CONFIRMATION OF MINUTES OF THE COUNCIL€¦ · Certificate of Appreciation to the Rev. John Tongue in recognition of his time as Chairperson of the Council’s Code of Conduct Panel

Central Coast Council Minutes – 23 April 2014 1

Minutes of an ordinary meeting of the Central Coast Council held in theCouncil Chamber at the Administration Centre, 19 King Edward Street,Ulverstone on Wednesday, 23 April 2014 commencing at 6.00pm.

Councillors attendance

Cr Jan Bonde (Mayor) Cr Garry Carpenter (Deputy Mayor)Cr John Bloomfield Cr Lionel BondeCr Shane Broad Cr Amanda DiproseCr Kathleen Downie Cr Gerry HowardCr Rowen Tongs Cr Tony van Rooyen

Councillors apologies

Cr Philip Viney

Employees attendance

General Manager (Ms Sandra Ayton)Director Corporate & Community Services (Mr Cor Vander Vlist)Director Development & Regulatory Services (Mr Paul Bidgood)Acting Director Engineering Services (Mr Greg Osborne)Executive Services Officer (Miss Lisa Mackrill)

Guest of the Council

Rev. John Tongue

Media attendance

The Advocate newspaper.

Public attendance

One member of the public attended during the course of the meeting.

Prayer

The meeting opened in prayer.

2 Central Coast Council Minutes – 23 April 2014

CONFIRMATION OF MINUTES OF THE COUNCIL

90/2014 Confirmation of minutes

The Executive Services Officer reported as follows:

“The minutes of the previous special meeting of the Council held on7 April 2014 have already been circulated. The minutes are required to beconfirmed for their accuracy.

The Local Government (Meeting Procedures) Regulations 2005 provide that inconfirming the minutes of a meeting, debate is allowed only in respect of theaccuracy of the minutes.”

Cr Tongs moved and Cr Carpenter seconded, “That the minutes of the previous specialmeeting of the Council held on 7 April 2014 be confirmed.”

Carried unanimously

COUNCIL WORKSHOPS

91/2014 Council workshops


“The following council workshops have been held since the last ordinary meeting ofthe Council.

. 24.03.2014 – Capital Value rating

. 31.03.2014 – Rural Strategy / Interim Planning Scheme

. 07.04.2014 – Quarterly update with the General Manager

. 14.04.2014 – Pedestrian access in Penguin / Changes to National HeavyVehicle Regulations and B-Doubles.

This information is provided for the purpose of record only.”

Cr Howard moved and Cr Diprose seconded, “That the Officer’s report be received.”

Carried unanimously


MAYOR’S COMMUNICATIONS

92/2014 Mayor’s communications – Adjournment of meeting

The Mayor reported as follows:

“I will now adjourn this meeting for approximately five minutes to present aCertificate of Appreciation to the Rev. John Tongue in recognition of his time asChairperson of the Council’s Code of Conduct Panel. Rev. Tongue joinedCouncillors at their evening meal before the meeting. Rev. Tongue will be movingfrom Ulverstone to take up the position of Priest in Charge of the Anglican Parish ofthe City of Devonport.”

The meeting adjourned at 6.01pm. Following short speeches and the presentation of theCertificate of Appreciation by the Mayor to Rev. Tongue, the meeting resumed at 6.06pm.

93/2014 Mayor’s diary


. Local Government Association of Tasmania - General Meeting (Launceston)

. Local Government Association of Tasmania - Mayors’ dinner, Mayors’Training Day (Launceston)

. Variety Tasmania - Ladies of Variety fundraising luncheon

. Ulverstone Basketball Association – Coach2Coach breakfast forum

. Cancer Council Tasmania – 2014 Relay for Life official opening at Penguin

. Metro Tasmania - Board and stakeholders dinner (Burnie)

. Radio 7AD – community reports

. Business visit – Agricultural Machinery Services

. RMIT University – interview re research program on economic regeneration

. Ulverstone Shrine of Remembrance 60th birthday celebration

. UTAS Rural Clinical School – 2014 Rural Communities Program – welcome for2nd year medical students visit

. State Grants Commission - Hearing and lunch (Burnie)

. Department of Education - Learning Services NW - top NAPLAN studentscelebration

. Discovery Early Learning Ulverstone - Move Well Eat Well Award celebration

. Central Coast Chamber of Commerce and Industry - Ulverstone VisitorInformation Centre meet and greet

. Ulverstone District Cricket Club - annual dinner

. Cradle Coast Mountain Bike Club – Penguin Mountain Bike Park Stage 2launch


. Cradle Coast Innovation – ‘Illuminate the Future’ forum and lunch

. Business visit – Penguin CBD

. Motton Preston Cub and Scout Group - annual general meeting.”

The Deputy Mayor reported as follows:

“I have attended the following events and functions on behalf of the Council:

. Darwin Football Association – season launch

. Cricket North West – grand final luncheon (Devonport)

. Mader International – celebration to mark 500th ambulance manufactured forSouth Australian Ambulance Service

. Ulverstone Basketball Association – 40th anniversary celebration ofpartnership with Red Grasshopper Pizza Parlour.”

Cr (L) Bonde moved and Cr Downie seconded, “That the Mayor’s and Deputy Mayor’sreported be received.”

Carried unanimously

94/2014 Pecuniary interest declarations


“Councillors are requested to indicate whether they have, or are likely to have, apecuniary interest in any item on the agenda.”


“The Local Government Act 1993 provides that a councillor must not participate atany meeting of a council in any discussion, nor vote on any matter, in respect ofwhich the councillor has an interest or is aware or ought to be aware that a closeassociate has an interest.

Councillors are invited at this time to declare any interest they have on matters tobe discussed at this meeting. If a declaration is impractical at this time, it is to benoted that a councillor must declare any interest in a matter before any discussionon that matter commences.

All interests declared will be recorded in the minutes at the commencement of thematter to which they relate.”

No interests were declared at this time.


95/2014 Public question time


“At 6.40pm or as soon as practicable thereafter, a period of not more than30 minutes is to be set aside for public question time during which any member ofthe public may ask questions relating to the activities of the Council.

Public question time will be conducted as provided by the Local Government(Meeting Procedures) Regulations 2005 and the supporting procedures adopted bythe Council on 20 June 2005 (Minute No. 166/2005).”

COUNCILLOR REPORTS

96/2014 Councillor reports


“Councillors who have been appointed by the Council to community and otherorganisations are invited at this time to report on actions or provide informationarising out of meetings of those organisations.

Any matters for decision by the Council which might arise out of these reportsshould be placed on a subsequent agenda and made the subject of a consideredresolution.”

Cr Broad reported on a recent meeting of the Central Coast Chamber of Commerce andIndustry Inc.

APPLICATIONS FOR LEAVE OF ABSENCE

97/2014 Leave of absence


“The Local Government Act 1993 provides that the office of a councillor becomesvacant if the councillor is absent without leave from three consecutive ordinarymeetings of the council.

The Act also provides that applications by councillors for leave of absence may bediscussed in a meeting or part of a meeting that is closed to the public.


There are no applications for consideration at this meeting.”

DEPUTATIONS

98/2014 Deputations


“No requests for deputations to address the meeting or to make statements ordeliver reports have been made.”

PETITIONS

99/2014 Petitions


“No petitions under the provisions of the Local Government Act 1993 have beenpresented.”

COUNCILLORS’ QUESTIONS

100/2014 Councillors’ questions without notice


“The Local Government (Meeting Procedures) Regulations 2005 provide as follows:

‘29 (1) A councillor at a meeting may ask a question without notice of thechairperson or, through the chairperson, of –

(a) another councillor; or

(b) the general manager.

(2) In putting a question without notice, a councillor must not –

(a) offer an argument or opinion; or

(b) draw any inferences or make any imputations –


except so far as may be necessary to explain the question.

(3) The chairperson must not permit any debate of a question withoutnotice or its answer.

(4) The chairperson, councillor or general manager who is asked aquestion without notice may decline to answer the question.

(5) The chairperson may refuse to accept a question if it does not relateto the activities of the council.

(6) Questions without notice, and any answers to those questions, arenot required to be recorded in the minutes.

(7) The chairperson may require a councillor to put a question withoutnotice in writing.’

If a question gives rise to a proposed matter for discussion and that matter is notlisted on the agenda, Councillors are reminded of the following requirements of theRegulations:

‘8 (5) Subject to subregulation (6), a matter may only be discussed at ameeting if it is specifically listed on the agenda of that meeting.

(6) A council by absolute majority… may decide at an ordinary meetingto deal with a matter that is not on the agenda if the generalmanager has reported –

(a) the reason it was not possible to include the matter on theagenda; and

(b) that the matter is urgent; and

(c) that (qualified) advice has been provided under section 65 ofthe Act.’

Councillors who have questions without notice are requested at this time to give anindication of what their questions are about so that the questions can be allocatedto their appropriate Departmental Business section of the agenda.”

The allocation of topics ensued.


101/2014 Councillors’ questions on notice


“The Local Government (Meeting Procedures) Regulations 2005 provide as follows:

‘30 (1) A councillor, at least 7 days before an ordinary meeting of a councilor council committee, may give written notice to the general manager of aquestion in respect of which the councillor seeks an answer at that meeting.

(2) An answer to a question on notice must be in writing.’

It is to be noted that any question on notice and the written answer to the questionwill be recorded in the minutes of the meeting as provided by the Regulations.

Any questions on notice are to be allocated to their appropriate DepartmentalBusiness section of the agenda.

No questions on notice have been received.”

D E V E L O P M E N T & R E G U L A T O R Y S E R V I C E S


DEPARTMENTAL BUSINESS

DEVELOPMENT & REGULATORY SERVICES

102/2014 Development & Regulatory Services determinations

The Director Development & Regulatory Services reported as follows:

“A Schedule of Development & Regulatory Services Determinations made during themonth of March 2014 is submitted to the Council for information. The informationis reported in accordance with approved delegations and responsibilities.”


“A copy of the Schedule has been circulated to all Councillors.”

Cr Downie moved and Cr Tongs seconded, “That the Schedule of Development &Regulatory Services Determinations (a copy being appended to and forming part of theminutes) be received.”

Carried unanimously

103/2014 Council acting as a planning authority


“The Local Government (Meeting Procedures) Regulations 2005 provide that if acouncil intends to act at a meeting as a planning authority under the Land UsePlanning and Approvals Act 1993, the chairperson is to advise the meetingaccordingly.

The Director Development & Regulatory Services has submitted the following report:

‘If any such actions arise out of Minute No. 104/2014, they are to be dealtwith by the Council acting as a planning authority under the Land UsePlanning and Approvals Act 1993.’”


“Councillors are reminded that the Local Government (Meeting Procedures)Regulations 2005 provide that the general manager is to ensure that the reasons fora decision by a council acting as a planning authority are recorded in the minutes.”



Cr (L) Bonde moved and Cr Diprose seconded, “That the Mayor’s report be received.”

Carried unanimously

104/2014 Residential dwelling - variation to front, rear and side setbacks, height,transparency of deck screening, within 30m of a waterway and in an areasubject to flooding at Lot 3, 264 Preservation Drive, Sulphur Creek -Application No. DA213150

The Director Development & Regulatory Services reported as follows:

“DEVELOPMENT APPLICATION NO.: DA213150PROPOSAL: Residential dwelling - variation to front, rear

and side setbacks, height, transparency ofdeck screening, within 30m of a waterway andin an area subject to flooding

APPLICANT: S GroupLOCATION: Lot 3, 264 Preservation Drive, Sulphur CreekZONE: General ResidentialPLANNING INSTRUMENT: Central Coast Interim Planning Scheme 2013

(the Scheme)ADVERTISED: 15 and 19 March 2014REPRESENTATIONS EXPIRY DATE: 29 March 2014REPRESENTATIONS RECEIVED: One42-DAY EXPIRY DATE: 8 April 2014 (extension of time granted until

24 April 2014)DECISION DUE: 23 April 2014

PURPOSE

The purpose of this report is to consider an application for a residential dwellinginvolving variations to front, rear and side setbacks, height, transparency of deckscreening, within 30m of a waterway and in an area subject to flooding at Lot 3,264 Preservation Drive, Sulphur Creek.

Accompanying the report are the following documents:

. Annexure 1 – location plan;

. Annexure 2 – application documentation;

. Annexure 3 – representation;

. Annexure 4 – photographs.



BACKGROUND

Development description –

The owner proposes to erect a two-storey single dwelling on the currently vacant lotwhich comprises 127m2 ground floor area containing a two space garage, a rumpusroom, bathroom and two bedrooms. The 111m2 upper floor level would include themaster bedroom, ensuite, kitchen and living area plus 117m2 deck.

The building would be of wooden construction with painted cladding, generous useof glass and double glazed windows for thermal efficiency and to reduce train noise.

A garage would be constructed at the front of the lot 0.350m from the frontboundary.

Site description and surrounding area –

The site is reasonably level sharing its eastern boundary with the Sulphur Creek. Atits closest, the dwelling would be 0.498m from the top of the creek bank, while thegarage would extend to the edge of the top of the creek bank on one corner (north-east).

The area was part of a recent five lot subdivision, with this lot being an internal lotwhich sits behind Lot 2. The land is subject to flooding and the proposed finishedfloor level would be not less than 300mm above the Reduced Level (R.L.) 3.95mAustralian Height Datum (AHD) which indicates 4.25m above mean sea level.

History –

The lot was part of a larger holding until approval was issued by the Council forsubdivision into five lots in July 2012.

This application is the second for the site by the owner. The first was shown to beinconsistent with a covenant on the Title which prevented any part of the lot belowthe 1:100 Average Recurrence Interval (ARI) flood level to be built on or modified,that would restrict the free passage of water in a flood event [2(b) on the Scheduleof Easements]. Application of this covenant would prevent any filling on the siteand/or construction of a dwelling.

A meeting with the applicant, his lawyer and the applicant for a dwelling on anadjoining lot was held on 18 February 2014. At that meeting it was decided that theapplicant’s lawyer would prepare a letter requesting removal of the condition thatrequired the covenant. Once the covenant is amended the applicant’s lawyer wouldinstitute an amendment to the Sealed Plan. The covenant would be reworded to,



‘Not to permit or allow any part of the said Lots to be filled outside a buildingfootprint to a level higher than R.L. 3.95m AHD.’ The amended covenant wouldlimit fill on the lot to a level that would avoid flood levels on surrounding propertiesfrom reaching inappropriate levels.

This matter is addressed in the ‘Issues’ section below under the heading ‘TitleRestrictions’.

DISCUSSION

The following table is an assessment of the relevant Scheme provisions:

CLAUSE COMPLIANCE

10.3.1 Discretionary Permit Use

10.3.1 (P1) Must:

(a) be consistent with local areaobjectives;

(b) be consistent with desired futurecharacter statement; and

(c) minimise unreasonable impact onamenity on adjacent land in the zone.

Compliant.

10.3.2 Impact of Use

10.3.2 (A1) Use not in a dwelling not tooccur on more than two adjoining sites.

Compliant.

Use contained in a dwelling.

10.3.2 (A2) The site for a use not in adwelling not to require access from a no-through road.

Compliant.

Use contained in a dwelling.

10.3.2 (A3) Other than for emergencyservices, residential, and visitoraccommodation, hours of operation mustbe between 6.00am and 9.00pm.

Compliant.

Use is residential.



10.4.1 Residential density for multiple dwellings

10.4.1 (A1) Multiple dwellings must have asite area per dwelling of not less than:

(a) 325m2; or(b) if within a density area specified in

Table 10.4.1 and shown on planningscheme maps, that specified for thedensity area.

Not applicable.Proposed development is a singledwelling.

10.4.2 Setbacks and building envelope for all dwellings

10.4.2 (A1) Setback from a frontage for alldwellings must be:

(a) minimum 4.5m – primary frontage; or

(b) minimum 3.0m – not a primaryfrontage; or

(c) same as immediately adjoining lots;or

(d) 50m from the Bass Highway.

Compliant.

The lot is an internal lot and thedwelling is setback 12m from thefront boundary.The Bass Highway is over 300maway.

10.4.2 (A2) Garage or carport setback froma primary frontage of at least:

(a) 5.5m, or 1m behind the façade ofdwelling; or

(b) the same as the dwelling façade ifportion of dwelling gross floor area islocated above garage or carport; or

(c) 1m, if slope has a gradient steeperthan 1 in 5 for a distance of 10m fromfrontage.

Non-compliant.

The lot is an internal lot and theshed would be setback 0.350mfrom the closest front boundary, i.e.the rear of the adjoining propertyto the north, which is Lot 2,264 Preservation Drive.

Compliance is addressed in the‘Issues’ section below under theheading ‘Setback of building nearfront, rear and side boundaries’.

10.4.2 (A3) Dwelling (excludesoutbuildings with a height no more than2.4m and minor protrusions less than 0.6m)must:

Non-compliant.

The shed would be setback 0.350mfrom the closest front boundary, i.e.the rear of adjoining property to



(a) be contained within a buildingdetermined by:

the north, which is Lot 2,264 Preservation Drive.

(i) the applicable frontage setbackor if internal lot, a distance of4.5m from the rear boundary ofa lot with an adjoining frontage;and

(ii) projecting a 45 degree anglefrom the horizontal 3m abovenatural ground level at the sideboundaries and 4m from therear boundary to a maximum8.5m building height; and

(b) only have a setback within 1.5m of aside boundary setback if the dwelling:

(i) does not extend beyond anexisting building on or within0.2m of boundary; or

(ii) is no more than 9m in length orone third the length of theboundary – whichever is thelesser.

The setback to the rear boundarywould be 3.5m.

The side boundary setback would be0.498m to the eastern boundary(Sulphur Creek) and 1.098m to thewestern side boundary.

The height of the building is 6.839mand was originally assessed asdiscretionary under PD4 which had atotal height of 5.5m for internal lots.Under PD4.1 the height is no longerdiscretionary as it allows a height of8.5m for internal lots.


10.4.3 Site coverage and private open space for all dwellings

10.4.3 (A1) Dwellings must have:

(a) no more than 50% site coverage; and(b) for multiple dwellings, a total area of

private open space not less than60m2; and

(c) at least 25% of site free fromimpervious surfaces.

Compliant.

Site coverage is 30%.

10.4.3 (A2) Private open space for adwelling must:

(a) be in one location and at least:

Compliant.

Private open space is approximately60m2 in one location at the rear of



(i) 24m2; or

(ii) 12m2 if a multiple dwelling withfinished floor level more than1.8m above ground level; and

(b) have a minimum horizontal dimensionof:

(i) 4m; or

(ii) 2m if a multiple dwelling with afinished floor level more than1.8m above ground level; and

(c) be directly accessible from a habitableroom (other than a bedroom); and

(d) not be located to the south, south-east or south-west unless it receivesat least 3 hours sunlight to 50% of thearea on 21 June; and

(e) only be located between dwelling andfrontage if orientated between 30degrees west and 30 degrees east ofnorth; and

(f) not be steeper than 1 in 10; and

(g) not be used for vehicle access orparking.

the property (south) and 25m2 in theproposed shed and dwelling.

10.4.4 Sunlight and overshadowing for all dwellings

10.4.4 (A1) At least one habitable room(other than a bedroom) in the dwellingfacing between 30 degrees west and 30degrees east of north.

Compliant.

The living/dining area has windowsfacing 30 degrees west and east.

10.4.4 (A2) Multiple dwelling to the northof another dwelling on the same site mustbe in accordance with (a) or (b) unlessexcluded by (c):

Not applicable.

Proposed development is a singledwelling.



(a) contained within a line projecting:

(i) 3m from the window; and

(ii) vertically to a height of 3m witha 45 degree angle;

(b) habitable room must not receive lessthan 3 hours sunlight on 21 June.

(c) that part of the multiple dwellingconsisting of:

(i) an outbuilding with a height nomore than 2.4m; or

(ii) protrusions (eaves, steps,awnings) that extend no morethan 0.6m.

10.4.4 (A3) Multiple dwelling to the northof the private open space of anotherdwelling on the site must accord with (a) or(b) unless excluded by (c):

(a) contained within:

(i) 3m from northern edge ofprivate open space;

(ii) 3m above ground level and 45degrees from horizontal;

(b) multiple dwelling does not block morethan 3 hours sunlight between 9.00amand 3.00pm on 21 June;

(c) part of a multiple dwelling consistingof:

(i) an outbuilding up to 2.4m high;or

(ii) protrusions that extend no morethan 0.6m from the multipledwelling.

Not applicable.




10.4.5 Width of openings for garages and carports for all dwellings

10.4.5 (A1) Garage or carport within 12m offrontage must have a maximum total widthof 6m or half frontage width (whichever isthe lesser).

Non-compliant.

Maximum width of proposed garageis 6.180m. The lot is an internal lotand the garage would not be visiblefrom the street and therefore wouldnot dominate the primary frontage.

