EUROBODALLA SHIRE COUNCIL · Codes of Conduct and policy, ICAC, ... MOU Memorandum of ... Eurobodalla Shire Council Committees , and

AGENDA

Ordinary Meeting of Council

27 July 2010

EUROBODALLA SHIRE COUNCIL

ETHICAL DECISION MAKING AND

CONFLICTS OF INTEREST

A GUIDING CHECKLIST FOR COUNCILLORS, OFFICERS

AND COMMUNITY COMMITTEES

ETHICAL DECISION MAKING

Is the decision or conduct legal?

Is it consistent with Government policy, Council‟s objectives and Code of Conduct?

What will the outcome be for you, your colleagues, the Council, anyone else?

Does it raise a conflict of interest?

Do you stand to gain personally at public expense?

Can the decision be justified in terms of public interest?

Would it withstand public scrutiny?

CONFLICT OF INTEREST A conflict of interest is a clash between private interest and public duty. There are two types of conflict: Pecuniary

– regulated by the Local Government Act and Department of Local Government; and Non-Pecuniary – regulated by

Codes of Conduct and policy, ICAC, Ombudsman, Department of Local Government (advice only).

THE TEST FOR CONFLICT OF INTEREST

Is it likely I could be influenced by personal interest in carrying out my public duty?

Would a fair and reasonable person believe I could be so influenced?

Conflict of interest is closely tied to the layperson‟s definition of “corruption” – using public office for private

gain.

Important to consider public perceptions of whether you have a conflict of interest.

IDENTIFYING PROBLEMS 1st Do I have private interests affected by a matter I am officially involved in?

2nd Is my official role one of influence or perceived influence over the matter?

3rd Do my private interests conflict with my official role?

Whilst seeking advice is generally useful, the ultimate decision rests with the person concerned.

AGENCY ADVICE Officers of the following agencies are available during office hours to discuss the obligations placed on

Councillors, Officers and Community Committee members by various pieces of legislation, regulation and Codes.

CONTACT PHONE EMAIL WEBSITE

Eurobodalla Shire Council

Public Officer 4474-1000 [email protected] www.esc.nsw.gov.au

ICAC 8281 5999 [email protected] www.icac.nsw.gov.au

Local Government Department 4428 4100 [email protected] www.dlg.nsw.gov.au

NSW Ombudsman 8286 1000

Toll Free 1800 451 524 [email protected] www.ombo.nsw.gov.au

Reports to Committee are presented generally by „exception‟ - that is, only those items that do not comply with legislation or

policy, or are the subject of objection, are discussed in a report.

Reports address areas of business risk to assist decision making. Those areas include legal, policy, environment, asset,

economic, strategic and financial.

Reports may also include key planning or assessment phrases such as:

Setback Council‟s planning controls establish preferred standards of setback (eg 7.5m front; 1m side and rear);

Envelope taking into account the slope of a lot, defines the width and height of a building with preferred

standard of 8.5m high;

Footprint the percentage of a lot taken up by a building on a site plan.

Acronym Meaning Description

ACR Australian Capital

Region

The political and strategic grouping of the ACT government and 17

adjacent councils

AEP Annual Exceedance

Probability

For floods expressed as a % eg 1% = 1:100 year event. The NSW

Flood Guidelines nominate types of development and controls

AHD Australian Height

Datum

Floor levels for buildings set to remain at or above flood level

(expressed as 'freeboard')

APZ Asset Protection Zone Area to be cleared and maintained around habitable buildings in

bushfire prone areas

ARP Arterial Road Plan 20-year plan to develop, through developer contributions, grants and

loans, a series of link and loop roads to and around major urban centres

AS Australian Standard Standards set by national body as minimum construction, service,

system, planning or design requirements

BCA Building Code of

Australia

Prescribes minimum standards or performance base for building

construction

CAMP Companion Animal

Management Plan

Required by state law, plan nominating management of dogs and cats

and areas for access for the exercise of dogs (eg beaches and reserves).

CC Construction Certificate Floor Plans approved by council or private certifier in compliance with

development conditions and BCA

CCP Coastal Capacity Plan Scientific research behind assessment of capacity of land and

waterways in rural residential and urban expansion lands to sustain

human settlement

COPW Condition of Public

Works Report

Required by state law to define the condition of infrastructure assets,

the cost to upgrade to defined standards, the current costs of

maintenance and desired levels of maintenance

CP Cultural Plan

CSR Complaint and Service

Request

Requests received from public by phone, letter, email or Councillor to

attend to certain works (eg pothole) or complain of certain service or

offence (eg dogs barking)

DA Development

Application

Required by state law to assess suitability and impacts of a

development proposed for land

DAP Disability Action Plan Council plan outlining proposed works and services to upgrade

facilities to progressively meet Disability Discrimination Act

DCP Development Control

Plan

Local planning policy defining the characteristics sought in residential,

commercial land

DEC Department of

Environment and

Conservation (formerly

EPA, NPWS)

State agencies (former Environment Protection and National Parks)

managing state lands and regulating council activity or advising on

development applications

DEUS Department of Energy,

Utilities& Sustainability

State agency managing funding and approvals for town and country

water and sewer services and State energy requirements.

