to responsibly manage its property assets. The land in question is currently vacant, and subject to flooding. The proposed works would serve to activate land that is not currently being utilised and would also include the relocation of the levee to facilitate the development.

 

Council also has obligations under the Rural Fires Act 1997 in relation to the care and maintenance of any fire-fighting equipment vested in Council, which includes rural fire service buildings constructed on Council owned and managed land.

Internal / External Consultation

Internal stakeholder consultation has been conducted with the Regional Activation, Infrastructure and Planning directorates.

 

In anticipation of any future development, external consultation will need to be undertaken with adjacent neighbours.

 

 

 

 


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

RP-5

 

RP-5               PROPOSED ASSIGNMENT OF SUBLEASE - LIGHT AIRCRAFT PRECINCT HANGAR 7, WAGGA WAGGA AIRPORT - UPDATE TO RESOLUTION 23/293

Author:         Matthew Dombrovski 

Executive:    John Sidgwick

         

 

Summary:

This report seeks an amended resolution of Council to correct a typographical error contained within a previous resolution.

 

 

Recommendation

That Council:

a       agree to the assignment of the lease of Light Aircraft Precinct Hangar 7 as per the details set out in this report

b       delegate authority to the General Manager or their delegate to execute any necessary documentation on behalf of Council

c        authorise the affixing of Council’s Common Seal to documents relating to this matter as required

Report

At its meeting of 20 November 2023, Council considered a report in relation to the proposed assignment of Hangar 7 in the Light Aircraft Precinct at the airport. In accordance with the endorsed resolution at that time (Resolution 23/293), Council staff have progressed negotiations and documents have been finalised for execution by the Council.

 

In reviewing the documentation in anticipation of the documents being endorsed by General Manager or their delegate, Council officers have noted that whilst the contents of the previous report deal with Hangar 7, the actual resolution references another Hangar (Hangar 11) located within the Light Aircraft precinct. Council’s endorsement is therefore sought to an amended pervious resolution, acknowledging the correct hangar number.

 

Council’s endorsement is therefore sought to an amended pervious resolution, acknowledging the correct hangar number.

Financial Implications

N/A

Policy and Legislation

Local Government Act 1993

Acquisition, Disposal and Management of Land Policy POL 038

 

Link to Strategic Plan

Growing Economy

Objective: Wagga Wagga is an attractive location for people to live, work and invest

Attract and support local businesses, industry, and employment opportunities

 

Risk Management Issues for Council

Council needs to ensure that agreements are entered into consistent with its resolutions. There is a risk that should issues arise within the tenancy and the lease has not been entered into consistent with the resolution, Council may have difficulty in enforcing obligations pursuant to the licence.

Internal / External Consultation

N/A

 

 

 

 


Report submitted to the Ordinary Meeting of Council on Monday 13 May 2024

RP-6

 

RP-6               QUESTIONS WITH NOTICE

Author:          Scott Gray 

         

 

Summary:

This report is to list questions with notice raised by Councillors in accordance with Council’s Code of Meeting Practice.

 

 

Recommendation

That Council receive and note the report.

 

Report

The following questions with notice were received prior to the meeting, in accordance with the Code of Meeting Practice.

 

Councillor R Foley requested information in relation to the recent leak of confidential information relating to the discovery of multiple horse carcases near our city:

 

1.    Will there be any form of investigation into finding the source of this leak? If not, please provide reasons in writing.

 

2.    Will the General Manager consider engaging the Information and Privacy Commissioner of NSW to undertake an independent investigation into exposing the source of this serious leak from council? If not, please provide reasons in writing.

 

3.    There is now an NSW Parliamentary Inquiry into the horse knackery issue here in Wagga Wagga. This inquiry has come about because sensitive & confidential information was leaked from a councillor workshop and was then given to 2GB Radio who broadcast the leaked information across the nation. Given this issue is now one of high public interest will the General Manager consider writing to the Parliamentary Committee requesting that the committee issues a subpoena to Ray Hadley at 2GB Radio under Section 126K of the Evidence Act applying the public interest test found in Sub-Section 2 of Section 126K in order to reveal who was the source of this leak? If not, please provide reasons in writing.

 

4.    The leak of confidential information from the recent councillor workshop has undermined public confidence in their local elected officials, whilst not required yet at this stage, will my fellow councillors consider providing their phone call and SMS records from all phone devices held in their care and custody specifically records held by your telco from 5pm Monday 15th of April 2024 to 11am Wednesday 17th of April 2024?

 

5.    For the public record I now table my phone and SMS records and make them publicly available to the Parliamentary Inquiry or any other investigation if so called upon.

While the sentiment underpinning the questions is understood, as General Manager I am not proposing to pursue an investigation into the breach of confidentiality.  I can neither compel transparency nor integrity and any resources devoted to that task would almost certainly be wasted.  As a chamber we should be embarrassed by the inability to assure confidentiality and I, together with most Councillors, share this burden.  This chamber has sadly suffered from a lack of confidentiality before and my response has been the same. I know however that this chamber has been very effective due in part to our ability to communicate and discuss issues. The recent breach of confidentiality is something I need to keep in mind however for the most part, I will continue to provide full disclosure on operations.  To do otherwise would impair our work and what you do as elected members for our community.

 

Financial Implications

N/A

Policy and Legislation

Code of Meeting Practice

 

Link to Strategic Plan

Community leadership and collaboration

Objective: Our community is informed and actively engaged in decision making and problem-solving to shape the future of Wagga Wagga

Ensure our community feels heard and understood

 

Risk Management Issues for Council

N/A

Internal / External Consultation

N/A

 

 

 

    

 


Report submitted to the Confidential Meeting of Council on Monday 13 May 2024

CONF-1

 

Confidential Reports

CONF-1         RFT2023-14 CONCRETE WORKS, KERB & GUTTER REFRESH

Author:         Jamie Harwood 

Executive:    Warren Faulkner

 

This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -

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

 

 

 

 


Reports submitted to the Ordinary Meeting of Council to be held on Monday 13 May 2024.