The Performance Criteria requiresthe garage to be designed tominimise the width of its openingsthat are visible from the street. Asthe lot is internal the PerformanceCriteria is deemed satisfied as thegarage will not be visible from thestreet.

10.4.6 Privacy for all dwellings

10.4.6 (A1) Balcony, deck and parkingspaces more than 1m above ground levelmust have a 1.7m high screen with 25%uniform transparency along sides facing:

(a) side boundary unless balcony etc. issetback 3m or more; and

(b) rear boundary unless balcony etc. issetback 4m or more; and

(c) a dwelling on same site unless balconyetc. is setback 6m from:

(i) a window or glazed door to ahabitable room; or

(ii) a balcony, deck or private openspace of another dwelling.

Non-compliant.

The proposed decks are 3m aboveground. Proposed screens are glassand only 1m high and are within 3mof the side boundaries.

The decks are 6m from the rearboundary.


10.4.6 (A2) A window or glazed door to ahabitable room with floor level over 1m

Compliant.

(a)(i) and (ii) There is no window



above ground level must accord with (a) or(b):

(a) window or glazed door is:

(i) setback 3m from side boundary;and

(ii) setback 4m from rear boundary;and

(iii) if a multiple dwelling, set apart aminimum of 6m from window orglazed door of a habitable room;and

(iv) if a multiple dwelling, set apart aminimum of 6m from privateopen space of another dwelling;

(b) window or glazed door:

(i) is offset 1.5m from window orglazed door of habitable roomof another dwelling; or

(ii) has a sill height of at least 1.7mhigh above floor level; or

(iii) has a permanent screen the fulllength of door or window to1.7m height with uniformtransparency of 25%.

proposed on the western side on thefirst floor and the windows on theground floor are to non-habitablerooms.

(a)(iii) Not applicable.


(a)(iv) Not applicable.


(b) Compliant.

The windows on the ground floorare 1.7m above the floor level andare to non-habitable rooms in agarage, toilet and bathroom.

10.4.6 (A3) A shared driveway or parkingspace to another dwelling must beseparated from a window or glazed door ofa habitable room of a multiple dwelling by:

(a) 2.5m; or

(b) 1m where window of glazed door ofhabitable room has a minimum sillheight of 1.7m or has obscuredglazing to a height of 1.7m.

Not applicable.



10.4.7 Frontage fences for all dwellings

10.4.7 (A1) Height of a fence within 4.5mof frontage must be:

(a) 1.2m or less if solid; or

(b) 1.8m with openings above 1.2m thatare a uniform transparency of 30%.

Compliant.

The lot is internal and has noproposed new fences. There is acurrent boundary fence separatingthe front lot to the internal lot.

10.4.8 Waste storage for multiple dwellings

10.4.8 (A1) Multiple dwellings to provide awaste and recycling bin area of 1.5m2 perdwelling, within:

(a) an area for exclusive use of eachdwelling not in front of the dwelling;or

(b) a communal storage area:

(i) at least 4.5m from frontage; and

(ii) at least 5.5m from anotherdwelling; and

(iii) screened from frontage by a wallat least 1.2m high.

Not applicable.


10.4.9 Suitability of a site or lot for use or development

10.4.9 (A1) A site or each lot on a plan ofsubdivision must:

(a) have an area not less than 330m2

excluding access strip; and

(b) contain a building area of not lessthan 10m x 15m

(i) clear of any applicable boundarysetback;

Compliant.

(a) Lot area is 960m2.

(b) Building area of 30m x 18m isavailable.



(ii) clear of any zone boundarysetback;

(iii) clear of any registeredeasement;

(iv) clear of any registered easementbenefiting other land;

(v) clear of any restriction imposedby a utility;

(vi) not including an access strip;

(vii) accessible from a frontage oraccess strip; and

(viii) if a new residential lot, with along axis within the range 30ºeast of north and 20º west ofnorth.

10.4.9 (A2) A site or each lot on a plan ofsubdivision must have:

(a) road frontage of not less than:

(i) 3.6m for single dwelling; or

(ii) 6m for multiple dwelling andnon-residential use; or

(b) access provided by a right-of-way to aroad over land not the sole orprincipal means of access to otherland:

(i) 3.6m wide – single dwelling; or

(ii) 6m wide – multiple dwelling andnon-residential use; or

(c) access strip to a road not the sole orprincipal access to other land not lessthan:

Compliant.

(a) Road frontage is 3.753m.

(b) No right-of-way proposed.

(c) No access strip proposed.

(d) The Department of Infra-structure, Energy and Resources(DIER) had no objection to thedevelopment but has a conditionfrom the subdivision approval toapply to the development approval.The following condition isrecommended.

“A Permit or similar must beissued by the Department ofInfrastructure, Energy andResources, under the Roadsand Jetties Act 1935 toundertake any access works



(i) 3.6m – single dwelling; or

(ii) 6m – multiple dwelling and non-residential use; and

(d) vehicular access in accordance withthe Local Government (Highways) Act1982 or the Roads and Jetties Act1935.

within the State RoadReservation (PreservationDrive).”

10.4.9 (A3) Water supply provided inaccordance with the Water and SewerageIndustry Act 2009.

Compliant.

Lot connected to reticulated watersupply.

10.4.9 (A4) Sewage and waste waterdrained in accordance with the Water andSewerage Industry Act 2009.

Compliant.

Lot connected to reticulated sewagesystem.

10.4.9 (A5) Stormwater drained inaccordance with the Drains Act 1954.

Compliant.

Lot connected to reticulatedstormwater system.

10.4.10 Dwelling density for single dwelling development

10.4.10(A1) The site area per dwellingmust:

(a) be not less than 330m2

(b) be not more than 830m2

(c) be not less than one dwelling per lot ifthe site is a single lot approved forresidential use.

Compliant.

The site area is 960m2 and theoriginal subdivision was approvedunder the former Central CoastPlanning Scheme 2005.



10.4.11.1 Other development

10.4.11.1(A1) A building wall must besetback from a frontage:

(a) not less than 4.5m from primaryfrontage; and

(b) not less than 3m from a secondaryfrontage; or

(c) the same as existing building setbackson an adjoining site;

(d) not less than any building retained onthe site;

(e) in accordance with a building areacontained on a sealed plan ofsubdivision; or

(f) 50m from the Bass Highway.

Not applicable.


10.4.11.1 (A2) Buildings other thandwellings to be contained within buildingenvelope determined by:

(a) applicable frontage setback;

(b) 4m from rear boundary or if aninternal lot 4.5m from the abuttingrear boundary of an adjoining site:

(c) a line at 45º from a point 3m aboveground level at each side boundaryand 4m from the rear boundary to aheight of 8.5m if walls are setback -

(i) 1.5m from each side boundary;or

(ii) less than 1.5m if –

a. built against existing wallof a building; or

Not applicable.




b. the wall or walls –

i. lesser of 9m lengthor one-third of theadjoining boundary;

ii. no door or window;and

iii. overshadowing doesnot result in –

a. less than 2 hourscontinuoussunlight in anadjacent dwellingbetween 9.00amand 3.00pm on21 June; or

b. further reductionin continuoussunlight if alreadyless than 2 hoursbetween 9.00amand 3.00pm on21 June; or

c. in accordancewith any buildingenvelope on asealed plan.

10.4.11.1 (A3) Site coverage must:

(a) be not more than 50%; or

(b) more than a building area on a sealedplan of subdivision.

Not applicable.


10.4.11.1 (A4) Garage, carport, parkingarea and areas for goods handling orstorage must be located behind the primaryfrontage of a building.

Not applicable.




10.4.11.1 (A5) Garage or carport opening infrontage elevation must be the lesser of:

(a) 6m; or

(b) half the frontage width.

Not applicable.


10.4.11.2 Visual and acoustic privacy for residential development

10.4.11.2 (A1) Door or window to ahabitable room or balcony, deck etc. must:(a) if floor level is more than 1m above

ground level:

(i) be not less than 6m from a door,window etc. on same site;

(ii) be not less than 3m from a sideboundary;

(iii) be not less than 4m from a rearboundary; and

(iv) if an internal lot, be not lessthan 4.5m from the rearboundary of a lot on an adjacentsite; or

(b) if less than setbacks in A1(a):

(i) be off-set by 1.5m;

(ii) have a window sill height of notless than 1.8m above floor level;

(iii) have glazing or screening withuniform transparency of 25% to1.7m above floor level; or

(iv) have a screen (not vegetation)not less than 1.8m high withuniform transparency of 25% forfull width of door, window etc.

Not applicable.




10.4.11.2 (A2) An access strip, drivewayetc. must be separated 1.5m horizontallyand vertically from door, window etc. of adwelling.

Not applicable.

10.4.11.3 Frontage fences

10.4.11.3 (A1) Maximum height of a fencewithin frontage setback must be:

(a) not more than 1.2m if solid; or

(b) not more than 1.8m provided thatheight above 1.2m has uniformtransparency of 30%.

Not applicable.


10.4.12 Setback of sensitive use development

10.4.12 (A1) A building containing asensitive use must be within a buildingenvelope determined by:

(a) setback from zone boundary; and

(b) a line at 45 degrees from horizontal ata wall height of 3m at the requiredsetback distance from zone boundary.

Compliant.

The nearest zone is Rural Resourcewhich is 383m away on the oppositeside of the Bass Highway.

10.4.12 (A2) Development for a sensitiveuse must be 50m from:

(a) a major road;

(b) a railway;

(c) land designated for future road or railpurposes; or

(d) a proclaimed wharf area.

Compliant.

Proposed dwelling located 53maway from the rail line and 330maway from Bass Highway; (c) and (d)are not applicable.

10.4.13 Subdivision

There are no Acceptable Solutions. Not applicable.



Proposed development is a singledwelling and no subdivision isproposed.

10.4.14 Reticulation of an electricity supply to new lots on a plan of subdivision

10.4.14 (A1) Electricity reticulation and siteconnections must be installed underground.

Not applicable.

CODES

E1 Bushfire-Prone Areas

Bushfire-Prone Areas Not applicable. Nearest Bushfire-Pronearea is approximately 400m away.

E2 Airport Impact Management Not applicable - no Code in the Scheme.

E3 Clearing and Conversion ofVegetation

Compliant.

This Code applies as it is within 30m of awatercourse, however there is noproposed clearing of vegetation withinthe site or of the creek bank.

A condition on the permit to ensure nodamage or contamination to the creekduring construction is required. Thefollowing conditions are recommended.

“Suitable and appropriate measuresare to be employed to preventsiltation of the watercourse fromrunoff during the constructionstage for the main dwelling, to thesatisfaction of the DirectorDevelopment & RegulatoryServices.”

“The edge of Sulphur Creek is to betemporarily fenced to prevent



works and site activity extendingbeyond the construction area andinto the watercourse, to thesatisfaction of the DirectorDevelopment & RegulatoryServices.”

E4 Change in Ground Level

E4.6.1 (A1) Requires that cut or fill:

(a) must not be in EnvironmentalLiving or EnvironmentalManagement zones;

(b) be required to:

(i) provide for structures orbuildings;

(ii) facilitate vehicular access;

(iii) mitigate exposure to anatural or environmentalhazard;

(iv) facilitate provision ofutility;

(v) assist consolidation ofdevelopment; or

(vi) assist in management ofstormwater;

(c) not increase stormwater flow:

(i) on adjacent land;

(ii) pooling on site or adjacentland; or

(iii) upstream in a natural orartificial drainage channel;

(a) Compliant.

Not in Environmental Living orEnvironmental Management zones.

(b) Compliant.

Fill required for a building (dwelling) andmitigation of a hazard (flooding).

(c) Compliant.

Flow of stormwater in Sulphur Creekwould not as it would be connected to areticulated stormwater system.

(d) Compliant.

The development is not likely to increasethe flood level to a point where otherbuildings would be unreasonably affecteddue to no work being proposed on thecreek bank and the dwelling to be built300mm above the R.L. 3.95m AHD.

(e) Compliant.

(f) Compliant.

(g) Compliant.

(h) Compliant.



(d) not destabilise existing buildingsor increase constructionrequirements on adjacent land;

(e) manage disposal of intersectedgroundwater;

(f) safeguard safety of receivingwaters from erosion,sedimentation andcontamination;

(g) not require a retaining structurethat would result in a ‘line ofinfluence’ greater than 450mmon adjacent land;

(h) not reduce cover of anunderground utility to less than1m, unless:

(i) the regulated entity issatisfied it will not harmthe utility; and

(ii) conditions are appropriateto protect the utility.

E5 Local Heritage Not applicable - no sites listed in theCode.

E6 Hazard Management

E.6.5.1 Use must not occur onpotentially contaminated land.

Compliant.

E6.5.2 Use on land exposed topotential hazard on a Scheme map,must:

(a) not be for a critical, hazardous orvulnerable use;

(b) not be residential if the risk is

Not applicable.



medium or higher; and

(c) a hazard risk assessmentdemonstrates risk is tolerable.

E6.6.1 Development must not occuron potentially contaminated land.

Compliant.

E6.6.2 Site contained on a Schemehazard map must have a hazard riskassessment which shows risk istolerable.

Not applicable.

E7 Sign Not applicable – no signs proposed.

E8 Telecommunication Infrastructure Not applicable – no telecommunicationsproposed.

E9 Traffic Generating Use and Parking

E9.5.1 Code requires provision of twoparking spaces.

Compliant.

There are three car parking spacesproposed.

E9.5.2 Provision requires:

(a) for loading in accordance withTable E9A; and

(b) passenger pick-up for businessetc. at one space per 50 parkingspaces

Compliant.

No requirement for loading andunloading for residential uses underTable E9A.

E9.6.1 Road access requires accessapproval by the Council under theLocal Government (Highways) Act1985, or State Government under theRoads and Jetties Act 1935.

Compliant.

DIER had no objection to thedevelopment.

E9.6.2 (A1) Design of vehicle parkingand loading areas requires:

(a) vehicle parking and manoeuvringareas to be designed and

Compliant.

(a) There is enough area formanoeuvring.



constructed in accordance withAS/NZS 2890.1 (2004) – ParkingFacilities – Off Street Car Parking;

(e) each parking space to beaccessed from an internalcirculation aisle;

(f) provision for the forwardmovement of vehicles on the site(except if entering or leaving aparking space);

(g) provision of all-weather surface.

(e) Each space is accessible from aninternal circulation aisle.

(f) On-site turning for each space isprovided.

(g) Details of driveway show it is to besealed.

E9.6.2 (A2) Design of vehicle parkingand loading areas in Rural Living,Environmental Living, Open Space,Rural Resource and EnvironmentalManagement zones, requires designand construction in accordance withARRB Good Practice Guideline.

Not applicable.

Not contained within the specified zones.

E10 Water and Waterways Code applies because dwelling is within30m of the bank of the watercourse(Sulphur Creek), i.e. closest part of theshed would be on the stream bank andclosest part of house would be 4m fromstream bank.

E10.6.1 Development must:

(a) be required to access water bodyexcept in exceptionalcircumstances;

(b) minimise risks to watercoursevalues;

(c) be consistent with advice ofrelevant entity.

Non-compliant.

(a) Development not required toaccess water body but exceptionalcircumstance provision wouldreasonably apply.

(b) There are no adequate measuresshown to minimise risks towatercourse during construction,conditions on the permit arerequired to ensure no damage orcontamination to the creek duringconstruction. The followingconditions are recommended.



Issues –

The principal issues raised with the proposed development are:

1 Setback of building near front, rear and side boundaries.

“Suitable and appropriatemeasures are to be employedto prevent siltation of thewatercourse from runoffduring the construction stagefor the main dwelling, to thesatisfaction of the DirectorDevelopment & RegulatoryServices.”

“The edge of Sulphur Creek isto be temporarily fenced toprevent works and siteactivity extending beyond theconstruction area and intothe watercourse, to thesatisfaction of the DirectorDevelopment & RegulatoryServices.”

(c) No advice required – no applicableregulations.

E10.6.2 Development must:

(a) be required to locate on shorelinefor operational efficiency;

(b) avoid unreasonable impact onpublic access to shoreline;

(c) minimise impact on scenicqualities;

(d) minimise impact on amenity andaesthetic appearance.

Not applicable – site not within ashoreline area.



2 Dwelling located within 30m of a watercourse.3 Land subject to flooding.4 Title restrictions.

Each issue is discussed as follows:

1 Setback of building near front, rear and side boundaries -

The front, rear and (both) side setbacks do not meet the Acceptable Solutions of theScheme. The associated Performance Criteria for 10.4.2 Setbacks and buildingenvelope for all dwellings and 10.4.6 Privacy for all dwellings require thatovershadowing of a habitable room or private open space of another dwelling isminimised; that the scale, bulk massing and proportions are relative to adjacentbuildings; the development is consistent with the streetscape, responds to the slopeand orientation and provides adequate separation between buildings.

The dwelling has been designed so that the living areas capture the northern sunwhilst retaining privacy to the neighbouring dwellings through the placement of thenon-habitable rooms such as toilets and bathrooms along the boundaries. Theproposed dwelling and garage would be closer than the 3m setback required to theeastern boundary. The deck on the south-east corner would provide a glass screen1m in height, there is a loss of privacy issue on this boundary as the propertyboundary is on the western side of the creek and with the creek being 4-5m inwidth, the impact towards the property on the eastern side would not cause anyovershadowing or unreasonable loss of amenity to the neighbours.

The setback of the proposed garage to the property to the north (Lot 2,264 Preservation Drive) is well outside the required setback of 4.5m. The Council iscurrently also considering an application for a dwelling development on Lot 2. Theapplication proposes a shed on the southern boundary, which would be adjacent tothe proposed garage on this lot. The position of the two sheds would ensure thatno unreasonable loss of amenity or privacy would be caused to either lot.

The proposed western (side) setback of the dwelling would be within the requiredsetback of 3m. The dwelling has been designed to ensure that no habitable roomwindows are closer than 3m to the side boundary where the floor level is above 1m.Any loss of privacy and the likely level of shadowing of the adjoining lot to the westwould be minimal and not unreasonable.

The rear setback for the proposed dwelling would be within the required 4.5m. Theproposed dwelling locates two bedrooms on the ground floor which would be withinthe setback but would have limited impact on the neighbouring property in regardto loss of privacy or amenity due to the windows being 1.6m above the floor level.



Overall the proposed two-storey dwelling and garage have been designed to ensurethat despite not meeting the required setbacks the impact on any neighbouringproperties regarding loss of amenity, privacy or overshadowing would beacceptable.

2 Dwelling located within 30m of a watercourse -

The proposed dwelling and garage would be sited adjacent the bank of the SulphurCreek, well within 30m of it. The Performance Criteria allows for developmentwithin 30m of a watercourse where required for operational efficiency, exceptionalcircumstance, or where there is significant benefit for the region. It also requiresthat risk to the function and values of a watercourse are minimised.

In this case the proposed siting of the development is not likely to cause any offenceto the function or values of the watercourse as there are no works proposed to beundertaken in the watercourse. However there could be a risk of harm resultingfrom construction activities including escapee building materials or erosion andsiltation. It would be appropriate that the edge of the watercourse is temporarilyfenced to prevent works and site activity extending into the watercourse and thatadequate measures are employed to prevent siltation of the watercourse fromoccurring.

The stated circumstances for development being within 30m of a watercourse arequite restrictive. The nature of the site and the design response make it difficult toavoid being within that distance. This proposal and the site are considered to be anexceptional circumstance and on this basis it is considered that an exercise ofdiscretion would be justified.

3 Land subject to flooding -

The site is situated adjacent Sulphur Creek and construction of the new dwelling isnot likely to increase the flood level in the surrounding area of the creek. While it islikely that dwellings on Lots 2 and 3 may cause some limiting of the area withinwhich floodwater is stored in the creek, any consequent increase in the height of thefloodwater is likely to be minor. The need for any additional measures to controlflooding on surrounding properties resulting from development on Lots 2 and 3 istherefore considered unlikely.

4 Title restrictions -

As previously mentioned under the history (‘Background’ section above), thisapplication is the second for the site by the owner. The first was shown to beinconsistent with a covenant on the Title which prevented any part of the lot belowthe 1:100 ARI flood level to be built on or modified, that would restrict the free



passage of water in a flood event [2(b) on the Schedule of Easements]. Applicationof this covenant would prevent any filling on the site and/or construction of adwelling.

A meeting with the applicant, his lawyer and the applicant for a dwelling on anadjoining lot was held on 18 February 2014. At that meeting it was decided that theapplicant’s lawyer would prepare a letter requesting removal of the condition thatrequired the covenant. Once the covenant is amended the applicant’s lawyer wouldinstitute an amendment to the Sealed Plan. The covenant would be reworded to,‘Not to permit or allow any part of the said Lots to be filled outside a buildingfootprint to a level higher than R.L. 3.95m AHD.’ The amended covenant wouldlimit fill on the lot to a level that would avoid flood levels on surrounding propertiesfrom reaching inappropriate levels.