DOP Department of Planning State agency managing state lands and regulating council activity or

advising on development applications or strategic planning

DLG Department of Local

Government

State agency responsible for regulating local government

DoL Department of Lands State agency managing state lands and advising on development applications

or crown land management

DOC Department of Commerce State agency (formerly Public Works) managing state public water, sewer and

buildings infrastructure and advising/supervising on council infrastructure

construction

DoH Department of Health State agency responsible for oversight of health care (community and

hospital) programs. Also responsible for public warning of reportable

health risks

DOTAP Department of Transport

and Planning

Federal agency incorporating the national department for local

government and administering financial assistance grants

DNR Department of Natural

Resources

State Agency managing natural resources.

D and NR Development and

Natural Resources

Committee

Committee of council determining referred development applications

and other matters

EBP Eurobodalla Bike Plan Strategic Plan identifying priorities and localities for cycleways in the

Shire

EIS Environmental Impact

Statement

Required for designated and state developments researching and

recommending solutions to social, economic and environmental

impacts

EMP Estuary Management

Plan

Community based plan, following scientific research of hydrology and

hydraulics, recommending actions to preserve or enhance social,

economic and environmental attributes of estuary

EMS Environmental

Management System

Plans prepared by council (such as waste management and strategic

planning) around AS14000

EOI Expressions of Interest Often called in advance of selecting tenders to ascertain capacity and

cost of private sector performing tasks or projects on behalf of council

EP&A Environment Planning

& Assessment Act

State law defining types of development on private and public lands,

the assessment criteria and consent authorities

ESD Ecologically Sustainable

Development

Global initiative recommending balance of social, economic and

environmental values in accord with 7 ESD principles

ESS Eurobodalla Settlement

Strategy

Council strategy prepared with assistance of government to identify

best uses and re-uses of urban lands, the appropriate siting of private

and public investment (eg institutions, employment areas or high

density residential) based on current and planned infrastructure and

land capacity

ET Equivalent Tenement Basis of calculation of demand or impact of a single dwelling on water

and sewer system

FAG Financial Assistance

Grant

Federal general-purpose grant direct to local government based on

population and other 'disability' factors

FSR Floor Space Ratio A measure of bulk and scale, it is a calculation of the extent a building

floor area takes up of an allotment

GIS Geographic Information

System

Computer-generated spatial mapping of land and attributes such as

infrastructure, slope, zoning

GSAHS Greater Southern Area

Health Service

State board commissioned with oversight of health care in Highlands,

Monaro and Far South Coast

H Division H Division Political and strategic grouping of councils along the NSW southern

tablelands, Monaro and far south coast under the umbrella of LGSA

discussing local government and regional issues and resourcing sharing

initiatives

IPART Independent Pricing &

Regulatory Tribunal

State body that reviews statutory or government business regulatory

frameworks and pricing levels

IPWEA Institute Public Works

Engineers Australia

Professional association

IWCMS Integrated Water Cycle

Management Strategy

(or Plan)

Council plan identifying risk and social, economic and environmental

benefit of proposed augmentation to water, sewer and stormwater

systems

IWMS Integrated Waste

Management

(Minimisation) Strategy

Council plan identifying risk and social, economic and environmental

benefit of proposed augmentation of waste (solids, effluent,

contaminated, liquid trade waste)

LEP Local Environment Plan The statutory planning instrument defining the zones and objectives of

urban and rural areas

LGAct Local Government Act State law defining the role of Mayor, Councillors, staff, financing,

approvals etc

LGA Local Government

Authority

LGMA Local Government

Managers Australia


LGSA Local Government &

Shires Association

Representative advisory and advocacy group for councils in NSW

MEU Ministry of Energy and

Utilities

State agency that subsidises, approves of proposed council water and

sewer augmentation

MOU Memorandum of

Understanding

Agreement in principle between parties (eg council and agency) to

achieve defined outcomes

NPWS National Parks &

Wildlife Service

Now merged into DEC

NRM Natural Resource

Management

NVC Native Vegetation

Conservation Act

State law defining means of protection of threatened legislation and

approval processes to clear land

OC Occupation Certificate Issued by council or private certifier that building is safe to occupy and

in compliance with development conditions and BCA

OSMS On site sewage

management system

Includes septic tanks, aerated systems, biocycles etc

PCA Principal Certifying

Authority

The person or organisation appointed by applicant to inspect and

certify structures

PIA Planning Institute

Australia


POEO Protection of the

Environment Operations

Act

State law outlining standards for emissions and discharges and

penalties for pollution

POM Plan of Management

(usually for community

land)

Council plan nominating type of uses for community land and range of

facilities progressively to be provided on land

POPE Place of Public

Entertainment

Approvals required for clubs and halls to ensure safety measures in

place for public

PPP Public Private

Partnerships

PTS Public Transport

Strategy

Council strategy to initiate mechanisms to promote and facilitate public

transport (bus, taxi, community transport, cycles) in design of

subdivisions, developments and council works

REF Review of

Environmental Factors

Council examination of risk and social, economic and environmental

benefit of proposed works, assessed against state planning,

environment and safety laws

REP Regional Environment

Planning Policy

Outlines compulsory state planning objectives to be observed in

development assessment and strategic planning

RFS Rural Fire Service State agency responsible for providing equipment and training for

volunteer firefighter brigades, and the assessment and approval of

developments in bushfire prone lands

RLF Regional Leaders Forum The group of mayors and general managers representing the councils in

the ACR

RTA Roads & Traffic

Authority

State agency responsible for funding, construction and maintenance of

state roads, the approval of council works on arterial roads and

development applications

S64 S64 Contributions Plan Developer contributions plan to enable, with council and state funds,

the augmentation of water, sewer and stormwater infrastructure

S94

S94A

S94 Contributions Plan

S94A Contributions

Plan Levy Plan

Developer contributions to enable construction of public infrastructure

and facilities such as roads, reserves, carparks, amenities etc.