A condition on the permit is recommended to ensure the development can progress:

‘Prior to the issue of a building permit an amendment to the covenant on theSealed Plan must be approved as follows: “Not to permit or allow any part ofthe said Lots to be filled outside a building footprint to a level higher thanR.L. 3.95m AHD.” ’

Referral advice –

Referral advice from the various Departments of the Council and other serviceproviders is as follows:

SERVICE COMMENTS/CONDITIONS

Environmental Health No conditions required.

Engineering Services Standard conditions – included in permitconditions.

TasWater TasWater permit has been issued with noconditions.

Department of Infrastructure,Energy and Resources

DIER had no objection to the proposeddevelopment.

Environment Protection Authority Referral not required.

TasRail Referral not required.

Heritage Tasmania Referral not required.



Crown Land Services Referral not required.

Other Referral not required.

CONSULTATION

In accordance with s.57(3) of the Land Use Planning and Approvals Act 1993:

. a site notice was posted;

. letters to adjoining owners were sent; and

. an advertisement was placed in the Public Notices section of The Advocate.

Representations –

One representation was received within the prescribed time, a copy of which isprovided at Annexure 3.

The representation is summarised and responded to as follows:

MATTER RAISED RESPONSE

1 Proximity of the proposeddevelopment and possibleimpact on the beauty of theexisting integrity of theSulphur Creek bank, coastalvegetation and waterwayhabitat.

The development is close to the creek,although there is no intention to do any workto the creek bank during construction.

To ensure no damage or contamination tothe creek, permit conditions arerecommended as follows.

“Suitable and appropriate measures areto be employed to prevent siltation ofthe watercourse from runoff during theconstruction stage for the maindwelling, to the satisfaction of theDirector Development & RegulatoryServices.”

“The edge of Sulphur Creek is to betemporarily fenced to prevent worksand site activity extending beyond theconstruction area and into thewatercourse, to the satisfaction of theDirector Development & RegulatoryServices.”



RESOURCE, FINANCIAL AND RISK IMPACTS

The proposal has no likely impact on Council resources outside those usuallyrequired for assessment and reporting, and possibly costs associated with an appealagainst the Council’s determination should one be instituted.

CORPORATE COMPLIANCE

The Central Coast Strategic Plan 2009-2014 includes the following strategies andkey actions:

The Shape of the Place. Adopt an integrated approach to land use planning

The Environment and Sustainable Infrastructure. Contribute to a safe and healthy environment.

CONCLUSION

The proposal for a dwelling and garage is appropriate as a use in the GeneralResidential Zone: it is permitted and would be compatible with the residential natureof the surrounding area.

There are some matters which are not consistent with Acceptable Solutions andrequire an assessment against the relevant Performance Criteria.

These have been discussed in detail in the report and have been found to besatisfactory upon assessment against the Performance Criteria or made satisfactorythrough the imposition of conditions.

Recommendation -

It is recommended that the application for a Residential dwelling at Lot 3,264 Preservation Drive, Sulphur Creek be approved subject to the followingconditions and notes:

1 The development must be substantially in accordance with the applicationfor this permit, unless modified by a condition of this permit.

2 Suitable and appropriate measures are to be employed to prevent siltation ofthe watercourse from runoff during the construction stage for the maindwelling, to the satisfaction of the Director Development & RegulatoryServices.



3 The edge of Sulphur Creek is to be temporarily fenced to prevent works andsite activity extending beyond the construction area and into thewatercourse, to the satisfaction of the Director Development & RegulatoryServices.

4 Prior to the issue of a building permit an amendment to the covenant on theSealed Plan must be approved as follows: “Not to permit or allow any part ofthe said Lots to be filled outside a building footprint to a level higher thanR.L. 3.95m AHD.”

5 The location of the sewer, water and stormwater connection points, and thesuitability of these to service the proposed development, should beconfirmed and be shown on the plans submitted with the Building Permitapplication.

6 A Permit or similar must be issued by the Department of Infrastructure,Energy and Resources under the Roads and Jetties Act 1935 to undertake anyaccess works within the State Road Reservation (Preservation Drive).

Please note:

1 A planning permit remains valid for two years. If the use or development hasnot substantially commenced within this period an extension may be grantedif a request is made before this period expires. If the permit lapses, a newapplication must be made.

2 Building and Plumbing Permits are required for the proposed development.A copy of this Planning Permit should be given to your building surveyor.”


“A copy of the Annexures referred to in the report have been circulated to allCouncillors.”

Cr Howard moved and Cr van Rooyen seconded, “That the application for a Residentialdwelling at Lot 3, 264 Preservation Drive, Sulphur Creek be approved subject to thefollowing conditions and notes:

1 The development must be substantially in accordance with the application for thispermit, unless modified by a condition of this permit.

2 Suitable and appropriate measures are to be employed to prevent siltation of thewatercourse from runoff during the construction stage for the main dwelling, to thesatisfaction of the Director Development & Regulatory Services.



3 The edge of Sulphur Creek is to be temporarily fenced to prevent works and siteactivity extending beyond the construction area and into the watercourse, to thesatisfaction of the Director Development & Regulatory Services.

4 Prior to the issue of a building permit an amendment to the covenant on the SealedPlan must be approved as follows: “Not to permit or allow any part of the said Lotsto be filled outside a building footprint to a level higher than R.L. 3.95m AHD.”

5 The location of the sewer, water and stormwater connection points, and thesuitability of these to service the proposed development, should be confirmed andbe shown on the plans submitted with the Building Permit application.

6 A Permit or similar must be issued by the Department of Infrastructure, Energy andResources under the Roads and Jetties Act 1935 to undertake any access workswithin the State Road Reservation (Preservation Drive).

Please note:

1 A planning permit remains valid for two years. If the use or development has notsubstantially commenced within this period an extension may be granted if arequest is made before this period expires. If the permit lapses, a new applicationmust be made.

2 Building and Plumbing Permits are required for the proposed development. A copyof this Planning Permit should be given to your building surveyor.”

Carried unanimously

G E N E R A L M A N A G E M E N T


GENERAL MANAGEMENT

105/2014 Minutes and notes of committees of the Council and other organisations

The General Manager reported as follows:

“The following (non-confidential) minutes and notes of committees of the Counciland other organisations on which the Council has representation have beenreceived:

. Central Coast Community Safety Partnership Committee – meeting held on26 February 2014

. Turners Beach Community Representatives Committee – meeting held on27 February 2014

. East Ulverstone Swimming Pool Management Committee – meeting held on13 March 2014

. Central Coast Youth Engaged Steering Committee – meeting held on20 March 2014

. Development Support Special Committee – meeting held on 31 March 2014.

Copies of the minutes and notes have been circulated to all Councillors.”

Cr Diprose moved and Cr Downie seconded, “That the (non-confidential) minutes andnotes of committees of the Council be received.”

Carried unanimously

106/2014 Schedule of Appointments to Statutory Bodies, Groups and Organisations,Council and Special Committees, Community Advisory Groups and WorkingGroups - Central Coast Chamber of Commerce and Industry Inc. (240/2013– 19.08.2013)


“PURPOSE

The purpose of this report is to seek a replacement representative to represent theCouncil on the Central Coast Chamber of Commerce and Industry Inc.

BACKGROUND

The current representative from the Central Coast Council on the Central CoastChamber of Commerce and Industry Inc. is Cr Lionel Bonde.



DISCUSSION

Due to health issues, Cr (L) Bonde has advised of his resignation from thisCommittee as he is now unable to attend these meetings. Cr Broad is the currentproxy appointment.

The meetings are held monthly, on the third Thursday in the month, commencing at7.00pm.

CONSULTATION

Consultation is not required on this matter.

IMPACT ON RESOURCES

There are no resource implications to consider in this matter.



A Connected Central Coast. Improve community wellbeing

Council Sustainability and Governance. Improve service provision. Strengthen local-regional connections.

CONCLUSION

It is recommended that the Council make an appointment to fill the vacant positiondue to the resignation of Cr (L) Bonde.”

Cr Downie moved and Cr Diprose seconded, “That Cr Broad be appointed asrepresentative and Cr Bloomfield be appointed as proxy representative to the Central CoastChamber of Commerce and Industry Inc.”

Carried unanimously

107/2014 Central Coast Strategic Plan 2014-2024




“The Economic Development and Marketing Manager reported as follows:

‘PURPOSE

The purpose of this report is to present a final draft of the Central CoastStrategic Plan 2014-2024 for the Council’s consideration and adoption.

BACKGROUND

The Strategic Plan 2014-2024 is a replacement for and builds on theStrategic Plan 2009-2014 adopted by the Council on 12 July 2004 (Minute154/2009).

The Strategic Plan focuses on the distinctiveness of our location, lifestyle andstrengths to achieve the aspirations of local communities and to set thedirection for the Council in determining how best to target its resources andefforts. It identifies the key strategic directions, strategies and actions thatthe Council plans to pursue over the coming ten-year period. The StrategicPlan is an integrated document that frames the Council’s Annual CorporatePlan:

. Central Coast Strategic Plan 2014-2024 - a ten year time horizonwith overarching strategic direction and priorities. It also providesthe context and resources for turning strategy into action; and

. Central Coast Annual Corporate Plan - the Council’s detailed annualimplementation plan including the Annual Budget Estimates.

In order to provide consistency and continuity, the Strategic Plan 2014-2024has maintained and refined the strategic planning framework and structureof the Strategic Plan 2009-2014.

DISCUSSION

In developing the Strategic Plan an internal review of the Council’s currentstrategic planning framework was undertaken. This included workshops withthe Council and Senior Management Team. The Strategic Plan is alsoinformed by a range of other current Council Plans and communityengagement activities. A community workshop on the Strategic Plan wasalso held in November 2013.

A copy of the draft Strategic Plan 2014-2024 is provided as an annexure tothis report.



CONSULTATION

A copy of the draft Strategic Plan 2014-2024 was mailed out to allparticipants who attended the workshop in November 2013. Submissionswere invited. Advertisements were placed in The Advocate newspaper callingfor submissions, both in the Local Government column as well as the Mayor’sMessage in the Central Coast page. Copies of the Plan were available at boththe Ulverstone Administration Centre and the Penguin Service Centre.

Only a few copies of the Plan were handed out. Sixty-six people viewed thedocument online of which 55 downloaded a copy. No submissions werereceived by the closing date of 4 April 2014.


The Strategic Plan will be made available online. It is also proposed to makea number of hard copies available at the Council’s Administration and ServiceCentres. This cost was budgeted for within the 2013-2014 Estimates.


The Central Coast Strategic Plan 2014-2024 includes the following strategicdirections and strategies:

The Shape of the Place. Improve the value and use of open space. Conserve the physical environment in a way that ensures we have a

healthy and attractive community. Encourage a creative approach to new development

A Connected Central Coast. Provide for a diverse range of movement patterns. Connect the people with services. Improve community wellbeing

Community Capacity and Creativity. Community capacity-building. Facilitate entrepreneurship in the business community. Cultivate a culture of creativity in the community

The Environment and Sustainable Infrastructure. Invest in and leverage opportunities from our natural environment. Contribute to a safe and healthy environment. Develop and manage sustainable built infrastructure. Contribute to the preservation of the natural environment



Council Sustainability and Governance. Improve corporate governance. Improve service provision. Improve the Council’s financial capacity to sustainably meet

community expectations. Effective communication and engagement. Strengthen local-regional connections.

CONCLUSION

It is recommended that the Council adopt the Central Coast Strategic Plan2014-2024.”

The report is supported.”


“A copy of the Central Coast Strategic Plan 2014-2024 has been circulated to allCouncillors.”

Cr Bloomfield moved and Cr Broad seconded, “That the Council adopt the Central CoastStrategic Plan 2014-2024 (a copy being appended to and forming part of the minutes).”

Carried unanimously

108/2014 Central Coast Local Economic Development Framework


“The Economic Development and Marketing Manager reports as follows:

‘PURPOSE

The purpose of this report is to present a final draft of the Central CoastLocal Economic Development Framework for the Council’s consideration andadoption.

BACKGROUND

The Central Coast local economy is embedded within the regional andbroader global economy. The fluid and overlapping nature of economicactivity means it is difficult to delineate the local economy from the regionaland global context.



Similarly, economic development takes place at different, often overlappingscales and in different contexts and jurisdictions. While still including theCouncil and other tiers of government, local economic development needs toinclude softer processes for engagement in a way that activates local assetsand capability to provide the basis for timely collective action. Such anapproach suggests that governments at all levels should be increasinglyfocusing their role as enablers and as levers of generating public value ratherthan direct providers of services.

The Central Coast Local Economic Development Framework (the Framework)has been developed to provide an overarching strategic direction to guide theCouncil’s ongoing decision making and action. It also provides a suite of keystrategies and potential actions from which the Council and other keystakeholders can draw to help build the competitiveness, productivity andresilience of the local economy and support the ongoing economic wellbeingof our community now and into the future.

The Framework is intended to act more as a roadmap or a strategic agenda toguide the Council’s direct contribution to transforming the local economy aswell as providing a context to engage with local and regional stakeholdersthrough an ongoing process of:

. Assessing what is happening in the local economy and the key assetsaround which to build a local course of action;

. Identifying specific outcomes and priorities and building a platformfor direct Council action as well as engagement, consensus,coordination and cooperation with other key stakeholders to improveconditions for economic growth and employment generation; and

. Turning strategy into action, including how to engage and leveragekey available assets and resources that can be used to implementstrategies.

DISCUSSION

A copy of the Framework is attached at Annexure 1. A more detailedEconomic Development Roadmap (the Roadmap) has previously beenprovided to Councillors. The Roadmap is an internal working document thatprovides the detail and analysis that underpins the Local EconomicDevelopment Framework. It also includes a specific Council implementationplan.



Major influences on the Central Coast local economy include:

. The local economy depends on what we do locally as well as what ishappening in the regional and global market place;

. The local economy is to a large extent dependent on the productivity,competitiveness and resilience of the regional economy and thecapability of its workforce. Both the regional and Central Coast localeconomies are strongly influenced by the major employment andservice centres of Burnie and Devonport; and

. Recognised drivers that underpin viable and competitive regionsinclude:

Improvements in human capital, particularly education andskills;

Sustainable (economic, environment and social) communitiesand population change;

Access to international and regional markets;

Comparative advantage and business competitiveness;

Effective cross-sectoral and intergovernmental partnershipsand integrated regional planning; and

Regional engagement.

The Council is one of many contributors responsible for achieving improvedeconomic outcomes at the interconnected local and regional scales. Thissuggests that local economic development requires a more coordinated,integrated and adaptable/flexible approach that includes:

1 An overarching framework to provide the context for economicdevelopment at both local and regional scales;

2 An implementation plan for Council-specific actions - this alsoincludes:

. Developing the associated networked and collaborativegovernance arrangements to improve the alignment andcoordination between grass roots and regional engagementapproaches to development; and



. Improving Council capability and processes (outputs) toeffectively contribute to specific economic outcomes.

3 Grass roots, community-led development designed to grow the localeconomy from within - this includes the Council and communityworking together, where appropriate, to initiate, incubate andimplement solutions to current and future challenges andopportunities; and

4 Regional engagement – identifying and leveraging opportunities toco-deliver actions to build economic productivity, competitivenessand sustainability at a more functional regional economic scale.

Not all economic opportunities and challenges fit within the traditionalCouncil planning approach. This implies focusing less on traditional planningand service delivery models and building more networked and collaborativerelationships at the local and regional levels.

The Framework acknowledges:

. The evolving role and responsibility of local government in economicdevelopment;

. Engaging with communities needs a different way of thinking that ismore consistent with how communities function – that is, morenetworked and open ways to identify, link and leverage the assets inour communities in order to achieve transformational outcomes;

. Not all challenges and opportunities impacting our community arewithin the Council’s control or influence – the Council has a crucialrole to play in engaging and mobilising the required commitment andresources to implement a project or activity at the appropriate scaleto achieve effective economic outcomes;

. Work and/or plans are already underway at various scales or withinspecific sectors. It is not the Council’s role to duplicate or competewith other effective development efforts;

. Resource constraints make it impossible to act on all challenges andopportunities immediately. More collaborative, adaptive, flexible andtimely approaches to decision making are required to ensureresources and action remain focused on the challenges andopportunities that matter most; and



. Economic growth should not be undertaken at the cost of social andenvironmental sustainability.

The Framework is in part premised on the assumption that with aninnovative entrepreneurial culture, local communities, with support, arecapable of becoming more self-reliant and willing to take moreresponsibility for their future growth trajectories. The Council is well placedto take a leadership role to facilitate/expedite a community-led approach todevelopment and the associated governance arrangements that:

. Encourage people in our communities to come together to identify,prioritise and understand the nature of issues and build relationshipsand trust to co-create and co-deliver responses to such issues; and

. Create the right conditions for local community action.

While there are important points of difference between the region’s localcommunities, cultural, socially and economically; we share more similarities,particularly in the urban area that exists between and around the region’stwo airports. This reflects the nature of economic and social inter-connectedness within and between these communities.

While there is a case for working with communities and businesses at thelocal level or within specific sectors, the drivers that underpin viable andcompetitive regional economies are best tackled at a more functional,regional economic scale.

The opportunity exists for the Council to take a leadership role to facilitate/expedite the development of a set of governance arrangements to engagewith key stakeholders at a more functional regional scale.

The Framework identifies the major challenges and opportunities facing thelocal and regional economies and captures potential strategies and actionsto tackle the drivers of economic development. It also identifies the scale atwhich such strategies/actions should be tackled.

The associated Council Implementation Plan (Chapter 4 of the previouslydistributed Roadmap) provides the means for the Council to, over time:

. Guide strategies internally and across organisational and politicalboundaries and multiple scales;



. Build collaborative arrangements for the development andimplementation of common strategies at both local and regionalscales;

. Engage communities in the co-design and co-delivery of solutions totackle key community issues; and

. Adapt to/capitalise quickly on key local opportunities and challenges.

CONSULTATION

The Council is currently developing the processes and resources throughwhich to engage with the community and other key stakeholders to cometogether to co-create and co-deliver responses to key community issues.

The Framework is underpinned by a number of plans, reference documentsand analysis that is intended to provide the context for ongoing engagementbetween the Council, community and regional stakeholders to developcollaborative approaches to improving the competitiveness, productivity andresilience of the local economy and support the ongoing economic wellbeingof our community.

The Framework proposes the establishment of participatory governancearrangements to improve engagement at both the local and functionalregional scales.


The Framework has been designed to guide the Council’s decision makingand so while there are resourcing and financial implications, future actionswill be included in the Council’s strategic and corporate planning processesand will be subject to the usual approval/budgetary processes.


The Central Coast Strategic Plan 2009-2014 includes the following strategiesand key actions:

The Shape of the Place. Encourage a creative approach to new development

A Connected Central Coast. Connect the people with services



Community Capacity and Creativity. Community capacity-building. Facilitate entrepreneurship in the business community. Cultivate a culture of creativity in the community

The Environment and Sustainable Infrastructure. Invest in and leverage opportunities from our natural environment. Develop and manage sustainable built infrastructure

Council Sustainability and Governance. Improve corporate governance. Improve service provision. Effective communication and engagement. Strengthen local-regional connections.

CONCLUSION

It is recommended that the Central Coast Local Economic DevelopmentFramework be adopted.’

The report is supported.”


“Copies of the Central Coast Local Economic Development Framework and Roadmaphave been circulated to all Councillors.”

Cr van Rooyen moved and Cr Bloomfield seconded, “That the Central Coast LocalEconomic Development Framework (a copy being appended to and forming part of theminutes) be adopted.”

Carried unanimously

109/2014 Public question time

The time being 6.44pm, the Mayor introduced public question time.

There were no questions from the public.

C O R P O R A T E & C O M M U N I T Y S E R V I C E S


CORPORATE & COMMUNITY SERVICES

110/2014 Corporate & Community Services determinations made under delegation

The Director Corporate & Community Services reported as follows:

“A Schedule of Corporate & Community Services Determinations made during themonth of March 2014 is submitted to the Council for information. The informationis reported in accordance with approved delegations and responsibilities.”



Cr Downie moved and Cr Carpenter seconded, “That the Schedule of Corporate &Community Services Determinations (a copy being appended to and forming part of theminutes) be received.”

Carried unanimously

111/2014 Contracts and agreements


“A Schedule of Contracts and Agreements (other than those approved under thecommon seal) entered into during the month of March 2014 has been submitted bythe General Manager to the Council for information. The information is reported inaccordance with approved delegations and responsibilities.”



Cr Tongs moved and Cr Downie seconded, “That the Schedule of Contracts andAgreements (a copy being appended to and forming part of the minutes) be received.”

Carried unanimously

112/2014 Correspondence addressed to the Mayor and Councillors




“PURPOSE

This report is to inform the meeting of any correspondence received during themonth of March 2014 and which was addressed to the ‘Mayor and Councillors’.Reporting of this correspondence is required in accordance with Council policy.

CORRESPONDENCE RECEIVED

The following correspondence has been received and circulated to all Councillors:

. Letter regarding ‘Welcome to Ulverstone’ signage.

. Letter regarding various issues relating to Haywoods Reserve.

. Letter regarding issues at the Penguin Stadium.

. Letter expressing appreciation to Council staff for the excellent presentationof the Ulverstone Lawn Cemetery.

Where a matter requires a Council decision based on a professionally developedreport the matter will be referred to the Council. Matters other than those requiringa report will be administered on the same basis as other correspondence received bythe Council and managed as part of the day-to-day operations.”

Cr Carpenter moved and Cr Howard seconded, “That the Director’s report be received.”

Carried unanimously

113/2014 Common seal


“A Schedule of Documents for Affixing of the Common Seal for the period18 March 2014 to 23 April 2014 is submitted for the authority of the Council to begiven. Use of the common seal must first be authorised by a resolution of theCouncil.

The Schedule also includes for information advice of final plans of subdivisionsealed in accordance with approved delegation and responsibilities.”



Cr Bloomfield moved and Cr Tongs seconded, “That the common seal (a copy of theSchedule of Documents for Affixing of the Common Seal being appended to and formingpart of the minutes) be affixed subject to compliance with all conditions of approval in



respect of each document, and that the advice of final plans of subdivision sealed inaccordance with approved delegation and responsibilities be received.”

Carried unanimously

114/2014 Financial statements


“The following principal financial statements of the Council for the period ended31 March 2014 are submitted for consideration:

. Summary of Rates and Fire Service Levies

. Operating and Capital Statement

. Cashflow Statement

. Capital Works Resource Schedule.”


“Copies of the financial statements have been circulated to all Councillors.”

Cr (L) Bonde moved and Cr Diprose seconded, “That the financial statements (copiesbeing appended to and forming part of the minutes) be received.”

Carried unanimously

115/2014 Dog control - Fixing of registration fees for the 2014-2015 financial yearand other fees under the Dog Control Act 2000


“PURPOSE

This report considers the fixing of dog registration fees for the 2014-2015 financialyear and other fees as required under the Dog Control Act 2000 (the Act).

BACKGROUND

The Dog Control Amendment Act 2009 provides for the Council to set dogregistration fees and other associated animal fees such as kennel licences,dangerous dog licences and so on. This report enables the registration fees to beset and the registration forms and tags to be issued to dog owners before the



commencement of the registration period, and other associated animal fees to beset for the 2014-2015 financial year.

DISCUSSION

The dog control legislation requires that all dogs over the age of six months beregistered with a local council and it provides for councils to set fees for thepurpose of registration and management of the Act. All dogs over six months ofage must be registered with a local council; the period of registration being 1 July to30 June each year.

The dog registration system enables the Animal Control Officer to identify a dog’sowner and records information to enforce the regulations and provisions of the dogcontrol legislation.

The Council will continue to offer a discounted fee in the following instances:

. should the dog registration be paid prior to 31 July 2014 for the2014-2015 financial year - as an incentive to maximise dog registrations asat 1 July 2014;

. should the dog be sterilised - to encourage the reduction in the instances ofunwanted or abandoned dogs;

. should the dog be obedience trained - to promote the value of obediencetraining;

. should the dog be a registered working, pure bred, greyhound or huntingdog;

. should the dog be owned and registered by a pensioner; and

. newly registered dogs that have either recently been purchased or are up tosix months of age.

The Council will continue to provide the registration services free of charge in thefollowing instances:

. should the dog be a registered and appropriately trained guide, hearing orcompanion dog (limited to one per person); and

. should the dog registration be transferred from another Tasmanian council.

The review of fees for the registration of dogs has been compared with other similarsize councils within Tasmania. The proposed Central Coast Council fees are at the



upper range of the mid-sized councils. The proposed fees reflect the continuingincrease in the cost of providing the service through increases in the cost oftransporting dogs safely (and with a minimum of stress on the animal), togetherwith a further increase in demand for out of hours services, notably the number ofdangerous dog incidents, which has led to a further increase in the cost of providingthe service above the usual cost of living increases that affect this service. To coverthese additional costs while maintaining a community service obligation of 39% theCouncil has increased fees on average by 7%. While this is acknowledged as asignificant increase, it is required to ensure that the cost of providing the service isbeing met.

The Council is also proposing to employ a contractor in the 2014-2015 financialyear to check on all Central Coast properties for unregistered dogs. This willinclude the issuing of infringements for any unregistered dogs. A similar projectwas undertaken some years ago resulting in an increase in the dog registrations forthat year of some 400 registrations however the registration numbers have droppedaway again and it is felt that it is an appropriate time to once again pursue theregistration of all unregistered dogs.

In setting the community service obligation component the Council has consideredfive rationales which include the following questions:

. is it considered a public good?;

. is it a private good that has public benefits?;

. the relative need for the service;

. the ability to pay for the service; and

. the essential nature of the service.

The Council considers that while the ownership of dogs is a private good it doeshave some public benefits, such as companionship, social, therapy, security andrecreational benefits. The Council believes that there is a need for the service andthat the community sees a high need for the policing of dogs in public areas such asbeaches, streets and through legislative requirements. The Council recognises theessential nature of the service in that the community expects that dog controlshould be provided to ensure quality of life for residents within the municipal area.

The Council also provides a discount period as an incentive to responsible dogowners who endeavour to meet the relevant legislative requirement to register theirdog at the start of the financial year. Under the Act dogs are required to beregistered as at 1 July each year and while the Council sends out registrationrenewals at the start of June each year to facilitate timely registration, the Councilalso extends the discount period for the payment of registration through to the endof July each year to assist responsible dog owners in meeting the cost of that



registration. The Council offers discounted fees to persons who acquire a dog partway through the year and refunds part of the registration cost of deceased dogswhere it is appropriate to do so.

CONSULTATION

A broad range of councils (of the 29 across Tasmania) were investigated to comparefees and charges for dog registration fees. The Central Coast Council falls withinthe upper range of the mid-sized councils and the proposed dog registration andassociated fees fall within the upper range of fees charged by those councils.

IMPACT ON RESOURCES

The proposed fee structure is based on retention of the current dog controlprocedures and is calculated to meet the projected cost of dog control in 2014-2015 with the exception of the community service obligation to be met from rates.

To ensure that the level of the community service obligation does not increase andto meet the increase in costs over the past year there is a need for an increase in thefees structure for 2014-2015. A copy of the fees structure for the 2013-2014financial year is appended to this report.



The Shape of the Place. Conserve the physical environment in a way that ensures we have a healthy

and attractive community

A Connected Central Coast. Improve community wellbeing

Council Sustainability and Governance. Improve corporate governance. Improve service provision.

CONCLUSION

It is recommended that dog registration fees be fixed for the financial year1 July 2014 to 30 June 2015 in respect of all dogs over the age of six months, at thefollowing rates:



DESCRIPTION INCENTIVE RATE(IF PAID ON OR BEFORE

31 JULY 2014)

FULL RATE(IF PAID AFTER

31 JULY 2014)

Unsterilised dog $52.00 $94.00

Sterilised dog* $30.00 $40.00

Greyhound registered with theTasmanian Greyhound RacingBoard* $30.00 $53.00

Pure Bred dog* (kept forbreeding whose owner is theholder of a current stud prefixrecognised by the TasmanianCanine Association) $30.00 $53.00

Working dog kept for thepurpose of working farmstock* $30.00 $53.00

Hunting dog* $30.00 $53.00

Guide, Hearing or Companiondog Nil Nil

Newly registered dog(purchased through the year) –first year of registration only

N/A **Pro-rata registrationrate

Newly registered dog (up tosix months of age)* for thefirst year of registration only

N/A **Pro-rata registrationrate

Registration fee for eachDeclared Dangerous Dog $220.00 $250.00

Pensioners rate*** $25.00 $30.00

Transfer of dog registrationfrom another TasmanianCouncil for the sameregistration period (evidencemust be provided)

Nil Nil



Discount for ObedienceCertificate**** $1.00 $1.00

. *Proof of evidence must be provided at the time of registration (such as aveterinarian certificate, Tasmanian Canine Association certificate, GreyhoundRacing Board certificate, current membership of a recognised hunting dogorganisation).

. **Pro rata registration rate – The rate is calculated as the Full Rate divisibleby 12 and multiplied by the number of months or part thereof remaining inthe financial year 1 July 2014 to 30 June 2015, or taken to be the IncentiveRate, whichever is the lesser. Note: the pro-rata registration rate does notapply where the owner has neglected to register a dog prior to beingimpounded.

. ***Pensioners rate – The pensioners rate applies to ONE dog only (owned bya pensioner at the one property). Evidence such as the Pension ConcessionCard must be sighted at the time of payment.

. ****Discount for Obedience Certificate – Proof of evidence must be providedat the time of registration - a current certificate of obedience proficiency hasbeen provided from an approved dog training organisation which has beenaccepted as a provider of an appropriate obedience certificate.

And that the following fees for the management of the Dog Control Act 2000 alsobe fixed:

DETAILS AMOUNT ($)

Impounding fee (1st impoundment)* $20.00

Impounding fee (subsequent)* $72.00

Daily pound fee (per week day or any partthereof)** $41.00

Out of hours release fee (additionalcharge). Note: available in specialcircumstances only and if an appropriateauthorised person is available. $85.00

Investigation of nuisance complaint (non-refundable) $25.00



Kennel Licence Application (initial) (notincluding dog registration) $115.00

Kennel Licence renewal (per year) $47.00

Replacement tag (each) $5.00

Dangerous dog collar (each) Purchase price(plus 5% admin. fee and GST)

Dangerous dog sign (each) Purchase price(Plus 5% admin. fee and GST)

. *Charged for the collection and short-term (less than 12 hours)impoundment.

. **Charged for long-term (12 hours or more) impoundment and in addition tothe Impounding fee.”


“A schedule of fees fixed for the 2012-2013 financial year has been circulated to allCouncillors.”

Cr van Rooyen moved and Cr (L) Bonde seconded, “That dog registration fees be and arehereby fixed for the financial year 1 July 2014 to 30 June 2015 in respect of all dogs overthe age of six months, at the following rates:

DESCRIPTION INCENTIVE RATE(IF PAID ON OR BEFORE

31 JULY 2014)

FULL RATE(IF PAID AFTER

31 JULY 2014)

Unsterilised dog $52.00 $94.00

Sterilised dog* $30.00 $40.00

Greyhound registered with the TasmanianGreyhound Racing Board* $30.00 $53.00

Pure Bred dog* (kept for breeding whoseowner is the holder of a current stud prefixrecognised by the Tasmanian CanineAssociation) $30.00 $53.00



Working dog kept for the purpose of workingfarm stock* $30.00 $53.00

Hunting dog* $30.00 $53.00

Guide, Hearing or Companion dog Nil Nil

Newly registered dog (purchased through theyear) – first year of registration only N/A **Pro-rata

registration rate

Newly registered dog (up to six months ofage)* for the first year of registration only N/A **Pro-rata

registration rate

Registration fee for each Declared DangerousDog $220.00 $250.00

Pensioners rate*** $25.00 $30.00

Transfer of dog registration from anotherTasmanian Council for the same registrationperiod (evidence must be provided)

Nil Nil

Discount for Obedience Certificate**** $1.00 $1.00

. *Proof of evidence must be provided at the time of registration (such as aveterinarian certificate, Tasmanian Canine Association certificate, Greyhound RacingBoard certificate, current membership of a recognised hunting dog organisation).

. **Pro rata registration rate – The rate is calculated as the Full Rate divisible by 12and multiplied by the number of months or part thereof remaining in the financialyear 1 July 2014 to 30 June 2015, or taken to be the Incentive Rate, whichever is thelesser. Note: the pro-rata registration rate does not apply where the owner hasneglected to register a dog prior to being impounded.

. ***Pensioners rate – The pensioners rate applies to ONE dog only (owned by apensioner at the one property). Evidence such as the Pension Concession Card mustbe sighted at the time of payment.

. ****Discount for Obedience Certificate – Proof of evidence must be provided at thetime of registration - a current certificate of obedience proficiency has beenprovided from an approved dog training organisation which has been accepted as aprovider of an appropriate obedience certificate.

And that the following fees for the management of the Dog Control Act 2000 also be fixed:



DETAILS AMOUNT ($)

Impounding fee (1st impoundment)* $20.00

Impounding fee (subsequent)* $72.00

Daily pound fee (per week day or any partthereof)**

$41.00

Out of hours release fee (additional charge).Note: available in special circumstances onlyand if an appropriate authorised person isavailable. $85.00

Investigation of nuisance complaint (non-refundable)

$25.00

Kennel Licence Application (initial) (notincluding dog registration) $115.00

Kennel Licence renewal (per year) $47.00

Replacement tag (each) $5.00

Dangerous dog collar (each) Purchase price(plus 5% admin. fee and GST)

Dangerous dog sign (each) Purchase price(Plus 5% admin. fee and GST)

. *Charged for the collection and short-term (less than 12 hours) impoundment.

. **Charged for long-term (12 hours or more) impoundment and in addition to theImpounding fee.”

Carried unanimously

E N G I N E E R I N G S E R V I C E S


ENGINEERING SERVICES

116/2014 Penguin Creek weir – siltation of Hiscutt Park pond, Penguin

Cr Howard (having given notice) moved and Cr Downie seconded, “That investigationsand assessment of the siltation problem at the Hiscutt Park pond, Penguin be undertaken inthe 2014-2015 financial year to ascertain what the available alternatives are for de-siltingwith a view to consideration of funding options in the 2015-2016 Estimates and 10 yearforward program.”

Cr Howard, in support of his motion, submitted as follows:

“User groups, along with members of the general public have expressedconsiderable concern at the rapid deterioration of this popular facility. Commentsreceived from the most prolific users of the weir are provided for your guidance.

Scale Model Boats

There are a number of regular groups that have been making use of this pond formodel boats as it is the ONLY facility of its type along the North West Coast and assuch is greatly valued by the modellers’ community. The features that make thepond valuable to modellers include:

Safe and easy access to launch and retrieve model boats, even for those ofadvancing years. One of the regular users is in his late eighties and is there almostevery Saturday.

A constant water level means the access platforms are an ideal height for launchand retrieval.

Enclosed fresh water with little current and good access all round so that modelsthat ‘escape’ can be easily recovered using poles or a fishing rod.

A public area where locals and tourists alike can see up close working models of arange of radio controlled boats and talk to the builders.

People come considerable distances to use the facility; there are regular visitorsfrom as far afield as Devonport and Wynyard. The main user groups are:

Scale model boats – an informal group sailing scale models of tugs, military vesselsand commercial vessels – this group has been sailing at this pond every Saturdayafternoon for many years (these vessels typically require up to 200mm of water)



North West Radio Yacht Club – an organised group regularly racing two classes ofradio controlled yachts (A Class and RG65) using the pond as a practice anddevelopment area. The pond has been used a number of times each week for thisuntil recent times when issues with shallow water and extensive weed had made thevenue problematic. This group is presently using a private farm dam on theoutskirts of Penguin instead, however while that venue is suitable, it is away fromthe public, limiting exposure to the general public.

North West Aeromodellers – while this is primarily a group who fly radio controlledplanes, they discovered early 2013 that they could go sailing when the weather wasnot suitable for flying – the group members have probably 15 to 20 members with“Production Class” (cheap Chinese) yachts that were sailed at HIscutt Park on aweekly basis. However the shallow water has meant that they no longer sail thepond at all and have no available alternative at this time.

Casual users – almost every day there is a parent and child turn up at the pond withsomething to sail – the pond is particularly treacherous for those who are not awareof the shallow patches and weed leading to a number of strandings.

It is considered that the pond needs urgent attention to reduce the silt build up, asit is having an ongoing detrimental effect on many users of the pond. There arealso issues with weed in some areas of the pond but this is seasonal, whereas thesilt remains there permanently as there is no the flow to carry it away. The silt nowalso represents a hazard for anyone who may finish up in the water, eitherintentionally or accidentally, as it is at more than knee deep on an adult in manyparts of the pond.

This pond is a unique facility in the area and should be maintained properly in ouropinion.

North Western Fisheries Association

The North Western Fisheries Association has held their NWFA Ladies Day at HiscuttPark for the past three years and appreciates the support of the Central CoastCouncil for the use of their facilities and venue needed to hold the event. The pondhowever, has now become very shallow and badly silted up due to run off fromfurther up the Penguin Creek.

The North Western Fisheries Association now respectfully ask the Council to nowconsider flushing out Hiscutt Park pond to allow the pond to revert back to itsoriginal depth and water quality.



The NWFA Ladies Day is a community event which attracts female anglers from asfar afield as the West Coast to Northern Tasmania, last year the event attracted 127female registered anglers without taking into account their families and friends.

The Association recognise how this venue lends itself to events such as the LadiesDay with amenities, barbeque facilities and beautiful open grounds to allowparticipants to move around in comfort.

The Ladies Day is not in any way a money making event run by volunteers andcharging a gold coin donation to cover running costs.

The Ladies Day is followed by a family day on the Sunday by the Penguin Branch ofthe North Western Fisheries Association where all anglers of all ages are able to fishunder supervision.

The recreational sport of angling attracts many persons state wide however theNWFA Ladies Day is the only one held on its own encouraging female anglers of allages to take up the sport.

Other sporting and community organisations use Hiscutt Park on a regular basiscontributing to the benefit of the Central Coast rate payers.

We as an organisation who represent anglers from the West Coast to Deloraine urgethe Central Coast Council to now consider the flushing of silt at Hiscutt Park toenable us to continue to support the community of not only anglers but thecommunity of the Central Coast.

If the pond is not flushed out in the near future events such as our Ladies Day andother community events may not be able to be held.’ ”

The Acting Director Engineering Services reported as follows:

“BACKGROUND

The Hiscutt Park pond is situated on the Penguin Creek approximately 170m inlandfrom the foreshore and has a total surface area of approximately 3,000m2.

Penguin Creek has a catchment area and a creek network that extends southward toCookes Road, Riana a distance of approximately 13km inland from the pond.

The Penguin Creek topography within the catchment area has resulted in areasonably narrow creek system with some sections being less than 3m wide. Thisnarrowness, along with high rainfall periods create high water speeds, as the creekhas few areas to breach.



Development on both sides of the creek within the urban area has also resulted, to adegree, in the maintenance of the narrow system.

These natural and man-made restrictions to the creek width increase water speed,and the amount of erosion and sediment relocation.

The creek discharges into the Hiscutt Park pond and as the water speed decreases inthe expanse of the pond the sediment settles from the water and sinks to the pondfloor increasing sediment depth.

DISCUSSION

The sediment build up is occurring due to the construction of the weir on thenorthern end of the pond. The weir acts as a sediment trap, as the sediment nolonger flows directly into the ocean and/or deposits onto the foreshore.

Because of the height of the weir which regulates the depth of the pond, themaximum water depth is still reasonably shallow and therefore any variation in thedepth can have an effect on the dynamics of the pond.

High water flows or flooding in the winter and the discharge of silted water over theweir assists in keeping the pond clean, but only to a minor extent as only finersuspended particles within the water are carried over the weir.

As can be seen by Cr Howard’s supporting information, the Hiscutt Park pond hasbecome an area used by numerous organisations as well as the general public toundertake varied activities such as model boats, radio controlled boats, scale modelboats and the annual ladies fishing day, as well as general use by the public. Itshould be noted that the pond is a public amenity and not subject to fees andcharges.

It has become a concern from the users that the siltation has reached a point wherethe use of Hiscutt Park pond for these activities is limited or shortly will become lesspossible.

The pond was constructed by the Penguin Council in around 1989 with some furtherde-silting and excavation works being undertaken in 1991 to increase the pondvolume.

In 1996 further activities were undertaken to remove silt from the pond.

A survey was carried out in 2004 which identified that there was approximately2,100m3 of material at an average depth of 800m and had reached a level thatrequired removal.



This work was undertaken by constructing causeways into the pond to allow forexcavators to reach the silt material and load into trucks for disposal.

The cost to undertake this siltation removal work was $80,000.

It has been suggested that regular removal of the weir gates would alleviate the siltissues, however, this has been carried out on numerous occasions and has beenfound to not make a significant difference to the silt build up in the pond; theremoval does not increase the flow out of the pond enough to dislodge the silt anddischarge it.

In 2006 consulting engineers Pitt & Sherry were asked to submit a proposal for thedesign and supply construction drawings for a sediment collection system upstreamof the existing Hiscutt Park pond.

This proposal was never acted upon but some preliminary discussions were heldwith the engineers who indicated that it would be very difficult to install a sedimenttrap upstream of the pond due to the narrowness and winding nature of the creekand the amount of area required for sediment to fall out of the water. Hiscutt Parkpond is in fact the sediment trap.

Weeds are also an issue as the water depth is reduced by the silt build up.