SCG Southern Councils

Group

Political and strategic grouping of councils along the NSW south coast

from Wollongong to the border, lobbying government for assistance

(eg Highways) and resourcing sharing initiatives

SEA Strategic Environment

Assessment

Spatial assessment of environmental constraints of land considered in

design and assessment of subdivision and infrastructure.

SEPP State Environment

Planning Policy

Outlines compulsory state planning objectives

SOER State of the

Environment Report

Required by state law, the comprehensive assessment (every four

years) of the condition and the pressures on the social, economic and

environmental features of the Shire and appropriate responses to

address or preserve those issues.

SP Social Plan Required by state law, the comprehensive assessment (every four

years) of the condition and the pressures on the social framework of the

community, their services and facilities and economic interactions

…….SP Structure Plan Plan promoting landuses and siting of infrastructure and facilities in

towns (eg, BBSP – Batemans Bay Structure Plan).

SRCMA Southern Rivers

Catchment Management

Authority

State agency commissioned with assessment and monitoring of health

and qualities of catchments from Wollongong to the border, and

determine directions and priorities for public and private investment or

assistance with grants

STP Sewer Treatment Plant Primary, secondary and part tertiary treatment of sewage collected

from sewers before discharge into EPA approved water ways or

irrigation onto land

TAMS Total Asset

Management System

Computer aided system recording condition and maintenance profiles

of infrastructure and building assets

TBL Triple Bottom Line Commercial term coined to encourage business to consider and

disclose social and environmental risk, benefit and costs in the conduct

of business to guide investors as to the long term sustainability and

ethics of a business. Taken up by Council to record the basis of

prioritisation, the review of condition, the monitor of progress and the

financial disclosure of preventative or maintenance investment in

council-based social and environmental activities

TOR Terms of Reference

TSC Threatened Species

Conservation Act

State law governing the protection of nominated species and relevant

assessment and development controls

ULEP Urban Local

Environment Plan

Statutory planning instrument (below SEPP and REP) outlining land

uses and objectives by zone in urban areas

WCF Water Cycle Fund Combination of water, sewer and stormwater activities and their

financing arrangements

W & S Works & Services

Committee

Council committee considering works activities and priorities

WSUD Water Sensitive Urban

Design

Principle behind the IWCMS and council development codes requiring

new developments to reduce demand and waste on water resources

through contemporary subdivision and building design

EUROBODALLA SHIRE COUNCIL

ORDINARY MEETING OF COUNCIL

TO BE HELD IN THE COUNCIL CHAMBERS, MORUYA

ON TUESDAY 27 JULY 2010

COMMENCING AT 10.00AM

AGENDA

WELCOME AND EVACUATION MESSAGE

APOLOGIES

QUESTIONS FROM THE PUBLIC GALLERY (Agenda Items Only)

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS Minutes of the Ordinary Meeting of Council held on 22 June 2010.

Minutes of the Extraordinary Meeting of Council held on 6 July 2010.

DECLARATIONS OF INTEREST OF MATTERS ON THE AGENDA

MAYORAL REPORT

O10/42 Staff – Resignation of Director, Water and Waste

NOTICE OF MOTION Page No.

NM10/05 Water Storages 1

NM10/06 Recognition for Long and Meritorious Service 2

NOTICE OF RESCISSION NR10/01 Recognition for Long and Meritorious Service

QUESTIONS ON NOTICE FROM COUNCILLORS

37848.10 Question on Notice from Councillor 3

FSQN10/04 Question on Notice from Councillor 4

FSQN10/09 Question on Notice from Councillor 5

37542.10




REPORTS

O10/26 Investments made as at 30 June 2010 10

O10/27 Event Application – Mountain Bike Enduro Event – Mogo 20

O10/28 Lease to Tuross Rescue Squad Inc 23

O10/29 LGSA Water Management Conference – Orange

12-14 September 2010 26

O10/30 Finance and Services Committee Meeting held 13 July 2010 28

O10/31 Policy and Strategy Committee Meeting held 6 July 2010 29

O10/32 Appointment of Delegates to External Body 31

O10/33 Payment of Expenses and Provision of Facilities to

To Mayor and Councillors – Policy 32

O10/34 Local Government Association of NSW Annual Conference 2010 34

O10/35 Eurobodalla Community Strategic Plan Process

And Community Engagement Strategy 38

O10/36 Acquisition of Land for Tuross Water Treatment Plant 43

O10/37 Extinguishment of Easement within

Lot 406 DP 1061103 Sunshine Bay 46

O10/38 Sale of Surf Beach Land to NSW Ambulance Service 48

O10/39 Tender for Management of Batemans Bay Beach Resort 50

O10/40 Business Excellence Framework Continuous Improvement Program 53

O10/41 Funding for Masterplan of Regional Community and Sporting

Precinct Centre at Hanging Rock Batemans Bay 55

MAYOR BRIEFING

GENERAL MANAGER’S BRIEFING

QUESTIONS/URGENT BUSINESS

CLOSED SESSION TO CONSIDER CONFIDENTIAL MATTERS

In accordance with Section 10A(2) of the Local Government Act 1993, Council exclude members of the

public from the meeting and go into Closed Session to consider the following confidential matters.