Weed removal is undertaken on an annual basis or as required.

CONSULTATION

The concerns of the users of the Hiscutt Park pond through the notice of motionhave been considered.

A site meeting was held with the Acting Director Engineering Services, Cr Howard,the Works Group Leader and Engineering Group Leader. Both Group Leaders wereinvolved in the previous works undertaken.


The cost to undertake the de-silting works to the Hiscutt Park pond in 2004 was$80,000.

It is estimated that the cost to undertake the works using the same process wouldbe in the order of $100,000.

No funds have been allocated in the Estimates or in the Long-term Financial Plan forthese works to be undertaken.



The risk of not undertaking this work would be that the users become moreimpacted and would no longer be able to use the pond for their particular activitiesand would perhaps look elsewhere to undertake those activities.

An amount of $5,000 could be allocated in the 2014-2015 Estimates to undertakeinvestigations and an assessment of the siltation problem and to ascertain whatalternatives for de-silting are available with a view to consideration of fundingoptions in the 2015-2016 Estimates and 10 year forward program.

This will also allow for consideration of the de-silting process to be adopted on acyclical manner and be built into the Long-term Financial Plan.



A Connected Central Coast. Provide for a diverse range of movement patterns. Connect the people with services. Improve community wellbeing

The Environment and Sustainable Infrastructure. Contribute to a safe and healthy environment. Develop and manage sustainable built infrastructure

Council Sustainability and Governance. Effective communication and engagement.

CONCLUSION

The motion on notice from Cr Howard is submitted for consideration.”

Motion Carried unanimously


CLOSURE OF MEETING TO THE PUBLIC

117/2014 Meeting closed to the public


“The Local Government (Meeting Procedures) Regulations 2005 provide that ameeting of a council is to be open to the public unless the council, by absolutemajority, decides to close the meeting or part of the meeting because it wishes todiscuss a matter (or matters) in a closed meeting and the Regulations provideaccordingly.

Moving into a closed meeting is to be by procedural motion. Once a meeting isclosed, meeting procedures are not relaxed unless the council so decides.

It is considered desirable that the following matters be discussed in a closedmeeting:

. Minutes and notes of other organisations and committees of the Council; and

. Plaque installation – North Motton Reserve.

These are matters relating to:

. information provided to the Council on the condition it is kept confidential.”

Cr Broad moved and Cr Downie seconded, “That the Council close the meeting to thepublic to consider the following matters, they being matters relating to:

. information provided to the Council on the condition it is kept confidential;

and the Council being of the opinion that it is lawful and proper to close the meeting to thepublic:

. Minutes and notes of other organisations and committees of the Council; and

. Plaque installation – North Motton Reserve.”

Carried unanimously and by absolute majority

The Executive Services Officer further reported as follows:

“1 The Local Government (Meeting Procedures) Regulations 2005 provide inrespect of any matter discussed at a closed meeting that the generalmanager is to record in the minutes of the open meeting, in a manner that


protects confidentiality, only the fact that the matter was discussed and isnot to record in the minutes of the open meeting the details of the outcomeunless the council determines otherwise.

2 The Local Government Act 1993 provides that a councillor must not discloseinformation seen or heard at a meeting or part of a meeting that is closed tothe public that is not authorised by the council to be disclosed.

Similarly, an employee of a council must not disclose information acquired assuch an employee on the condition that it be kept confidential.

3 In the event that additional business is required to be conducted by a councilafter the matter(s) for which the meeting has been closed to the public havebeen conducted, the Regulations provide that a council may, by simplemajority, re-open a closed meeting to the public.”


Central Coast Council Minutes – 28 January 2014 69

GENERAL MANAGEMENT

118/2014 Minutes and notes of other organisations and committees of the Council

The General Manager reported (reproduced in part) as follows:

“The following minutes and notes of committees of the Council and otherorganisations on which the Council has representation have been received:

...

The Local Government (Meeting Procedures) Regulations 2005 provide in respect ofany matter discussed at a closed meeting that ‘the general manager –

(a) is to record in the minutes of the open meeting, in a manner that protectsconfidentiality, only the fact that the matter was discussed; and

(b) is not to record in the minutes of the open meeting the details of theoutcome unless the council or council committee determines otherwise.’

The details of this matter are accordingly to be recorded in the minutes of theclosed part of the meeting.”


70 Central Coast Council Minutes – 28 January 2014

CORPORATE & COMMUNITY SERVICES

119/2014 Plaque installation – North Motton Reserve

Cr (L) Bonde (having given notice) moved and Cr Downie seconded, “That the Councilundertake the installation of a plaque at the North Motton Reserve …"

...

The Local Government (Meeting Procedures) Regulations 2005 provide in respect ofany matter discussed at a closed meeting that ‘the general manager –

(a) is to record in the minutes of the open meeting, in a manner that protectsconfidentiality, only the fact that the matter was discussed; and

(b) is not to record the details of the outcome unless the council or councilcommittee determines otherwise.’

The details of this matter are accordingly to be recorded in the minutes of theclosed part of the meeting.


Closure

There being no further business, the Mayor declared the meeting closed at7.27pm.

CONFIRMED THIS 19TH DAY OF MAY, 2014.

Chairperson

(lmm:dil)

Appendices

Minute No. 102/2014 - Schedule of Development & Regulatory ServicesDeterminations

Minute No. 107/2014 - Central Coast Strategic Plan 2014-2024Minute No. 108/2014 - Central Coast Local Economic Development

FrameworkMinute No. 110/2014 - Schedule of Corporate & Community Services

DeterminationsMinute No. 111/2014 - Schedule of Contracts & AgreementsMinute No. 113/2014 - Schedule of Documents for Affixing of the

Common SealMinute No. 114/2014 - Financial statements

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Strategic Plan 2014-2024 CONTENTS

P2 Our distinctiveness takes the lead

P3 Setting strategy in motion

P6 Vision

P6 Values

P8 Outcomes

P9 Action where it matters - five key strategic directions

P9 Strategic direction 1 - The Shape of the Place

P11 Strategic direction 2 - A Connected Central Coast

P12 Strategic direction 3 - Community Capacity and Creativity

P14 Strategic direction 4 - The Environment and Sustainable Infrastructure

P15 Strategic direction 5 - Council Sustainability and Governance

Central Coast Strategic Plan 2014-2024

The Central Coast Strategic Plan 2014–2024 builds on the work commenced in 2009.

The Strategic Plan focuses on the distinctiveness of our location, lifestyle and strengths

to achieve the aspirations of local communities and to set the direction for the Council

in determining how best to target its resources and efforts. It identifies the key

strategic directions, strategies and actions that the Council plans to pursue over

the coming 10-year period. The Strategic Plan is an integrated document that frames

the Council’s Annual Corporate Plan:

• Central Coast strategiC Plan 2014-2024 – a 10-year time horizon with

overarching strategic direction and priorities. It also provides the context and

resources for turning strategy into action; and

• Central Coast annUal CorPorate Plan – the Council’s detailed annual

implementation plan including the Annual Budget Estimates.

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CENTRAL COAST STRATEGIC PLAN 2014-2024

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Council’s Planning Cycle

STRATEGIC PLANNING CYCLE ANNUAL PLANNING CYCLE

STRATEGIC PLAN 2014-2024 ANNUAL CORPORATE PLAN

Vision

Platforms

Strategic Directions

Outcomes/KPIs

Values

Assumptions

Challenges andOpportunities

Analysis andInterpretation

Roles/Responsibilities

Long-term Financial Plan

Forward WorksProgram

Links to Key Related Plans

Annual Plan

Annual Estimates

Department Business Plans

Key ServiceActivity Plans

Key Strategies

Key Actions

LiveabilityIndicators

Operational PerfomanceMeasures

Key Performance Measures


PLATFORmS FOR ThE FuTuRE - LEvERAGING OuR RELATIvE ADvANTAGES

Four platforms have been identified to provide the launching pads for future

economic and social development in Central Coast. They seek to leverage the

area’s key attributes in ways that:

• refleCt key qualities such as the distinctiveness, character, capability

and resources already embedded in our place and on which we can build;

• resPond to community aspirations and tap into opportunities that are

increasingly apparent at the regional, national and global scale; and

• imProve our ability to deal with shocks, generating new economic

opportunities, sustainability and future liveability.

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distinctiveness, character, capability and resources

already embedded in our place and on which we can build


The Platforms include:

liveability – encompasses notions such as quality of life, the character of our place,

ease of living, the health and well-being of our community who live here, and the sense

of security afforded by living and working in a given community.

sUstainability – the Council and its community need to have within their

control and/or at their disposal the capability and resources to meet the needs

of the community now and into the future. This means building into planning

and decision-making processes an implicit consideration of the environmental,

social and economic sustainability of all development, now and into the future.

innovation – there is an increasing recognition of the importance of the role of

innovation and entrepreneurship in social and economic growth. In our community

there are people with intelligence, entrepreneurial spirit and ideas who are transforming,

or with support, can transform these ideas into reality. This implies:

• Self-growth, community spirit, innovation and entrepreneurship are drivers of growth

and prosperity;

• People should be placed front and centre and our focus should be on facilitating

personal and collective growth;

• Focusing efforts on supporting and empowering the next generation of innovators

and entrepreneurs; and

• A spirit of reciprocity where capable communities organise themselves to help people

turn their ideas into reality.

distinCtiveness – this is about the qualities and combinations of qualities that

define an area’s identity and what makes a place different from other places.

Central Coast shares many qualities and attributes with the rest of the Cradle Coast

Region. Our challenge is to define, cultivate, protect and grow the attributes that

matter most to us. This is ultimately what defines the distinctiveness and special

character of Central Coast and its community.

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A vISION FOR CENTRAL COAST

Central Coast – Living our potential

We are a vibrant, thriving community that continues

to draw inspiration and opportunities from

its natural beauty, land and people and connected

by a powerful sense of belonging.

WhAT ThE PEOPLE OF CENTRAL COAST vALuE

Central Coast comprises Ulverstone, Penguin, Turners Beach, Forth, and other

towns and localities that each have a distinctive character. The character of these

places is largely influenced by the relationship between the coastline, the rivers

and ranges and fertile agricultural land to the south. The major towns are

distinguished by the dominant landforms within which they sit.

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We value:

oUr natUral assets

• Coastline, beaches and river

foreshore parks;

• Diversity of flora, fauna and

natural features;

• Picturesque and productive rural

landscape; and

• Temperate year-round climate

and significant assets in terms

of hours of sunshine, water and soils.

oUr bUilt assets

• CBD precincts;

• Parks, reserves and playgrounds;

• Road network, shared pathways/

cycleways;

• Sporting, health and community

related facilities; and

• Place and location – proximity to

regional education, ports, airports

and health facilities.

oUr soCial and CUltUral assets

• Relaxed lifestyle;

• Richness/variety of opportunities;

• Strong sense of community;

• Proud history;

• Community networks/connections

and relationships;

• Friendly and inclusive;

• A sense of safety and belonging;

• High levels of community engagement;

• Service, sport and community clubs;

• Community service and volunteering;

• Schools and education;

• Arts and theatre culture;

• Community and cultural events; and

• Stable local government.

oUr hUman assets

• Traditional skills (farming and trades);

• Experienced older generations;

• Our young people;

• Leadership and collaboration/

partnerships;

• Creative and insightful;

• Innovative and entrepreneurial spirit;

• Can do attitude; and

• Resilience.

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OuTCOmES

• Sustainable population growth;

• Socio-economic well-being;

• Economic prosperity and resilience;

• Resilient and engaged community;

• Healthy community and healthy lifestyle;

• Healthy environment; and

• Sustainable and effective Council.

TuRNING ThE STRATEGy INTO ACTION

the strategiC Plan is:

• Based on a longer term coherent and consistent strategic direction;

• Achievable, sustainable and relevant to future needs, capabilities and potential

of the Council and municipal area;

• Realistic about what the Council can achieve and focused on outcomes it can control

or influence. This also implies that the Council may need strategies to adapt/adjust

to major impacts that are ultimately beyond the Council/community control or influence;

• Focused on achieving what matters most so that resources are allocated to make the

best possible contribution to our sustainable future;

• Focused on longer term goals yet adaptable to address short-term trends, issues and

opportunities;

• Dealing with the Council’s organisational readiness and sustainability to continue

to effectively deliver the Plan;

• Based on the assumption that our community is quite capable of and prepared

to take more responsibility for its own growth trajectories and prosperity; and

• Based on the belief that those who are affected by a decision have a right to be

involved in the decision-making process. This implies improved community engagement

and coordination between government and community led approaches to development.

STRATEGIC DIRECTIONS

Strategic directions identify and leverage key assets and capability already in place

and ensure that we focus our energy, resources and action where they matter most.

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STRATEGIC DIRECTION 1

The Shape of the Place

When planning for a vibrant and liveable place, it is important to focus on its shape –

planning, precincts, open spaces, the physical environment and augmenting these to

highlight the distinctiveness of Central Coast.

Key related Plans:

• Central Coast Settlement Strategy and related Cradle Coast Regional Land Use Strategy;

• Asset Management Plans and Forward Works Program;

• Long-term Financial Plan;

• Community Plans; and

• Open Space and Recreation Plan.

Key strategies and Key aCtions

1. Improve the value and use of open space:

• Staged implementation of the Dial Sports Complex Master Plan;

• Refurbish the Merv Wright Memorial Fountain;

• Investigate feasibility for development of an off-road criterion track at River Park;

• Progress the consolidation of equestrian activities to Batten Park;

• Investigate opportunities for the development of a suite of adventure outdoor

visitor/leisure experiences in Central Coast and adjacent hinterland;

• Investigate feasibility of further development of the Leven Canyon Floor Walk as

a major adventure tourism experience;

• Review the Dial Range Recreation Management Plan in conjunction with land managers;

• Support the staged development of the Dial Range Mountain Bike Park;

• Develop a strategy to leverage the opportunities of our peri-urban area (rural–urban fringe);

• Implement the Central Coast Cycling Strategy;

• Review of areas suitable for motorhome, caravan and campervan overnight parking; and

• Implement actions in the Ulverstone, Penguin and Forth Urban Design Guidelines.


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2. Conserve the physical environment in a way that ensures we have a healthy and attractive community:

• Identify and develop resources to promote energy-efficient urban design and

development of community infrastructure; and

• Continue to develop the Central Coast shared pathways network.

3. Encourage a creative approach to new development:

• Investigate affordable housing opportunities;

• Finalise and implement rural living design guidelines for Central Coast rural areas;

• Investigate improved road connections to Cradle Mountain; and

• Identify and promote appropriate land for industrial and commercial use.


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A Connected Central CoastSeeks to enhance connectivity both within Central Coast and the region – how people move

from place to place, how accessible places are, and how people connect with each other and

with services within Central Coast.

Key related Plans:



• Community Plans;

• Open Space and Recreation Plan; and

• Social Plan.


1. Provide for a diverse range of movement patterns: • Develop a range of promotional activities to encourage greater use of walking routes;

• Review the Council’s gateway signage; and

• Develop a sense of place within our central business districts.

2. Connect the people with services: • Improve access for the disabled and disengaged in our community to key social and

community support services;

• Devise and implement a range of activities that link institutions and employers to

improve employment opportunities;

• Lobby for improved local public transport services; and

• Identify opportunities to improve social outcomes/community benefit through the

Council’s procurement policy/processes.

3. Improve community well-being: • Develop and implement the Central Coast Social Plan;

• Support and/or develop local, sustainable food initiatives;

• Engage with the community to achieve meaningful positive local ageing outcomes;

• Engage with the community to achieve meaningful local youth outcomes;

• Engage with the community to achieve meaningful local arts and cultural outcomes;

•Continuetoplanfor/mitigatepotentialcommunityrisksandmaintainbusiness

continuity capacity associated with natural disasters and emergencies;

• Identify opportunities to improve utilisation of the Community Shed; and

• Review Council’s role in the direct provision of community related events and programs.


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Community Capacity and Creativity In conjunction with community, volunteer and business groups, develop capacity and

cultivate a culture that values and showcases creativity, encourages community-based

solutions, stimulates innovation and supports innovators in order to achieve quality

opportunities and outcomes across all sections of the community.

Key related Plans:

• Local Economic Development Plan and related State and Regional Economic

Development Plans; and

• Social Plan.


1. Community capacity-building:

• Investigate feasibility of developing youth-specific spaces;

• Support programs and activities that promote innovation and enterprise to young

people;

• Develop a pool of mentors and program of activities to support emerging community

leaders, innovators and entrepreneurs;

• Support actions that improve education attainment, retention and engagement;

• Develop and support a collaborative, online platform that enables residents and

communities to come together to initiate, incubate and implement solutions to

current and future challenges and opportunities;

• Investigate feasibility of developing/supporting intermediate labour market programs;

• Provide/facilitate programs that support innovation and enterprise;

• Develop/support programs that improve digital literacy and doing business online; and

• Develop and implement a local volunteering strategy.


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2. Facilitate entrepreneurship in the business community:

• Identify opportunities to attract highway traffic into towns and rural areas;

• Work with the local health, community and aged-care services sectors to improve local

business and employment opportunities;

• Work with local business leaders to increase business development and investment

in Central Coast, particularly new/niche opportunities;

• Investigate feasibility/establish a business case to support the development of local

business incubation/co-working spaces;

• Investigate feasibility of developing a local digital hub;

• Investigate provision of free Wi-Fi in the Ulverstone and Penguin central business

districts; and

• Develop feasibility/establish business case for a local food innovation centre

(including market research capability).

3. Cultivate a culture of creativity in the community:

• Review Council venue management plans to improve promotion of venues for

major community, sporting and corporate events;

• Develop an interpretation plan to showcase the stories of Central Coast;

• Investigate feasibility of creating a local creative industries and arts hub;

• Conduct a review of the Ulverstone Civic Centre to optimise usage and improve

community outcomes;

• Progress the implementation of the Ulverstone History Museum Strategic Plan;

• Review the Central Coast Arts and Culture Strategy; and

• Implement the Central Coast Events Strategy.


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The Environment and Sustainable InfrastructureSustaining built infrastructure and the natural environment by encouraging innovation

and investment in Central Coast.

Key related Plans:

• Central Coast Settlement Strategy and related Cradle Coast Regional Land Use Strategy;



• Community Plans; and

• Open Space and Recreation Plan.


1. Invest in and leverage opportunities from our natural environment: • Upgrade of Leven River embankments.

2. Contribute to a safe and healthy environment: • Continue to work with community event organisers to improve safety standards

at community events.

3. Develop and manage sustainable built infrastructure:

• Conduct a review of all Council community/operational assets;

• Develop and implement an Ulverstone and Penguin central business district

revitalisation strategy;

• Progress the development of a bus interchange on Wongi Lane;

• Improve recreational amenities and play equipment in the Council’s key foreshore parks;

• Market test the development of Maskell’s land;

• Continue to invest in the Council’s stormwater infrastructure; and

• Proactively seek/optimise grant funding opportunities to invest in assets.

4. Contribute to the preservation of the natural environment:

• Promote and participate in regional, State and national climate change related initiatives;

• Develop a strategy to mitigate the impacts of climate change on the Council’s assets;

• Increase diversion of waste from landfill and increase waste stream recycling capacity;

• Investigate and plan for the effects of climate change on our local areas; and

• Work with and support land and river care and other groups to improve environmental

outcomes around our waterways and public space.


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Council Sustainability and GovernanceA leading Council is well governed and managed and engages effectively with its community.

Key related Plans:



• Local Economic Development Plan and related State and

Regional Economic Development Plans;

• Social Plan; and

• Sustainability Action Plan.


1. Improve corporate governance:

• Develop a Professional Development Plan for elected members

to improve governance, leadership and strategic capability;

• Complete and implement the Strategic HR Plan;

• Develop an ‘Employer of Choice’ Strategy;

• Implement the findings of the cultural and leadership

impact surveys;

• Undertake a Compliance Audit; and

• Develop an implementation plan to review Council

roles and responsibilities.

2. Improve service provision:

• Continue program of business unit service and process reviews;

• Develop service levels for all services delivered by the Council;

• Develop improvement plans in areas identified as requiring

attention from the Community Survey;

• Implement recommendations of the Local Visitor Centre Process

Review; and

• Investigate/implement processes for the electronic provision of

all Council application forms.


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3. Improve the Council’s financial capacity to sustainably meet community expectations:

• Review existing asset investment and performance;

• Identify new opportunities to expand the Council’s relatively narrow revenue base;

• Develop a Central Coast Investment Policy; and

• Progressively implement site specific master plans through the Long-term Financial

Plan and Cradle Coast Regional Land Use Strategy.

4. Effective communication and engagement:

• Work together with service clubs and community groups to sustainably improve local

community infrastructure and activities;

• Work collaboratively with Cradle Coast Innovation and other key organisations to

build community capability and improve innovation and enterprise in our community;

• Review the Coast to Canyon Brand;

• Develop a social media and digital marketing plan;

• Review/update the Coast to Canyon website and Facebook pages;

• Implement the Council’s Communication and Engagement Plan, including the

development of a community engagement toolkit; and

• Train staff in contemporary community engagement, social media and digital

marketing skills/applications.

5. Strengthen local-regional connections:

• Investigate strategic alliance opportunities to improve economies of scale and scope

in service delivery and the further development of Central Coast;

• Joint development of Liveable Region Strategy to address population growth,

employment, skills and investment issues, etc.; and

• Review participation in the Devonport and Cradle Country Cooperative Marketing

Group.


PO Box 220 / DX 7050619 King Edward StreetUlverstone Tasmania 7315Tel 03 6429 8900Fax 03 6425 [email protected]

Central Coast Local Economic Development Framework; Attachment 1; 23 April 2014 2

Turning strategy into action

As planning for economic development occurs at multiple scales and involves numerousgovernment jurisdictions and community and industry stakeholders (local, regional, state,national and industry sectors), new collaborative and adaptive forms of development arerequired that recognise the dynamic context of the economy and the specific needs of ourcommunity. This suggests that local economic development requires an integratedapproach:

1. An overarching framework to provide the context for economic development atboth local and regional scales;

2. An implementation plan for Council specific actions;3. Grass roots, community led development designed to grow the local economy from

within; and4. Regional engagement – identifying and leveraging opportunities to co-deliver actions

to build economic productivity, competitiveness and sustainability at a morefunctional economic scale.

The Roadmap approach

Our local economy is embedded within the regional and broader global economy. The fluidand overlapping nature of economic activity means it is difficult to delineate the localeconomy from the regional and global context. Similarly, economic development takes placeat different, often overlapping scales and in different contexts and jurisdictions that involvesa variety of stakeholders. This means that Council is one of many contributors responsible forachieving improved economic outcomes at the interconnected local and regional scales.

Not all economic opportunities and challenges fit within the traditional public sectorapproach to economic development. Having a plan is still important; however it should bemore like a strategic agenda about where we are going and how we are going to get thereand that can be quickly revised to reflect midcourse corrections, new insights, and newopportunities that pop up from time to time. This implies focusing less on traditional publicservice delivery models and building more networked and collaborative relationships.

The roadmap approach is designed to help define Council’s role in and guide its directcontribution to transforming the local economy as well as providing a context to engage withlocal and regional stakeholders through a dynamic process that focuses on three keyquestions:

1. Where are we now?Assessing what is happening in the local economy; identifying existing developmentprograms and activity; economic factors that influence our local economy and thekey assets around which to build a local course of action. It also includes redefiningCouncil’s role and responsibilities within the context of economic development;

2. Where do we want to be?Identifying specific outcomes and priorities and building a platform for direct Councilaction as well as engagement, consensus, coordination and cooperation with otherkey stakeholders to improve conditions for economic growth and employmentgeneration; and

3. How will we get there?Turning strategy into action, including how to engage and leverage key availableassets and resources that can be used to implement strategies - what should be done


and at what scale should it be initiated, who will lead, who else needs to be involvedand how will we know if we are successful.

Where are we now?Rural and regional communities are increasingly being challenged and forced to constantlyadapt in the face of change. To flourish, communities require the adaptive capacity to securetheir socio-economic viability and environmental sustainability in the face of these constantchanges. Major influences on the local economy include:

Our local economy depends on what we do locally and is also dependent on ourcapability to engage and compete in the regional and global market place;

It is important that local efforts complement the plans and initiatives that are beingconsidered or implemented across the region;

The local economy is to a large extent dependent on the productivity,competitiveness and resilience of the regional economy and the capability of itsworkforce. Both the regional and Central Coast local economy are stronglyinfluenced by the major employment and service centres of Burnie and Devonport;

Recognised drivers that underpin viable and competitive regions include:o Improvements in human capital, particularly education and skills;o Sustainable (economic, environment and social) communities and

population change;o Access to international and regional markets;o Comparative advantage and business competitiveness;o Effective cross-sectoral and intergovernmental partnerships and integrated

regional planning; ando Regional Engagement.

There is a perception that the region may be at a competitive disadvantage withother regions in Australia due to a lack of scale (i.e. low population density and thetyranny of distance). Yet, a more coordinated approach to the development of theregional, urban hub between Wynyard to Port Sorell (including outlying areas) wouldimprove the viability and productivity within the region;

Investing in and harnessing community capability - while governments at all levelshave an important role to play, they are not a substitute for a community’sresilience, creativity, knowledge, networks, enterprise, institutions and other formsof human and social capital; and

The evolving role of local government in economic development - Council isbecoming increasingly well placed to take on the role of an enabler rather thandirect provider of services to shape and support an environment of engagement andcollaboration across the local area and between the local, region and the central toimprove local economic outcomes.

The key challenges and opportunities of the regional and local economies

There are a number of key economic challenges and opportunities and few that are uniqueto Central Coast. Central Coast has a vibrant micro-economy primarily around the towns ofUlverstone and Penguin. Central Coast does not have its own discreet local economy. Itforms part of a broader local / functional economy dominated by the Devonport and Burnieemployment and regional service centres. Key points to note include:


Central Coast is highly dependent on Burnie and Devonport for major services andemployment;

It is difficult to differentiate the local Central Coast economy from the economies ofBurnie and Devonport. A major challenge is to identify and leverage significantpoints of difference to build a local economic identity;

There is limited local industrial land for future development in Central Coast. CentralCoast needs to diversify within its current predominant sectors and develop newtracts of industrial land and / or establish new non-industrial related opportunities;

The proposed Living City development in Devonport and likely similar approaches todevelopment in Burnie will rely heavily on a feeder catchment that includes CentralCoast. Such developments can improve local employment and businessopportunities, but there is also a risk that such development will draw essential andretail services away from nearby local towns like Penguin and Ulverstone;

It is unlikely that the Central Coast economy can compete with the scale of Burnieand Devonport and so opportunities are likely to exist in local, niche market, valueadding and lifestyle investment activities;

Central Coast has sufficient residential land for future development. Given itsproximity to the region’s two major employment centres, more could be done toattract the region’s workers to live in Central Coast;

Central Coast is central to a catchment of around 85,000 people and subject toavailable land, is an ideal base for expanding, relocating and / or new businesseswishing to service the entire catchment;

A growing ageing population provides the scope for the development of newservices and employment opportunities;

Attractive natural and built infrastructure provides the basis for the development ofsporting, adventure and cultural attractions and events that should be attractive tovisitors and potential new residents. The emergence of arts and culture, creativeindustries, sport and recreation activities within the region also provide newbusiness and employment opportunities;

Developing a sense of place, revitalising the central business districts and retail stripsand supporting cultural events and activities will reinforce the liveability of CentralCoast; and

The demographic and economic profile of Central Coast lends itself to focusinginvestment and job creation on population / service related sectors (e.g. retail,accommodation and food, education & training, health care & social assistance).

There are also challenges and opportunities that all communities in the region face andwhile there is much Councils and local communities can do to enhance local economicconditions; there is much that is outside of local control. The key challenges andopportunities for the broader functional economy include:

Sustainable and competitive regions elsewhere in Australia increasingly tend toinclude a vibrant regional city at its heart. Regional development in this contextreinforces the benefits of city life, but with added benefits of rural and regionallifestyle. Economic and community development in the Cradle Coast region isfragmented and tends to reinforce the perception that the region is a dispersed ruralcommunity;

There is relatively static population growth across the region. There is a net outwardmigration, particularly amongst key age groups;


The relatively strong $A combined with high shipping costs continues to reducecompetitiveness of exports. Being an island State, freight, transport and forwardlogistics continue to pose challenges;

Major traditional industries are in decline – impacting local communities through joblosses. Some transition industries need job losses to achieve productivity gains,further impacting on employment;

Without business investment and growth, the region is highly dependent ongovernment funding and administration;

The regions’ workforce is ageing. In Central Coast for instance, 50% of the workforceis over the age of 45. This age group is growing faster than the 15 to 24 year agegroup - meaning more people are approaching retirement age than are entering theworkforce;

Numeracy and literacy and post year 10 qualifications are comparatively lower thanState and National averages. Less than 50% of residents in Central Coast have post-secondary qualifications, however this is improving;

The region has high unemployment (around 8.3% in Central Coast) and lowerparticipation rates than State and National averages. Unemployment is estimated atup to 20% amongst the region’s youth; and

There is no identifiable culture of innovation and entrepreneurship. There is a lack ofencouragement and support of entrepreneurship – particularly amongst the young.

Key opportunities include:

The region and Central Coast in particular, have a comparative natural advantageover many other regions across the country. Our natural assets including mild andtemperate climate, access to clean energy, disease free status, prime agriculturalland, sustainable water supplies and coastal and rural landscapes need to besustainably leveraged to improve economic productivity and competitiveness;

A more functional and place marketing approach to development based on theregion’s urban hub would make the region more competitive as a place to invest, dobusiness and live. The area between and around the two airports effectivelyfunctions as a regional city and has an abundance of strong career and business andlifestyle opportunities;

Increasing potential around advanced manufacturing and agriculture production,processing and value adding will also have flow on effects to other sectors;

A sustainable local food economy can help diversify the local and regionaleconomies and also provide important social and environmental benefits for thewhole community. A sustainable local food economy could also provide thefoundation for local enterprises who may wish to participate in broader regional orglobal markets;

High speed broadband (in one form or another) is being progressively rolled outacross the region. Increased connectivity to the global market place providesexciting opportunities for local innovators and entrepreneurs. Helping to improvelocal digital literacy and the increased take up of digital marketing and social mediawill be important to growing the local economy;

The region’s economy consists predominantly of small and micro businesses. Insome instances this limits the scope of development opportunities due to lack ofscale. However, a smaller size can also be an advantage with the ability to adaptquickly to new market demand and changing needs;


Improving opportunities for local enterprise to collaborate and share information,services and resources will be crucial to building a sustainable and competitive localeconomy. As will helping build a culture of innovation and entrepreneurship andsupporting intending / new business start-ups;

Increased support is needed for locally owned growth businesses in the region whoare in markets with growth potential to increase employment outcomes and seekout and penetrate new markets;

The Cradle Coast Regional Tourism Organisation will shortly be releasing a reviewinto the region’s visitor services and regional destination management plan – thisshould provide the impetus to guide growth in tourism and improve the way thatthe region’s visitor related services are delivered;

With high youth unemployment and the need to grow and diversify the privatesector economy. There has never been a better time to invest in the creativity andenergy of our young people. There is scope to engage current local entrepreneurs,educators and young people around the creative processes of innovation andentrepreneurship and encourage them to thinking about establishing their ownbusinesses when they leave school;

Local communities are a great source of innovation, enterprise and local communityaction. Many local people have great ideas, but lack the confidence, support andnetworks to bring their ideas into reality. With the advent of digital technology,social media and improved forms of community engagement, the opportunity existsto develop an online platform that encourages and supports local people and groupsto identify great new ideas to deal with the things that matter most to them and tocome together to make them happen; and

The social economy is particularly important to the local community. A sustainablesocial economy can help diversify the local economy and can also provide importantsocial and environmental benefits for the whole community. With the expected re-introduction of ‘work for the dole’ programs, social enterprises can have anincreasing role in supporting intermediate labour market and employment trainingopportunities – particularly for the long term unemployed.

While there are important points of difference between the region’s local communities,there are more similarities – particularly the communities that make up the functionalregional area between and around the two airports. The opportunity exists for key localgovernment, related government agencies and key business and community leaders andpractitioners to work more collaboratively on developing, resourcing and executing specificstrategies to underpin the productivity, competitiveness and sustainability of the functionaleconomic region. Such specific strategies could include but not be limited to:

Attracting major regional infrastructure; Investment and finance attraction, facilitation and retention; Improved business enabling environment and targeted business development

services to improve business competitiveness; Improved access to regional and international markets; Improved access to market research / intelligence and R and D; Improvements in human capital, particularly innovation and entrepreneurship and

education and skills; and Sustainable communities and population change.


Where do we want to be?A Local Economic Development Framework1

As economic development takes place at different, often overlapping scales and in differentcontexts and involves numerous government jurisdictions and community and industrystakeholders (local, regional, state, national and industry sectors), new networked,collaborative and adaptive forms of development are required. While including government,these forms of development also need to include softer processes for engagement in a waythat activates local assets and capability to provide the basis for timely collective action. Thismeans helping communities develop and build their own culture of innovation andentrepreneurship rather than imposing rigid, centrally devised interventions. Such anapproach suggests that governments at all levels should be increasingly focusing their role asenablers and as levers of generating public value rather than direct providers of services.

The Framework acknowledges:

The evolving role and responsibility of local government in economic development; That our communities are capable of becoming more self-reliant and willing to take

more responsibilities for their local growth trajectories; Engaging with communities needs a different way of thinking that is more consistent

with how communities function – that is more networked and open ways to identify,link and leverage the assets in our communities in order to achieve transformationaloutcomes;

Traditional approaches to economic development have focused on strategicplanning. A more open and networked approach to economic development needs tofocus more on strategic doing;

Not all challenges and opportunities impacting our community are within theCouncil’s control or influence – the Council has a crucial role to play in engaging andmobilising the required commitment and resources to implement a project oractivity at the appropriate scale to achieve effective economic outcomes;

Work and / or plans are already underway at various scales or within specificsectors. It is not the Council’s role to duplicate or compete with other effectivedevelopment efforts;

Resource constraints make it impossible to act on all challenges and opportunitiesimmediately. More collaborative, adaptive, flexible and timely approaches todecision making are required to ensure resources and action remain focused on thechallenges and opportunities that matter most; and

Economic growth should not be undertaken at the cost of social and environmentalsustainability.

A networked approach to engaging with communities and across organisational andpolitical boundaries

In the traditional approaches to strategy, decisions rest in the hands of a few. Thinking,planning and working across organisational boundaries, within networks and at differentscales requires a process that allows decisions to continuously emerge through focusedconversation and consensus. Conversation and consensus are useful, but only add value if

1 See Figure 1


they lead to some form of action2. Informed and collective decision making creates aplatform for transparent, decisive and timely collective action.

Figure 2 – Adaptation of Morrison's Strategic Doing Cycle3

Local community engagement

The Local Economic Development Framework is in part premised on the assumption thatwith an innovative entrepreneurial culture, local communities, with support, are capable ofbecoming more self-reliant and willing to take more responsibility for their future growthtrajectories:

How do Council, individuals and the broader community effectively come togetherto identify and solve key challenges and help create thriving enterprises that canaddress our future needs?

What creative skills, both within and beyond the Council, are needed to enable theCouncil and community to work collaboratively?

The Council can take a leadership role to facilitate / expedite a community led approach todevelopment and the associated governance arrangements. Such an approach depends oncreating the right conditions that:

Encourage people in our communities to come together to identify, prioritise andunderstand the nature of issues and build relationships and trust to co-create andco-deliver responses to such issues;

Are inclusive - where people can participate and form relationships and networks,get access to information and participate in conversations on-line or face-to-faceabout issues that matter most to them;

Include a supported process that takes people from the ‘what’ to the ‘how’ to help,identify, nurture and bring good ideas to life4;

Are technology enabled - while it is important that people can come together andmeet for face-to-face conversations, being technology enabled makes it easy forpeople to form networks and gain access to resources, start new conversations andwork together to develop and implement good ideas from anywhere at any time.With the advent of high speed broadband and social media, the Council and the

2 See Strategic Doing: The art and practice of strategic action in open networks; Ed Morrison (2010)3 For more information related to Strategic Doing - refer http://strategicdoing.net/ andhttp://www.pcrd.purdue.edu/What_We_Do/SD/default.aspx4 Cornwall Council in the UK created the Thinking Room as a managed process to help make good ideas happen –refer http://www.cornwall.gov.uk/default.aspx?page=32859


community can work together using technology to work within and build new socialnetworks to tackle identified challenges and opportunities;

Are scalable – important challenges and opportunities are not necessarily confinedto municipal boundaries – nor are the people and organisations with the good ideas,motivation and capability to deal with such issues;

Work across the public sector as well as the private, education, voluntary andcommunity sectors to identify and solve challenges - this also includes improvingcoordination and cooperation between central (top down) and local (bottom up)approaches to economic and community development;

Tap into community spirit – engaging with our local communities in new ways thatreflect their individual concerns and aspirations;

Are people powered – innovation and change starts with people. More of theproblems we face in society cannot be solved by government alone, so bringingpeople with different expertise, backgrounds, networks and resources to worktogether makes common sense. Such approaches include information and ideasflowing in both directions with the community being empowered to generateinnovative ideas and the Council and the community working together to make goodideas happen.

How the Council can help to make good ideas happen5:1. Help create the right conditions for local community action. Central to this is a digital

communication platform that connects people and organisations that have theirown good ideas and / or get involved in helping others develop their ideas to makechange happen6. Using such a platform, people or organisations can:

a. Discover or create challenges and campaigns – people, groups and / orgovernment can find or create a challenge a campaign;

b. Share ideas - gather ideas to tackle the challenge with others;c. Gather support - get the ‘green light’ for the best ideas;d. Combine both top down and grass roots – challenges and campaigns can be

generated from the top down or bottom up and efforts / resources can becombined to jointly tackle key community issues;

e. Fund and resource - receive mentoring and investment to turn ideas intosolutions or businesses; and

f. Share experiences with others.2. Provide / facilitate access to related resources, guides and expertise to help the

community fast-track their ideas7.

5 Figure 3 demonstrates how a community led approach to development works in practice - Adapted from thework developed by Shaped by Us - www.shapedbyus.org and Cornwall Council’s Thinking Box -http://www.cornwall.gov.uk/default.aspx?page=32859.6 www.shapedbyus.org is an example of such a platform specifically designed for the local governmentenvironment. It includes an externally hosted website that allows people and organisations to post their ideasand allows others to get involved and support the ongoing development of ideas that are important to them.7 This could be achieved through the establishment of a joint Council, community and business resource board.


Figure 3 - Community led development model

What would such governance arrangements look like in practice? It is proposed that theCouncil establishes and supports a ‘Grow Central Coast Coordination and Resource Group’.Such a group would:

Provide, cross organisational, political and community leadership (collectiveleadership) to guide and support local economic and related communitydevelopment;

Provide a networked environment for key community stakeholders to cometogether to identify, prioritise and understand the nature issues and opportunities;

Improve understanding of the assets, institutions, capability and relationships thatexist within our communities that could be mobilised to tackle such issues andopportunities;

Improve community engagement and the building of networks and relationships tohelp identify, coordinate, resource and support community led developmentinitiatives;

Inform Council decision making; Act as the project reference group for establishment phase of local community

engagement and provide the point of contact between the Council, community andother key stakeholders for community led development initiatives;

Act as a clearing house for information sharing between groups actively involved inlocal community and economic development;

Provides the contact point for other tiers of government to engage with the localcommunity relating to matters of mutual interest; and

Be the core group to help identify, initiate and support campaigns around the keyfocus areas of local community and economic development. Such areas of focuscould include:

o Building a culture of innovation an entrepreneurship;o Supporting the next generation of innovators and entrepreneurs;o Building local capability and self-reliance;o Maximising the advantages of the NBN and the new digital economy;


o Supporting community led development Initiatives;o Improving employment outcomes for employers and job seekers;o Increasing business development and investment growth markets in Central

Coast, particularly new / niche opportunities;o Improving social inclusion, cohesion and connectedness within our

communities;o Improving health and well-being; ando Improving Central Coast as a place to live and visit.

Regional engagement

While there are important points of difference between the region’s local communities,cultural, socially and economically; we share more similarities, particularly in the regionalurban hub8 that exists between and around the region’s two airports. This reflects thenature of economic and social interconnectedness within and between these communities.There is a strong argument to suggest that this regional urban hub forms the basis for itsown functional economy.

While there is a case for working with communities and businesses at the local level orwithin specific sectors, the drivers that underpin viable and competitive regional economiesare best tackled at a functional economic scale.

The opportunity exists for the Council to take a leadership role to facilitate / expedite thedevelopment of a regional economic alliance and the associated set of governancearrangements to engage with key stakeholders at the functional regional scale. The purposeof the alliance would be to harness collective capability and resources of the region toimprove the competitiveness, productivity and sustainability of the regional economy. Suchan approach depends on creating the right conditions that:

Includes collective economic leadership, rather than organisational leadership; Encourages key stakeholders to come together to identify, prioritise and understand

the nature of the key drivers of regional economic development and buildrelationships and trust to co-create and co-deliver responses to such issues;

Complements, not replaces appropriate economic development activity and otherpolitical, regulatory and service delivery functions occurring at the local and / orbroader regional / state scales;

Provides the context for improved coordination and cooperation of central (topdown) and local (bottom up) approaches to development;

Are informed by an evidence based economic assessment that represents thefunctional regional economy, not arbitrary political or administrative boundaries;

Are not imposed, but involves people sitting down together to formulate, implementand sustain coordinated, regional, action / project oriented programs and servicesthat address the key drivers of regional economic development;

Are network and relationship based that focus on action and outcomes and are notbureaucratic and process driven; and

Are people powered – building a competitive regional economy cannot be deliveredby government alone, so working with key business, community and governmentstakeholders is increasingly imperative.