In accordance with Section 10A(4) of the Local Government Act 1993 the Chairperson invites members

of the public to make verbal representations to the Council on whether the meeting should be closed to

consider the following matters.

Discussion of the material would be contrary to the public interest for reasons relating to one or more of

the matters prescribed by the Local Government Act 1993 Section 10A(2)(a-h).

(a) personnel matters concerning particular individuals; or

(b) the personal hardship of any resident or ratepayer; or

(c) information that would, if disclosed, confer a commercial advantage on a person with whom the

council is conducting (or proposes to conduct) business; or

(d) commercial information of a confidential nature that would, if disclosed;

(i) prejudice the commercial position of the person who supplied it, or

(ii) confer a commercial advantage on a competitor of the council, or

(iii) reveal a trade secret,

(e) information that would, if disclosed, prejudice the maintenance of law; or

(f) matters affecting the security of the council, councillors, council staff or council property; or

(g) advice concerning litigation, or advice that would otherwise be privileged from production in legal

proceedings on the ground of legal professional privilege or information concerning the nature and

location of a place; or

(h) an item of Aboriginal significance on community land.

CONFIDENTIAL REPORT

C10/01 Funding Proposal – Rembrandt Investment Legal Costs E08.2526

This report is classified Confidential under Section 10A(2) (d) (i), (ii), (iii), of the Local Government Act

1993, which permits the meeting to be closed to the public for business relating to the following:

(d) commercial information of a confidential nature that would, if disclosed;

(i) prejudice the commercial position of the person who supplied it, or

(ii) confer a commercial advantage on a competitor of the council, or

(iii) reveal a trade secret.

(g) advice concerning litigation, or advice that would otherwise be privileged from production in legal

proceedings on the ground of legal professional privilege.

PAUL J ANDERSON

GENERAL MANAGER

MAYORAL REPORT TO ORDINARY MEETING OF COUNCIL

HELD ON TUESDAY 27 JULY 2010

O10/42 STAFF – RESIGNATION OF DIRECTOR, WATER AND WASTE S.0257

As Councillors are now aware, Mr Greg Searle, Council's Director, Water and Waste has announced his

resignation, effective Wednesday 4 August 2010.

Mr Searle commenced work with Eurobodalla Shire Council on 2 October 2007 as Group Manager,

Water and Waste, following the departure of the previous Group Manager and will have provided Council

and the community with 2 years, 9 months service when he leaves.

During his time at Council Mr Searle has overseen and implemented upgrades in the following major

capital works:

1. Moruya to Deep Creek Dam Pipeline

2. Northern Water Treatment Plant

3. Upgrade to Inlet Works Batemans Bay Sewer Treatment Plant

4. Malua Bay Sewerage Diversion

5. Southern Water Treatment Plant (Tuross)

6. Spine Road Pump Station

7. Solar Energy Federal Grant Funding for (Clean energy for eternity ) project

8. Internal restructure of Eurowater:

a) Water and Wastewater Treatment

b) Water and sewer operations

9. Brou Waste Management Facility – Council labour took over from contractors

10. Surf Beach Waste Management Facility:

a. Irrigation system for leachate on site

b. Internal waste transfer station

c. Concept design for Stage 2

11. Low pressure sewer contract with Mono pumps

12. Centralised septic receival point – Moruya STP

13. Recycled water management plans – Hanging Rock – Gundary oval – Riverside Park

14. Spine road rising main

15. New effluent main from Batemans Bay STP to Hanging Rock and Catalina Country Club

16. New water main under Nungudga Lake

17. Refurbishment and commissioning of Moruya River low lift and high lift pump stations

18. Biosolids beneficial reuse on farm in Tilba.

On behalf of the Council and the community I would like to thank Mr Searle for his efforts and dedication

during this time of his employment and wish him all the best for his future endeavours.

RECOMMENDED

THAT Council acknowledge the works and efforts of Mr Greg Searle during his term of employment as

director water and waste with Eurobodalla Council for the period 2 October 2007 to 4 August 2010.

FERGUS THOMSON

MAYOR

NOTICE OF MOTION TO ORDINARY MEETING OF COUNCIL

HELD ON TUESDAY 27 JULY 2010 Page 1

NM10/05 WATER STORAGES E00.4623

SYNOPSIS

Council has over time taken steps to upgrade the Shire‟s drinking water supplies

infrastructures to provide for development and future growth.

When the storage dam at Deep Creek south of Batemans Bay was constructed in a hurry in

the early 1980‟s, because of a drought and the Shire being virtually out of water, I believe it

was the intention to increase the water storage capacity at a later date. As we all know that

hasn‟t occurred yet.

Most likely the cheapest way to increase water storage for the Shire‟s growing population and

industrial development would be to increase the capacity of the Deep Creek Dam by raising

the height of the wall and also with some on river storages.

I believe the New South Wales government could be supportive of on river water storages in

some areas of New South Wales.