8 This reflects the opinion that this area functions as a regional urban hub as alluded to by I.d Profile and othercommentators such as Bernard Salt - http://blog.id.com.au/2012/australian-census-2011/top-33-largest-cities-in-australia-by-population


The benefits of such an approach include: Providing improved collective economic leadership and shared resources to act on

matters that are best dealt with at the appropriate functional economic scale; Enhancing and not competing with other effective strategies occurring at other

scales - strengthening understanding and aligning regional place based prioritiesacross relevant stakeholders;

Adopting a more open networked rather than a hierarchal / bureaucratic approachto development. This would provide economies of scale and scope when and whererequired and flexibility and agility to deal with change as and when required; and

Providing a more functional scale with which to engage / collaborate with other tiersof government to improve the region’s competitiveness, productivity andsustainability – and reduce duplication.

What would a regional economic alliance do? It would: Provide the economic leadership and governance arrangements that draw together

key stakeholders and existing related regional structures, networks and resources ina coordinated manner at the functional economic scale;

Provide a point of convergence for central (top down) and local (bottom up) decisionmakers and practitioners to identify and deliver place based solutions;

Develop a functional regional economic profile and economic asset map to provide acommon lens through which to analyse the region’s key challenges andopportunities, strengths and priorities to inform strategic action;

Develop, implement, monitor and evaluate economic initiatives and associatedaction plans within the functional economy, including providing support to ongoingdevelopmental activities in the region’s business community;

Provide the linking mechanism to improve coordination and coherence ofdevelopment activities between governments and across other jurisdictions; and

Identify / source partnership funding and leverage opportunities to identify newways of financing regionally significant projects.

Figure 4 - Regional Economic Alliance and Strategic Doing

Figure 4 demonstrates how the regional economic alliance would function if it adopted astrategic doing approach. Under this approach, the region’s economic leadership wouldcome together at a functional economic scale to guide and support a core team to develop arange of initiatives and action plans around identified key focus areas. The focus areas wouldrelate to the drivers that underpin a competitive, productive and sustainable regional


economy. The process would involve identifying what could, should and will be done andwho should be involved. Identified initiatives would then be delivered through continuouslyrevised action plans. Key focus areas could include9:

Attracting major regional infrastructure; Investment and finance attraction, facilitation and retention; Improved business enabling environment and targeted business development

services to improve business competitiveness; Improved access to regional and international markets; Improved access to market research / intelligence and R and D; Improvements in human capital, particularly innovation and entrepreneurship and

education and skills; and Sustainable communities and population change.

How we will get there – turning ideas into realityThe Council has an active role to play in local economic development in providing leadershipand direction and the associated arrangements to improve participation in identifying goodideas and translating them into action.

Figure 6 - Transforming the local economy

Communities are built on connections and relationships. Such connections and relationshipsoften take place in different contexts and at different scales. A challenge is how to buildbetter connected and coordinated communities that can create and take advantage of socialand or economic opportunities to transform our economy at both local and regional scales.

Engaging with communities needs a different way of thinking that is more consistent withhow communities function. We need different ways to identify, link and leverage the assetsin our communities in order to achieve transformational outcomes. This requires governancearrangements and strategies that translate ideas into action effectively in more open

9 Based on regional drivers of economic development – refer to the following for more information: RegionalEconomic Development Guide (2012); Department of Infrastructure and Regional Development. For moreinformation refer: http://www.regional.gov.au/regional/publications/regional-economic-development-guide/index.aspx and Tasmanian Economic Development Plan – for more information refer:http://www.development.tas.gov.au/economic/economic_development_plan


networks. Turning ideas into action needs to become an integral part of how the Council, itspartners and the community work together. A plan is still important; however it should bemore like a strategic agenda about where we are going and how we are going to get thereand that can be quickly revised to reflect midcourse corrections, new insights, and newopportunities that pop up from time to time10.

The Local Economic Development Framework proposes an integrated approach to turningstrategy into action11 that includes:

1. The strategic agenda that guides the Council’s ongoing planning and decision makingand the context for engaging with the community and other key stakeholders atboth local and regional scales;

2. An implementation plan for the Council - this includes:a. Specific actions for the Council for incorporation into its Corporate Plan and

other related plans for implementation;b. Developing the associated governance arrangements that provides the

context for turning strategic thinking into strategic doing at both grass rootsand regional scales; and

c. Improving Council capability and processes (outputs) to effectivelycontribute to specific economic outcomes.

3. Grass roots, community led development designed to grow the local economy fromwithin - this includes the Council and the community, where appropriate, workingtogether to identify and build on our local assets and capability to retain and expandexisting investment and attract new investment; and

4. Regional engagement – identifying and leveraging opportunities to co-deliveractions to build economic productivity, competitiveness and sustainability at a morefunctional economic scale.

Key local economic indicators

The following table contains key economic indicators for the Central Coast local economy,benchmarked to Tasmania as at the latest Census (2011) unless otherwise stated.12

Indicator Central Coast Council Tasmania

Population in June 2012 (ERP) 22,366 512,019

Gross Regional Product (2011-12) $0.601 billion $23.09 billion

Largest industry (value-add 2011-12) Ag, Forestry and Fishing Health / Social Assistance

Number of businesses (June 2012) 1,445 38,436Number of businesses with at least oneemployee 582 15,494Number of businesses with up to 20employees TBC TBCNumber of businesses with over 20employees TBC TBC

Size of the workforce (2012) 6,245 227,492

10 See Strategic Doing: The art and practice of strategic action in open networks; Ed Morrison (2010)11 Key strategies and potential actions are included in the Table in Attachment 112 Refer to the Central Coast Economic Profile


Workers living in Central Coast (% 2011) 74.8% N/A

Workers aged over 55 21.2% 19.4%

Part-time workers 42.5% 40.1%

Workers with a university degree 13.2% 20.0%

Workers with a trade qualification TBC TBC

Workers on $1,500 per week or more 8.9% 14.0%

Number of residents employed (2012) 9,885 235,532Employed residents working in CentralCoast (% 2011) 43.8% N/A

Employment capacity 63.9% -

Unemployment rate (March 2013) 8.4% 7.3%

Long term unemployment rate TBC


Attachment #1: Central Coast Local Economic Development FrameworkEconomic Drivers Strategies Potential Actions Scale Related OutcomesInvestment in social andhuman capital

Improve educational outcomes Support actions that improve education attainment,retention and engagement

Council Business enablingenvironmentGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

Build skills / employment base Work with the local health, community and aged careservices sector to improve local business andemployment opportunities

Local Business enablingenvironmentInvestment attraction,facilitation and retentionGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

Build a culture of innovation andentrepreneurship

Develop a pool of mentors and program of activitiesfor them to support emerging community leaders,innovators and entrepreneurs

Council Business enablingenvironmentCapability buildingBuilding a skills /employment base


Facilitate and support the establishment ofcollaborative networks and clusters around growthsectors

Council Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international markets

Develop a business case to support the development oflocal incubation and co-working spaces – including ayouth innovation space

Council Business enablingenvironmentInvestment attraction,facilitation and retentionBusiness developmentservicesGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

Support the introduction of young entrepreneurprograms into local primary and high schools

Council Improving educationaloutcomesCapability building


Work collaboratively with Cradle Coast Innovation andother key organisations to improve communitycapability and innovation and enterprise in ourcommunity

Council Business enablingenvironmentBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment base

Support community led development initiatives Council Business enablingenvironmentGrowing employmentCapability building

Build stronger links between business and UTAS –advocate for and support establishment of mentor /internships to support local businesses

Region Business enablingenvironmentBusiness developmentservicesImproving educationaloutcomesCapability buildingImproving access to regionaland international markets

Identify and support existing andemerging and community andbusiness leaders

Develop a regular forum to meet and engage with localleaders

Council Business enablingenvironmentGrowing employmentCapability buildingBuilding a skills /employment base


Invest in the next generation ofinnovators and entrepreneurs

Establish a Youth Leaders Development Program Council Capability building

Support the introduction of young entrepreneurprograms into local primary and high schools


Improvedcompetitiveness andproductivity

Infrastructure investment Fast track completion of the local sectors of regionalcycleway

Council Major regional infrastructureinvestmentBusiness enablingenvironmentPopulation growthCollective marketing / placebranding

Investigate the feasibility for developing an off-roadcriterion track at River Park

Council

Review the Council’s priority for supporting the roll outof gas for Ulverstone

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retention

Investigate feasibility of further development of LevenCanyon Floor Walk as a major adventure tourismexperience

Council Major regional infrastructureinvestmentBusiness enablingenvironment


Population growthCollective marketing / placebranding

Investigate improved road connections to CradleMountain

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionCollective marketing / placebranding

Upgrade of Leven River embankments Council Major regional infrastructureinvestmentBusiness enablingenvironmentCollective marketing / placebranding

Identify opportunities to attract highway traffic intotowns and rural areas

Local Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingGrowing employmentCollective marketing / placebranding


Provide targeted support and critical strategicinformation for locally owned growth businesses ingrowth markets

Local Business enablingenvironmentBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international markets

Review the Council’s gateway signage Council Business enablingenvironmentCollective marketing / placebranding

Identify new renewable energy generationopportunities

Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionGrowing employment

Resolve the region’s high freight and transport costs Region Business enablingenvironmentGrowing employmentImproving access to regionaland international markets


Improve access to finance Identify / facilitate access to private and public sourcesof finance for business and social enterprise

Local Business enablingenvironmentInvestment attraction,facilitation and retention

Identify new sources of microfinance Region Business enablingenvironmentInvestment attraction,facilitation and retention

Improve access to regional andinternational markets

Encourage investment and value creation in therecognised growth markets

Region Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingGrowing employmentImproving access to regionaland international markets

Establish key region to region relationships,delegations and trade shows – cross promote tradeand tourism / place marketing

Region Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingImproving access to regionaland international marketsCollective marketing / placebranding


Maximise the advantage of theNBN and the new digitaleconomy

Investigate the feasibility of developing a local digitalhub

Council Business enablingenvironmentBusiness developmentservicesImproving educationaloutcomesCapability buildingImproving access to regionaland international markets

Initiate / support programs that improve digitalliteracy and doing business online

Council Business enablingenvironmentBusiness developmentservicesImproving educationaloutcomesCapability buildingBuilding a skills /employment baseImproving access to regionaland international markets

Investment attraction Work with local business leaders to increase businessdevelopment and investment in Central Coast,particularly new / niche opportunities

Local Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingGrowing employmentCapability buildingBuilding a skills /


employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Improve the content and availability of regionalbusiness and investment opportunities including aregional business and investment portal that alsoshowcases regional business and investment successstories

Region Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingGrowing employmentBusiness developmentservicesImproving access to regionaland international markets

Improve access to marketresearch and market intelligence

Improve access to R and D Region Business enablingenvironmentTrade promotion, brandingand marketingBusiness developmentservicesCapability buildingImproving access to regionaland international markets

Facilitate information exchange and collaboration Region Business enablingenvironmentTrade promotion, brandingand marketing


Business developmentservicesCapability buildingImproving access to regionaland international markets

Improved communityand regionalengagement

Advocate for and support improved collectiveeconomic leadership for the region and achievingagreement on a coherent and achievable future of theregion

Region Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Consider adopting the evocities13 regional cityapproach to development

Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,

13 http://www.evocities.com.au/about-evocities/


facilitation and retentionTrade promotion, brandingand marketingPopulation growthGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Investigate the merits of a functional area approach toeconomic development in the region

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingBusiness developmentservicesPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base


Improving access to regionaland international marketsCollective marketing / placebranding

Advocate for establishment of a Regional EconomicAlliance

Council Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingBusiness developmentservicesPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Establish a Regional EconomicAlliance

Consider the co-design and co-delivery of targetedstrategies to deal with the key areas / drivers ofregional economic growth, competitiveness andresilience

Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retention


Trade promotion, brandingand marketingBusiness developmentservicesPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Consider developing a Liveable Region Strategy Region Business enablingenvironmentInvestment attraction,facilitation and retentionPopulation growthGrowing employmentBuilding a skills /employment baseCollective marketing / placebranding

Place marketing and branding Implement the Central Coast Place Marketing ActionPlan

Council Business enablingenvironmentInvestment attraction,facilitation and retention


Trade promotion, brandingand marketingPopulation growthGrowing employmentImproving access to regionaland international marketsCollective marketing / placebranding

Review the Coast to Canyon Brand Council Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingPopulation growthGrowing employmentCollective marketing / placebranding

Review / update the Coast to Canyon website andFacebook pages

Council Business enablingenvironmentBusiness developmentservicesGrowing employmentCapability buildingImproving access to regionaland international marketsCollective marketing / placebranding


Develop a social media and digital marketing plan Council Business enablingenvironmentBusiness developmentservicesCapability buildingCollective marketing / placebranding

Review participation in the Devonport and CradleCountry Cooperative Marketing Group

Council Business enablingenvironmentTrade promotion, brandingand marketingBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Tourism destinationmanagement

Support establishment of a local tourism association Local Business enablingenvironmentBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment base


Improving access to regionaland international marketsCollective marketing / placebranding

Support development of local adventure / adrenalintourism experiences

Local Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingPopulation growthGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Support staged development of the Dial RangeMountain Bike Park

Local Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketing


Population growthGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Continue to support, promote and encourage activelocal food business participation in the Cradle to CoastTasting Trail

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Continue to actively support the Cradle Coast FarmersMarket

Council Business enablingenvironmentTrade promotion, brandingand marketing


Growing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Implement the Council specific aspects of review of theregion’s visitor services

Council Business enablingenvironmentBusiness developmentservicesCapability buildingImproving access to regionaland international marketsCollective marketing / placebranding

Implement the region’s Destination Management Plan Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingBusiness developmentservicesPopulation growthGrowing employment


Capability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

A sustainable communityand population growth

Population growth Develop a targeted place marketing campaign topromote the region as a place to live, visit and invest

Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionPopulation growthGrowing employmentBuilding a skills /employment baseCollective marketing / placebranding

Improve employment outcomes Devise and implement a range of activities that linkinstitutions and employers to improve employmentopportunities

Region Business enablingenvironmentBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment base


Work with and support agencies to assist the long termunemployed to re-enter the workforce

Council Business enablingenvironmentBusiness developmentservicesGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

Work with and support agencies that improve localnumeracy and literacy

Council Business enablingenvironmentBusiness developmentservicesGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

Develop and support an online Talent Community /Jobs hub to improve employment outcomes foremployers and job seekers

Region Business enablingenvironmentBusiness developmentservicesGrowing employmentBuilding a skills /employment base


Support / develop programs to attract business andskilled migrants

Region Business enablingenvironmentGrowing employmentBuilding a skills /employment base

Reducing our carbon footprint Assist local enterprises improve energy efficiency Region Business enablingenvironmentBusiness developmentservicesCapability building

Work with agencies that promote clean technologyprograms

Region Business enablingenvironmentCapability building

Work with an support local communities and agenciesinvolved in environmental sustainability projects

Region Major regional infrastructureinvestmentBusiness enablingenvironmentGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

A sustainable local foodeconomy

Develop feasibility / establish business case for a localfood innovation centre (including market researchcapability)

Council Business enablingenvironmentTrade promotion, brandingand marketingBusiness developmentservices


Growing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international markets

Support the establishment of a Sustainable Local FoodEconomy Network

Local Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingBusiness developmentservicesGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Encourage / support development of neighbourhoodimprovement programs and activities

Local Population growthGrowing employmentCapability buildingCollective marketing / placebranding


Support the social economy Identify opportunities for government procurement tobe a driver for innovation and employment

Region Business enablingenvironmentGrowing employmentImproving educationaloutcomesBuilding a skills /employment base

Develop a Council social procurement policy Council Business enablingenvironmentGrowing employmentCapability buildingBuilding a skills /employment base

Work with agencies who provide support to helpdevelop social enterprise


Support / develop intermediate labour marketprograms

Region Business enablingenvironmentGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base


Improve the availability of business advisory servicesfor local social enterprise

Region Business enablingenvironmentBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment base

Identify micro-financing opportunities for socialenterprise

Region Business enablingenvironmentCapability building

Develop a digital communication / social networkingplatform that connects people and organisations withgood ideas to help make change happen

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingBusiness developmentservicesPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment baseImproving access to regional


and international marketsCollective marketing / placebranding

Develop and implement a local volunteering strategy Council Capability buildingImproved local servicesand planning

Improve land use anddevelopment

Review the Dial Range Recreation Management Plan Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionGrowing employmentCollective marketing / placebranding

Implement recommendations from the Central CoastSettlement Plan

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionPopulation growthGrowing employment

Develop a strategy to leverage the opportunities of ourperi-urban area (rural – urban fringe)

Council Business enablingenvironmentGrowing employmentCapability buildingBuilding a skills /employment base


Implement the rural living design guidelines for CentralCoast rural areas

Council Population growthCollective marketing / placebranding

Identify and promote appropriate land for industrialand commercial use

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retention

Investigate commercial / industrial developmentpotential of Council’s Maskells Road parcel of land atEast Ulverstone

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionGrowing employment

Business development services Support the ongoing development of the CCI EnterpriseCentre

Council Business enablingenvironmentBusiness developmentservicesCapability buildingImproving access to regionaland international markets

Support the development of locally owned growthbusinesses in growth markets

Council Business enablingenvironmentTrade promotion, brandingand marketingBusiness developmentservices


Growing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international markets

In conjunction with the local Chamber of Commerceand other related organisations, provide businessimprovement activities designed to strengthenbusinesses through advice / training for managers andemployees

Local Business enablingenvironmentBusiness developmentservicesCapability building

In conjunction with the local Chamber of Commerceand other related organisations establish a program ofactivities to attract / support businesses seeking torelocate to Central Coast

Local Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingPopulation growthGrowing employmentBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Sustainable public infrastructure Continue development of the Dial Regional SportsComplex

Council Major regional infrastructureinvestmentInvestment attraction,facilitation and retention


Population growthGrowing employmentCollective marketing / placebranding

Conduct a review of the Ulverstone Civic Centre tooptimise usage and improve community outcomes

Council Business enablingenvironmentPopulation growthCapability building

Improve liveability / develop asense of place

Development of a business case for a local arts hub Council Business enablingenvironmentTrade promotion, brandingand marketingPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment baseCollective marketing / placebranding

Investigate and plan for the effects of climate changeon our local areas

Council Major regional infrastructureinvestmentBusiness enablingenvironmentPopulation growth

Support local community events that bring life to CBDs Local Business enablingenvironmentTrade promotion, branding


and marketingPopulation growthGrowing employmentCollective marketing / placebranding

Implement the Central Coast Events Strategy Council Business enablingenvironmentPopulation growthGrowing employmentCapability buildingCollective marketing / placebranding

Implement the Central Coast Cycling Strategy Council Major regional infrastructureinvestmentBusiness enablingenvironmentBusiness developmentservicesPopulation growthCollective marketing / placebranding

Implement the actions in the Ulverstone, Penguin andForth Urban Design Guidelines

Council Population growthCollective marketing / placebranding

Develop a range of promotional activities to encouragegreater use of walking routes

Local Major regional infrastructureinvestmentBusiness enablingenvironmentPopulation growth


Growing employmentCollective marketing / placebranding

Continue to engage with the community to achievelocal arts and cultural outcomes

Local Business enablingenvironmentPopulation growthGrowing employmentImproving educationaloutcomesCapability buildingCollective marketing / placebranding

Continue to lobby for improved local public transportservices

Council Business enablingenvironmentPopulation growthGrowing employment

Investigate the feasibility of developing youth-specificspaces

Council Population growthGrowing employmentImproving educationaloutcomesCapability building

CBD revitalisation Develop and implement main-street make-over plans Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketing


Business developmentservicesPopulation growthGrowing employmentCollective marketing / placebranding

Investigate the provision of free Wi-Fi in theUlverstone and Penguin CBDs

Council Business enablingenvironment

Develop a local retail action plan Local Business enablingenvironmentInvestment attraction,facilitation and retentionTrade promotion, brandingand marketingBusiness developmentservicesGrowing employmentCapability buildingBuilding a skills /employment baseImproving access to regionaland international marketsCollective marketing / placebranding

Review of cultural / public spaces Council Business enablingenvironmentPopulation Growth


Development opportunities for the Penguin RailwayStation

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionGrowing employmentCollective marketing / placebranding

Fast-track redevelopment of the Penguin RecreationGround

Council Major regional infrastructureinvestmentBusiness enablingenvironment

Review Council roles,responsibility and capability

Develop staff capability to support local communitydevelopment initiatives

Council Business enablingenvironmentCapability buildingBuilding a skills /employment base

Train staff in contemporary community engagement,social media and digital marketing skills / applications

Council Business enablingenvironmentCapability building

Implement the Central Coast Communication andEngagement Strategy

Council Business enablingenvironmentBusiness developmentservicesCapability buildingCollective marketing / placebranding


Improve business enablingenvironment

Investigate / implement processes for the electronicprovision of all Council forms

Council Business enablingenvironmentBusiness developmentservices

Streamline regulations and ensure planning processesthat are conducive to growth

Council Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionGrowing employmentBuilding a skills /employment base

Facilitate the identification of waste managementsolutions for local industry

Council Business enablingenvironmentBusiness developmentservicesCapability building

Support the continuation of planning reform toimprove consistency and cohesion of planningregulations

Region Major regional infrastructureinvestmentBusiness enablingenvironmentInvestment attraction,facilitation and retentionGrowing employmentImproving access to regionaland international markets


Explore options for improved access to governmentprocurement as a driver for innovation / local businessdevelopment

Region Business enablingenvironmentGrowing employmentImproving educationaloutcomesCapability buildingBuilding a skills /employment base

Finance Report - Financial Report - March 2014

GENERAL MANAGEMENT Budget YTD Budget Actuals Previous

Month YTD Variance Remaining % of

BudgetRevenueStrategic Projects (1,680,000) (1,357,695) (791,169) (791,100) (566,526) (888,831) 47%Executive Services (18,000) (13,500) (14,407) (13,576) 907 (3,593) 80%

(1,698,000)$ (1,371,195)$ (805,576)$ (804,676)$ (565,619)$ (892,424)$ExpensesStrategic Projects 56,000 47,750 42,825 41,635 4,925 13,175 76%Executive Services 1,477,000 1,108,870 1,039,093 949,921 69,777 437,907 70%

1,533,000$ 1,156,620$ 1,081,917$ 991,556$ 74,703$ 451,083$

VarianceStrategic Projects Revenue under YTD Budget - Disposal of land for sale behind budget.Executive Services Expenditure under YTD Budget - budget timing in general.

0%

20%

40%

60%

80%

100%

Strategic Projects Executive Services

General Management - Expenses

Budget

YTD Budget

Actuals

Previous Month

0%

20%

40%

60%

80%

100%


General Management - Revenue

Page 1


ENGINEERING SERVICES Budget YTD Budget Actuals Previous Month YTD Variance Remaining % of

BudgetRevenueEngineering (1,276,000) (957,060) (577,466) (502,375) (379,594) (698,534) 45%Works Operations (1,148,000) (864,120) (636,962) (585,899) (227,158) (511,038) 55%Roads, Bridges and Drainage (1,587,000) (1,190,247) (1,090,108) (735,796) (100,139) (496,892) 69%Waste Management (596,000) (447,002) (423,814) (376,971) (23,188) (172,186) 71%Parks and Amenities (407,900) (305,927) (225,303) (209,277) (80,624) (182,597) 55%

(5,014,900)$ (3,764,356)$ (2,953,652)$ (2,410,319)$ (810,704)$ (2,061,248)$

VarianceEngineering Revenue under YTD Budget - engineering allocations behind budget due to timing of capital projects.Works Operations Revenue under YTD Budget - works allocations behind budget due to timing of capital projects.Roads, Bridges and Drainage Revenue under YTD Budget - capital contributions not received (STSISUS & Blackspot).Waste Management Revenue under YTD Budget - Resource Recovery Centre entry fees, scrap metal recovery revenue and plant allocated.Parks and Amenities Revenue under YTD Budget - budget timing relating to disposal of property.

0%

20%

40%

60%

80%

100%

Engineering Works Operations Roads, Bridges andDrainage

Waste Management Parks and Amenities

Engineering Services - Revenue

Budget

YTD Budget

Actuals

Previous Month

Page 2


ENGINEERING SERVICES Budget YTD Budget Actuals Previous Month YTD Variance Remaining % of

BudgetExpensesEngineering 1,276,000 934,300 910,455 807,478 23,845 365,545 71%Works Operations 1,142,000 856,047 901,366 817,649 (45,319) 240,634 79%Roads, Bridges and Drainage 6,290,261 4,767,805 4,684,174 4,116,514 83,631 1,606,087 74%Waste Management 3,308,000 2,480,847 2,204,673 2,025,533 276,174 1,103,327 67%Parks and Amenities 2,345,200 1,758,693 1,814,940 1,628,163 (56,247) 530,260 77%

14,361,461$ 10,797,692$ 10,515,608$ 9,395,337$ 282,084$ 3,845,853$

VarianceEngineering Expenditure under YTD Budget - staff costs less than budget.Works Operations Expenditure over YTD Budget - works depot staff and training costs exceed budget.Roads, Bridges and Drainage Expenditure under YTD Budget - timing differences in sealed roads and street lighting.Waste Management Expenditure under YTD Budget - timing difference on collection costs.Parks and amenities Expenditure over YTD Budget - timing differences mainly in Parks.

0%

20%

40%

60%

80%

100%

Engineering Works Operations Roads, Bridges andDrainage

Waste Management Parks and Amenities

Engineering Services - ExpensesBudget

YTD Budget

Actuals

Previous Month

Page 3


CORPORATE & COMMUNITYSERVICES Budget YTD Budget Actuals Previous Month

YTDVariance Remaining

% ofBudget

RevenueCorporate Administration (39,000) (29,160) (21,062) (18,082) (8,098) (17,938) 54%Corporate Support Services (3,189,000) (2,330,870) (2,326,637) (2,071,320) (4,233) (862,363) 73%Finance (19,365,000) (16,075,251) (16,380,352) (16,123,760) 305,101 (2,984,648) 85%Children's Services (1,369,745) (1,027,324) (931,624) (808,776) (95,700) (438,121) 68%Community Development (80,500) (61,106) (79,460) (76,370) 18,354 (1,040) 99%Community Services and Facilities (1,014,800) (743,627) (1,091,780) (997,139) 348,153 76,980 108%Recreation Facilities (492,000) (368,955) (348,768) (312,970) (20,187) (143,232) 71%Visitor Services (87,000) (65,250) (59,465) (50,394) (5,785) (27,535) 68%

(25,637,045)$ (20,701,543)$ (21,239,147)$ (20,458,811)$ 537,604$ (4,397,898)$

VarianceFinance Revenue over YTD Budget - timing differences in general and rates invoiced.Children's Services Revenue under YTD Budget - Ulverstone Child Care fee income lower than budget.Community Services and Facilities Revenue over YTD Budget - APHU premiums received

0%

20%

40%

60%

80%

100%

CorporateAdministration

CorporateSupport Services

Finance Children'sServices

CommunityDevelopment

CommunityServices and

Facilities

RecreationFacilities

Visitor Services

Corporate & Community Services - RevenueBudget

YTD Budget

Actuals

Previous Month

Page 4


CORPORATE & COMMUNITYSERVICES Budget YTD Budget Actuals Previous Month

YTDVariance Remaining

% ofBudget

ExpensesCorporate Administration 727,000 542,393 557,385 515,097 (14,992) 169,615 77%Corporate Support Services 3,849,000 2,886,557 2,759,697 2,475,566 126,860 1,089,303 72%Finance 1,623,000 1,206,101 1,174,239 939,599 31,862 448,761 72%Children's Services 1,361,745 1,022,363 956,791 858,711 65,572 404,954 70%Community Development 745,400 550,034 511,850 453,406 38,184 233,550 69%Community Services and Facilities 1,364,400 1,022,894 1,129,602 1,019,651 (106,708) 234,798 83%Recreation Facilities 1,844,900 1,384,069 1,411,162 1,258,347 (27,093) 433,738 76%Visitor Services 285,000 213,837 209,698 192,337 4,139 75,302 74%

11,800,445$ 8,828,248$ 8,710,425$ 7,712,714$ 117,823$ 3,090,020$

VarianceCorporate Support Services Expenditure under YTD Budget -timing of expenses - mainly labour on-costs (leave and public holidays).Finance Expenditure under YTD Budget -timing of fire service contribution and land tax costs.Children's Services Expenditure under YTD Budget -timing of expenses - mainly staff costs.Community Development Expenditure under YTD Budget -timing of expenses - mainly staff costs.Community Services and Facilities Expenditure over YTD Budget -timing of expenses - mainly APHU premiums refunded, operational and maintenance costs.Recreation Facilities Expenditure over YTD Budget -timing of expenses - mainly recreation centres and swimming pool & waterslide.

0%

20%

40%

60%

80%

100%


Corporate SupportServices

Finance Childrens Services CommunityDevelopment

CommunityServices &Facilities


Visitor Services

Corporate & Community Services - ExpensesBudget

YTD Budget

Actuals

Previous Month

Page 5


DEVELOPMENT &REGULATORY SERVICES Budget YTD Budget Actuals

PreviousMonth YTD Variance Remaining % of Budget

RevenueBuilding and Plumbing (294,000) (220,500) (164,246) (145,930) (56,254) (129,754) 56%Environment and Health (105,000) (78,750) (81,570) (62,341) 2,820 (23,430) 78%Land-Use Planning (143,000) (107,340) (78,499) (70,034) (28,841) (64,501) 55%

(542,000)$ (406,590)$ (324,315)$ (278,304)$ (82,275)$ (217,685)$ExpensesBuilding and Plumbing 575,000 423,410 326,647 289,090 96,763 248,353 57%Environment and Health 407,000 298,950 229,963 202,350 68,987 177,037 57%Land-Use Planning 543,000 400,821 384,083 350,084 16,738 158,917 71%

1,525,000$ 1,123,181$ 940,693$ 841,525$ 182,488$ 584,307$

VarianceBuilding and Plumbing Revenue under YTD Budget - Building Industry Training Levy & inspection and conncection fees behind budget.Building and Plumbing Expenditure under YTD Budget - staff costs and Building Act & Building Industry Training levies less than budget.Environment and Health Expenditure under YTD Budget - staff costs lower than budget.Land-Use Planning Revenue under YTD Budget - Planning Fees, Valuation Fees and plant allocated less than year to date budget.

0%

20%

40%

60%

80%

100%

Building &Plumbing

Environment &Health

Land-Use Planning

Development & Regulatory Services - Expenses

Budget

YTD Budget

Actuals

Previous Month

0%

20%

40%

60%

80%

100%

Building &Plumbing

Environment &Health

Land-Use Planning

Development & Regulatory Services -Revenue

Page 6


Budget YTD Budget Actuals Previous


BudgetGENERAL MANAGEMENTStrategic Projects 1,060,000 922,501 1,463,132 1,454,205 (540,631) (403,132) 138%Executive Services 38,000 38,000 31,404 31,404 6,596 6,596 0%

1,098,000$ 960,501$ 1,494,536$ 1,485,609$ (534,035)$ (396,536)$

DEVELOPMENT & REGULATORY SERVICESBuilding & Plumbing - - - - - - 0%Environment & Health 57,000 42,750 50,721 - (7,971) 6,279 0%Land-Use Planning - - - - - - 0%

57,000$ 42,750$ 50,721$ -$ (7,971)$ 6,279$

0%

20%

40%

60%

80%

100%

120%


General Management - Capital

0%

20%

40%

60%

80%

100%

120%

Building & Plumbing Environment &Health

Land-Use Planning

Development & Regulatory Services - Capital

Budget

YTD Budget

Actuals

Previous Month

Page 7




BudgetENGINEERING SERVICESEngineering 62,000 62,000 58,916 58,916 3,084 3,084 95%Works Operations 301,000 226,709 99,512 88,768 127,197 201,488 33%Roads, Bridges and Drainage 4,088,000 3,212,654 2,818,502 2,660,200 394,152 1,269,498 69%Waste Management 508,000 380,942 57,204 45,876 323,738 450,796 11%Parks and Amenities 389,000 306,096 272,199 258,890 33,897 116,801 70%

5,348,000$ 4,188,401$ 3,306,333$ 3,112,650$ 882,068$ 2,041,667$

0%

20%

40%

60%

80%

100%

120%

Engineering Works Operations Roads, Bridges and Drainage Waste Management Parks and Amenities

Engineering Services - Capital

Page 8




BudgetCORPORATE & COMMUNITY SERVICESCorporate Administration 8,000 6,780 7,027 4,887 (247) 973 88%Corporate Support Services 142,000 106,501 65,084 64,813 41,417 76,916 46%Finance - - - - - - 0%Childrens Services 89,000 70,329 65,513 - 4,816 23,487 0%Community Development 96,000 72,031 8,770 2,500 63,261 87,230 9%Community Services & Facilities 376,000 291,501 143,584 97,169 147,917 232,416 38%Recreation Facilities 170,000 131,249 100,890 75,908 30,359 69,110 59%Visitor Services 85,000 63,720 3,762 4,068 59,958 81,238 4%

966,000$ 742,111$ 394,629$ 249,345$ 347,482$ 571,371$

VarianceStrategic Projects Expenditure over budget - acquisition of 2 Knights Road (funded by loan).Works Operations Expenditure under budget - timing related to plant replacement and flood resilliance projects.Roads, Bridges and Drainage Expenditure under budget - timing of costs in urban roads, carparks and drainage.

Waste Management Expenditure under budget - timing related mainly to Penguin refuse disposal site rehabilitation.Community Services & Facilities Expenditure under budget - timing of costs in APHU, Caravan Parks and plant purchases.

0%

20%

40%

60%

80%

100%

120%


Corporate SupportServices

Finance Childrens Services CommunityDevelopment

CommunityServices & Facilities


Visitor Services

Corporate & Community Services - Capital

Page 9

StatusTask Name Budget

Works Schedule 2013�2014 $6,451,999CAPITAL WORKS PROGRAMME 2013�14 $6,451,999

Strategic Projects $791,000

Ulverstone Wharf Redevelopment � Stage 1.1B $38,000

Wharf Improvements $35,000

Penguin Athletics Centre � Buildings $220,000

Penguin Athletics Centre � Track Replacement $148,000

Penguin Athletics Centre � Lighting $350,000

Property Management $269,000

East Ulverstone Industrial Estate � Stage 2 $229,000

Russell Avenue Subdivision $40,000

Works Depot $68,000

Shed Façade � Renewal $12,500

Painting Program � Stage 2 $2,500

Washdown Bay $48,000

Truck Shed Floor $5,000

Emergency Services $108,000

Forth River � Flood Resilience Program $43,000

Buttons Creek � Flood Resilience Program $30,000

SES � Building and Equipment $15,000

Purtons Flats � Emergency Access $20,000

Roads � Urban Sealed $834,000

Street Resealing $103,000

Leighlands Avenue Rehabilitation $118,000

Victoria Street Rehabilitation $200,000

Railway Crossings $20,000

Safe Cycling Routes $5,000

Kerb Ramp Improvements $33,000

Traffic Management Improvements $20,000

Crescent Street Widening $110,000

Reibey Street Bollards $40,000

Main Road Planters $30,000

Wongi Lane Bus Interchange $70,000

Brandsema Street Construction $35,000

Roads � Rural Sealed $1,649,000

Road Resealing $493,000

Penguin Road � Lonah Landslip $50,000

Raymond Road Landslip $10,000

South Riana Road Rehabilitation $371,000

Traffic Management Improvements $5,000

Guardrail Replacement $50,000

Rockliffe Road $100,000

Allison Road $30,000

Forth Road $400,000

Footpaths $366,000

Crescent Street Railway Crossing(Peng) $50,000

Victoria Street $0

Dial Street $120,000

Wharf Pathway Lighting $20,000

Rowing Club/Nicholsons Point $30,000

Riverside Avenue Connector $30,000

Amy Street $30,000

Stanley Street $42,000

1/07

1/07

1/07

1/07

1/07

27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7June July August September October November December January February March April May June

Task Progress

Works Programme 2013�2014 (Schedule indicates site construction only)

Page 1 of 3

Date: Tue 1/04/14 19


Trevor Street $8,000

Bridges $350,000

East Gawler River � Central Castra Road $350,000

Carparks $125,000

Turners Beach Esplanade $0

Disabled Carparking Spaces $45,000

Carpark Signage $40,000

Strategy Items $40,000

Drainage $263,000

Manhole/SEP Upgrades $3,000

Amy Street Outfall $35,000

Bowman Drive/Lancaster Avenue $50,000

Lakin Street $60,000

South Road/Lyndara Drive $40,000

Hogarth Road $10,000

Miscellaneous Drainage $0

Trevor Street $0

Management Plan/Climate Change Outcomes $0

Westella Drive � Stage 1 $20,000

Penguin Road $15,000

Pine Road $2,000

Main Road $15,000

Upper Maud Street $10,000

Household Garbage $503,000

CBD Bin Replacement Program $10,000

Penguin RDS � Site Rehabilitation $400,000

South Riana Refuse Disposal Site � development $17,000

Resource Recovery Centre � Stormwater Lagoon Improvements $5,000

Resource Recovery Centre � Site Development $15,000

Resource Recovery Centre � Leachate Improvements $40,000

Resource Recovery Centre � Washdown Facility $10,000

Resource Recovery Centre � Fire Fighting Facility $6,000

Parks $215,000

Anzac Park � Flying Saucer � BBQ Conversion $70,000

Turners Beach Recreation Precinct � Playground and seating $55,000

Turners Beach Recreation Precinct � 1/2 Court Basketball $10,000

Public Amenities $70,000

Apex Park Shelter Refurbishment $30,000

General Toilet Refurbishments $20,000

Public Convenience Signage Upgrade $10,000

Toilet Furniture Upgrade $10,000

Cemeteries $65,000

Ulverstone General Cemetery � Car barriers $5,000

Penguin General Cemetery � Internal Road Upgrade $10,000

Penguin General Cemetery � Signage Upgrade $5,000

Memorial Park � Watering System $10,000

Memorial Park � Plinths $15,000

Memorial Park � Seating $2,500

Memorial Park � Work Site/Storage Development $10,000

Memorial Park � Hut Installation $2,500

Ulverstone General Cemetery � Hut Installation $5,000

Administration Centre $8,000

Engineering Office Alterations $5,000

1/07

1/07

1/07

1/07

1/07

1/07

1/07


Task Progress


Page 2 of 3

Date: Tue 1/04/14 19


General Managers Office � Double Glazing/Doors $3,000

Cultural Activities $86,000

Ulverstone History Museum � Facade $5,000

Ulverstone History Museum Redevelopment $50,000

Ulverstone Band � Purchase Instruments $28,000

Art Gallery � Acquisition $3,000

Housing $170,000

Aged Person Home Units � Internal Rehabilitation $50,000

Aged Person Home Units � External Rehabilitation $50,000

Aged Person Home Units � HWC Renewal $15,000

Aged Person Home Units � Electrical Replacements $15,000

Aged Person Home Units � Fencing/Surrounds $10,000

Howe Lane Carpark $30,000

Cultural Amenities $57,000

Civic Centre � Gawler Room Refurbishement $22,000

Civic Centre/Wharf Audio Visual $35,000

Public Halls and Buildings $10,000

Ulverstone Surf Club � Balcony Structure $10,000

Caravan Parks $120,000

Buttons Creek Caravan Park � East End Toilet Renewal $80,000

Ulverstone Caravan Park � Electrical Upgrade � Stage2/3 $30,000

Buttons Creek Caravan Park � West End Toilet Demolition $10,000

Swimming Pool and Waterslide $20,000

Chlorinator Upgrade $15,000

Active Recreation $98,000

Batten Park � Picnic Hut Removal $5,000

River Park Assessment/Resurface $20,000

Ulvertsone, Showgrounds, Sports and Leisure Centre � Works Storage $12,000

Ulvertsone, Showgrounds, Sports and Leisure Centre � Netball Seating and Fence

$25,000

Ulvertsone, Showgrounds, Sports and Leisure Centre � Mens Shed � Water/Sewer Connection

$3,000

Dial Sports Complex Master Plan � Investigations $10,000

Recreation Centres $33,000

Floor Scrubber Replacement $18,000

Penguin Stadium � Scoreboard Upgrade $15,000

Visitor Information Services $85,000

Ulverstone Visitor Information Centre � Roof Renewal $85,000

Child Care $89,000

Ulverstone Child Care � Big Room Shelf Replacement $5,000

Ulverstone Child Care � Internal/External Painting $5,000

Ulverstone Child Care � Water Main Replacement $5,000

Ulverstone Child Care � Roof Replacement and Asbestos Removal $15,000

Ulverstone Child Care � Heating Upgrade $15,000

Ulverstone Child Care � Toddler Area Food Preparation $15,000

Ulverstone Child Care � Pantry Shelf $2,000

Ulverstone Child Care � Internal Sliding Door $7,000

LEGEND $0

Not Started $0

Commenced (Construction or Preliminaries) $0

Complete $0

Deferred $0

1/07


Task Progress


Page 3 of 3

Date: Tue 1/04/14 19