I think it‟s time to look at ways of increasing the Shire‟s water storage capacities at this time

and think it appropriate the Council supports a Motion.

I recommend

THAT:

1. The General Manager be asked to have discussions with the appropriate State and

Federal Government Ministers for Water and their respective departments to explore

the construction and financing of on river water storages in the Eurobodalla Shire;

2. Investigate the feasibility of increasing the water storage capacity of Deep Creek dam

by raising the wall by 2 metres;

3. Report the outcomes back to council with preferred options and costs.

COUNCILLOR ALLAN BROWN



NM10/06 RECOGNITION FOR LONG AND MERITORIOUS SERVICE E00.4623

SYNOPSIS

In the eyes of the ratepayer and the whole community the way Council rewards long and

meritorious service caused enormous concern. It was very clear, from the public‟s reaction

and feedback that the Council‟s 2008 decision granting an ex gratia retirement bonus to a

former senior executive was widely criticised by the community.

Council needs to address the issue of how the organisation may recognise and reward

meritorious service. The following proposal seeks to find a way forward that has the support

of the community.

RECOMMENDED

THAT if Council wishes to give formal recognition to an employee for long and meritorious

service, then the manner in which any such recognition is given be conditioned by the

following:

1. Where such a recommendation is made to the Council, the General Manager shall

ensure that any relevant instructions or advice from the NSW Department of Local

Government or any other NSW Government agency are brought by way of a report to

the Council.

2. Where such a recommendation includes a proposal for the Council to approve a cash or

similar bonus payment, no decision shall be taken by the Council on that

recommendation, until the details of the proposal have been made available for public

comment for a period of not less than one month.

3. In line with Council's charter obligations to effectively account for and prudently

manage the community assets for which it is responsible, the Council should carefully

consider the merits of any recommendation before approving a cash or similar bonus

payment.

COUNCILLOR CHRIS KOWAL


HELD ON TUESDAY 27 JULY 2010

NR10/01 RECOGNITION FOR LONG AND MERITORIOUS SERVICE E00.4623

THAT the Motion adopted at the Ordinary Meeting of Council held on Tuesday 27 July 2010

in relation to report no. NM10/06 Recognition for Long and Meritorious Service, be

rescinded.

The following Notice of Motion be adopted.

RECOMMENDED

THAT the issue of Recognition for Long and Meritorious Service be deferred for further

consideration at a workshop.

COUNCILLOR ALLAN BROWN

COUNCILLOR CHRIS VARDON OAM

COUNCILLOR ALAN MORTON



37848.10 QUESTION ON NOTICE FROM COUNCILLOR E96.0122

Councillor Alan Brown stated that Eurobodalla Tourism is essentially funded through the

Public Purse and asked why the Tourism Board meetings are closed to the general public?

Reply

Council‟s Tourism Board is essentially an industry consultative forum where individuals

representing tourism related businesses give input/guidance/ideas as to the opportunities

Council has for promoting the Eurobodalla to attract tourist spending and to grow local

tourism businesses.

This Board does not make determinations as to how much Council invests in tourism,

however it does provide insight to the issues faced by industry, both local and regionally, that

assists in guiding Council‟s marketing and promotion strategies and tourism activities

generally. The focus of discussion is examining industry trends, external pressures (ie

influence of international and other domestic markets), and tourism business-related matters.

Similar to a forum such as the Chambers of Commerce, it is a group established for a specific

purpose with participants who are able to constructively contribute from a position of

knowledge and experience in the tourism industry. As with most Boards (advisory or

directors), meetings do not have an „audience‟, but that does not mean that stakeholder

interests (such as the general public) are not considered.

Arguably, members of the Tourism Advisory Board have the benefit of the general public‟s

views via the activities of their respective businesses.

The role and functions of the Board are currently under review as part of the overall

consideration of Council‟s investment in Tourism and Councillors views in this regard will be

sought in the coming weeks.

RECOMMENDED

THAT the response to the question regarding Eurobodalla Tourism Board meetings submitted

by Councillor Alan Brown on 9 July 2010 be received and noted.

PAUL J ANDERSON

GENERAL MANAGER



FSQN10/04 QUESTION ON NOTICE FROM COUNCILLOR E10.4041; E02.6950

Finance and Services Committee Meeting held on 11 May 2010

Councillor Alan Morton referred to the HMAS Adelaide being sunk as an artificial reef and

asked if Council could give consideration to and investigate the possibility of this

decommissioned naval vessel being sunk in Eurobodalla Shire as a tourist destination.

The General Manager took the matter on notice.

Reply

Council‟s tourism team acknowledge that the Eurobodalla has potential to further develop

diving as a niche market. Already, Montague Island is rated as one of the world‟s top ten

diving spots and Tollgate Island and Burrewarra Point are well known and attract significant

interest.

Specifically, in relation to Shipwreck Diving, Shipwreck Coast Tourism in Victoria, many

islands in the Pacific, Whitsunday etc, directly market themselves as shipwreck diving

destinations. Gaining further information to the value of their industry would be useful.

Perhaps there is a possibility for development of „South Coast‟ dive trail to capitalise on

other known wrecks on the south coast. Divers are more likely to fall into high net worth

demographic categories; however we would need to access research on this.

If Council was interested in pursuing this type of tourist development, considerations and

further research would be required as to:

How does the Marine Park Authority and possible National Parks view the proposal?

Environmental impact - Extensive consultation period would be required?

Where would the best location be?

Funds required for marketing, raising awareness – where would these come from?

Is there a cost of having the ship‟ wrecked‟ here?

Look at case study on recent sinking of the HMAS Adelaide off the coast of Terrigal

NSW

Consideration would also need to given to the infrastructure required near the location, such

as boat ramps, position for dive school premises etc, to support such development.

RECOMMENDED

THAT Council determine whether investment is made in research of the above points to

ascertain the viability of such a tourist destination.

PAUL J ANDERSON

GENERAL MANAGER



FSQN10/09 QUESTIONS ON NOTICE FROM COUNCILLOR E10.4041; E96.0044

Councillor Graham Scobie asked for clarification regarding rules in relation to Councillors

attending site meetings at the request of the ratepayer.

Director, Strategic, Development and Environmental Services, took the question on notice.

Reply

There is no rule or legal requirement that prohibits a councillor attending a site meeting at

the request of the ratepayer.

Councillors have been provided a list of staff who are designated contacts for Councillors.

Councillors should not contact staff other than those on the list, unless they have obtained the

approval of the General Manager or relevant Director.

Councillors have also been advised that as a matter of courtesy they should first make

telephone contact with the staff they wish to meet with.

The above arrangements apply equally to situations where Councillors have been requested

to attend a meeting or site visit by a ratepayer or member of the public.

Notwithstanding the above the Code of Conduct states:

9.2 Councillors or administrators must not:

a) Direct Council staff other than by giving appropriate direction to the General

Manager in the performance of Council‟s functions by way of Council or

Committee resolution, or by the Mayor or administrator exercising their power

under section 226 of the Act (section 352).

b) In any public or private forum, direct of influence or attempt to direct or

influence, any other member of the staff of the Council or a delegate of the

Council in the exercise of the functions of the member or delegate.

c) Contact a member of the staff of the Council on Council related business unless

in accordance with the policy and procedures governing the interaction of

Councils and Council staff that have been authorised by the Council and the

General Manager.

It should be noted that it is an offence of the Code of conduct to direct or influence or attempt

to direct or influence a member of staff.

Further, it should be noted that intimidation is a form of bullying and harassment and that

one does not have to say anything or physically touch another person in order to display

intimidating behaviour.



FSQN10/09 QUESTIONS ON NOTICE FROM COUNCILLOR E10.4041; E96.0044

Councillors should therefore give due consideration before seeking to attend meetings with

staff concerning operational issues, particularly where such meetings or site inspections

concern Council‟s execution of its statutory duties.

Where Councillors wish to attend a meeting or site visit with staff, even where they have been

invited by members of the community, they should first contact the relevant designated staff

member.

RECOMMENDED

THAT the response to the question regarding rules in relation to Councillors attending site

meetings raised by Councillor Graham Scobie at the Finance and Services Committee

Meeting of Council held on 8 June 2010 be received and noted.

PAUL J ANDERSON

GENERAL MANAGER



37542.10

37543.10 QUESTIONS ON NOTICE FROM COUNCILLOR E10.4041; E07.1379

Councillor Allan Brown submitted the following Question on Notice:

The Quarry Wharf on North Head Drive has now been demolished. What is proposed for a

replacement wharf as has been mentioned in the past in the same location?

If something is put there as a sort of compromise who will pay for it and pay for the future

maintenance?

Reply

The structure is currently owned and maintained by the Department of Lands. They are

proposing to replace the demolished wharf with a smaller structure.

It would be preferable to see a larger replacement structure in keeping with the style of the

original wharf.

Council staff are pursuing external funding through the Recreational Fishing Trust with the

aim of combining grant funding with the funding the Department of Lands have allocated in

order to achieve a better outcome. Future maintenance of the structure will no doubt form

part of these conversations.

RECOMMENDED

THAT the response to questions regarding the replacement of the quarry wharf on North

Head Drive raised by Councillor Allan Brown submitted via email on 8 July 2010 be received

and noted

PAUL J ANDERSON

GENERAL MANAGER



35796.10 QUESTIONS ON NOTICE FROM COUNCILLOR E10.4041

Councillor Allan Brown asked has the Runnyford Bridge on Runnyford Road been properly

maintained for the load limit displayed near it (5 tonne I think)?

Reply

Runnyford Road bridge currently has a 15 tonne load limit and 10km/hr speed restriction in

place. The bridge is visually inspected every year and drill tested every three years to ensure

the bridge is structurally adequate and to identify any maintenance tasks that are required.

Major renewal works were carried out in 2006/07.

RECOMMENDED

THAT the response to the question regarding maintenance of Runnyford Road bridge raised

by Councillor Allan Brown on 1 July 2010 be received and noted.

PAUL J ANDERSON

GENERAL MANAGER



39065.10 QUESTION ON NOTICE FROM COUNCILLOR E80.1456; E10.4029

Councillor Chris Vardon submitted the following regarding staff numbers.

Comments from the recently formed Eurobodalla Ratepayers Association and in an editorial

published in the local paper have centred around the number of staff employed by

Eurobodalla Shire Council in comparison with other Councils.

One Council quoted was Great Lakes Council, which according to the article has 300

employees compared with ESC about 500, is described as having the same population and

distances between significant towns as we have in the Eurobodalla Shire local government

area. Another figure used was that on average Councils have one (1) employee for every 100

residents whereas Eurobodalla Shire Council is said to have one (1) employee for every 60

residents.

Eurobodalla Shire Council is currently listed by the Division of Local Government within the

Department of Premier and Cabinet as a Category 4 Council.

What services are provided by each of these Councils to their residents and ratepayers as

compares with services provided by ESC to its residents and ratepayers?

Are all of these Councils, which contribute to the averages quoted, providing sewer and

water, community wellbeing services (including the range of such services provided by ESC),

duplication or triplication of community infrastructure as is required in our local government

area? What number of employees are in each of the divisions within each of these councils

(e.g. roads and recreation, water, sewer, building, environment, planning, administration,

community wellbeing etc)?

If community wellbeing services are provided, on what basis are they provided and are the

people working to provide those services recorded as council employees as is the case here?

Do all the councils in Category 4 have the similar community pressure to provide the level

and range of services needed by our community or are some of them within areas in which

infrastructure has largely been provided for a number of years as the population growth has

not been as marked as that experienced within the Eurobodalla Shire local government area?

Reply

Some of the examples stated in the Question on Notice are not similar to Eurobodalla Shire

Council and will require some additional research to enable Councillors to fully consider the

issues raised.

Examples are Great Lakes Council - they are not responsible for water and sewer functions.

This is in fact carried out by Mid Coast Water, and Bega Valley Shire Council have

contracted out some of their water and sewer functions. Staff associated with these examples

are not included in the comparative information which is published by the Department of

Local Government. A more comprehensive report will be provided to a future meeting.

RECOMMENDED

THAT the response to the question regarding staff numbers raised by Councillor Chris

Vardon dated 12 July 2010 be received and noted.

PAUL J ANDERSON

GENERAL MANAGER

REPORT TO ORDINARY MEETING OF COUNCIL


O10/26 INVESTMENTS MADE AS AT 30 JUNE 2010 E99.3517

SYNOPSIS

The purposes of this report are:

To certify the Council's investments in financial instruments have been made in

accordance with the legal and policy requirements.

Provide information on and details of investments.

Raise other matters relevant to investing as required.

CERTIFICATION

Pursuant to provision of Clause 1 (Reg 212) of the Local Government (General) Regulation

2005, I hereby certify that these investments have been made in accordance with the Act and

related Regulations.

Noting that:

The Shield 21 Hedge Fund is rated only on the capital (not interest). Such investments

were referred to in the Cole report as being a “liberal” interpretation of the Minister‟s

Order for Local Government investments.

INVESTING INFORMATION

Policy

Council investments comply with the policy and Council minute 10/36 which reduces the

Government Stock requirement to 0% while Government Guaranteed funds exceed 20%.

Financial and Economic Environment

The Reserve Bank kept rates on hold at its meeting on 1 June 2010 as was widely expected.

The rate remains at 4.5%. Very strong employment growth numbers were released and record

lending for investment properties was announced.

The market consensus is that unless there is a significant worsening in the global financial and

economic situation in the short term, then the Reserve Bank will not cut rates.

US economic data was again mixed with investors clearly remain nervous and many are now

concerned more retailers will post disappointing results over coming weeks, a clear sign that

US consumer spending has fallen below previous forecasts.




Legal

Legal costs are within budget this financial year.

The table below shows Finance Section legal (general) costs for this financial year up to 30

June 2010 with the full year budget (2009/2010):

2008/2009

Actual

2009/2010

Actual(to date)

2009/2010

Budget

Total Actual

To Date

$82,846 $82,010 $87,600 $164,856

While there are no absolute guarantees the costs and benefits of incurring these legal fees are

considered warranted and appropriate in terms of Council‟s fiduciary duties to protect assets.

A separate report is being presented and this provides an option for funding future legal fees

in relation to the “Rembrandt” action.

The main fronts being contested are claims against Lehman‟s Australia (formerly Grange) in

respect of the Council‟s individually managed portfolio (IMP) etc. (the Administrator

acknowledged Council‟s claims but these are still being contested in Australia as to the details

and amounts), claims against Lehman‟s Brothers Special Financing where it is the

counterparty to CDO‟s ($3.5m frozen collateral with the CDO risk swaps now terminated)

and the Trustee Bank of New York (2 cases won in the UK so far now going to a 2nd

appeal),

claims against Local Government Financial Services (LGFS) in respect of the lost CPDO

Rembrandt and advice in respect of the loss of the CDO Palladin sold to the Council by the

Commonwealth Bank prior to the crash.

Council Investing Overall

CDO12%

FRN5%

MANAGED FUNDS

4%

DEPOSITS AT CALL19%

BANK DEPOSIT60%

Investment Composition




Council‟s accepted realised capital losses has not changed since the last report and remains

about $1.035m.

The weighted average return for all investments for the month is 5.22% and is above the new

benchmark being BBSW + 0.25% (5.15%) under the new policy. The calculation

conservatively assumes zero for coupons on about $3.5m of CDO‟s where “Lehman‟s” is the

counter party until that situation is resolved. At this stage the capital on these particular

CDO‟s while “uncertain” is not considered a realised loss.

For the 2009/10 financial year the weighted average return is 4.46% (benchmark is 4.25%).

The Council‟s investing policy provides for internally restricting amounts earned in excess of

the benchmark plus 0.25%. The entries transferring the excess to an internally restricted fund

have not been actioned as the amounts are not significant, however the interest revenue

estimates were conservative due to the GFC and at this stage it is expected there will be

favourable interest variations in the June budget review.

Council investments now have 79% invested in bank deposits with over 28% of these in

Government Guaranteed deposits. “Bank Deposits” are in banks rated greater than A or

covered by the AAA rated Government Guarantee. Since the last report investment in AAA

rated Government Guaranteed deposits increased to $15.96m (previously $13.3m).

All other investments are considered to be at “some limited” or higher risk. The highest area

of risk is considered to be within the CDO‟s, this has been independently reviewed and the

findings provided to Council in previous reports.

0 1 2 3 4 5 6

July-09

September-09

November-09

January-10

March-10

May-10

Percentage

Weighted Average vs Benchmark

90 DAY AVERAGE BBSW + 0.25%

WEIGHTED AVERAGE




CDO’s

The price volatility throughout June was again associated with uncertainties surrounding

Europe, with US sentiment changing on concerns that contagion risk attached to the European

crisis may be much greater than first thought. This will likely result in 30 June 2010 CDO

valuations either again falling or remaining unchanged when we report to the next meeting.

The market value of CDO‟s council currently hold is listed below for different periods and is

reported in global amounts due to commercial sensitivity. The market value of CDO‟s and

FRN‟s at 30 June 2010 have a lag period of one (1) month because the information required

to accurately value the investments is not available until after the end of each month. The

values for the financial accounts will be reported in the next report. The WDV at 30 June

2010 is 70.99% of the original purchase price:

Investment Type Purchase Price WDV

30/06/2009

WDV

31/12/2009

WDV

30/06/2010

CDO $6,882,179 $3,564,500 $4,004,900 $4,138,500

FRN $2,992,065 $2,673,000 $2,821,685 $2,870,795

Grand Total: $9,874,244 $6,237,500 $6,826,585 $7,009,295

The above table indicates that the market values of CDO‟s and FRN‟s have generally been

increasing since 30 June 2009 (last audited financial statements).

Floating Rate Notes (FRN’s)

These are mainly subordinate debt of Australian banks and like institutions. They are no

longer an option for future investing but are covered by the grandfathering clause within the

current ministerial determination. They are not Government guaranteed and would rank

lower than bank deposits in a dissolution situation. As the current markets are risk averse the

tradable values of these instruments are also relatively low compared to what was originally

paid. These are still considered to be in the policy category “at some limited risk” but with no

immediate concerns held in respect of either capital or coupon/interest loss/default. These

investments are currently paying coupons from 0.27% to 1.20% above the BBSW.

There are no known significant changes of status with these investments. Current strategy

remains “hold to maturity” or sell if market improves.

Managed Funds

The Shield 21 investment has 99% invested in CBA securities and the investment is

guaranteed by the CBA. The investment showed a return of 4.36% (annualised) for the month

of June 2010. The investment is capital guaranteed and will mature on 28 February 2011.




Council‟s Longreach managed fund showed an increase of 10.26% (annualised) during June.

The investment is capital guaranteed. As the returns are based on two indexes (S&P/ASX

200 Property Trust Index and UBS Australia Infrastructure and Utilities Index), it is unlikely

that these funds will recover to their original level by maturity date. This means that the

original investment plus 2% will probably be returned but not an enhanced participation

dividend.

In accordance with Council policy and recommendation from Structured Credit Research &

Advisory Pty Ltd (SCRAPL) an investment was made in the New South Wales Treasury

Corporation (Tcorp) Long Term Growth Facility. This is a managed fund and invested

predominantly in equities and the initial investment was $1m.

The valuation of this investment at 30 June 2010 was $985,176.44 showing a return of -

18.04% (annualised). Because this is the first month of the investment the result is reflecting

fees that are deducted on the initial investment and also because the investment is in equities

it will rise and fall on a monthly view however must be assessed over the long term.

Detailed Investment Information

The following tables detail investments and results for the period relevant to this report

(* to be read in conjunction with notes below)

Date Placed

Placed With Annualised

Rate % Interest Interval

Amount $ Rating Maturity

Date

AT CALL DEPOSIT GOVERNMENT GUARANTEED

01-06-10 AMP BANKING - O 5.5000 30 962,651.46 AAA 01-07-10

25-06-10 ST GEORGE BANK - O 6.2000 6 1,000,000.00 AAA 01-07-10

1,962,651.46

AT CALL DEPOSIT

25-06-10 ST GEORGE BANK - O 6.2000 6 8,937,300.98 AA 01-07-10

8,937,300.98

CDO'S

22-06-06 BLUE GUM CDO 6.3000 92 501,000.00 D 24-06-13

23-06-06 SCARBOROUGH CDO 6.2400 92 500,000.00 CCC- 23-06-14

06-07-06 TORQUAY CDO 6.1000 91 500,000.00 CC 20-06-13

15-08-06 PARKES CDO 5.9000 91 500,000.00 CCC- 20-06-15

04-12-06 KAKADU CDO 5.9000 91 500,000.00 CCC 20-03-14

20-12-06 HENLEY CDO 5.7000 92 500,000.00 CCC 22-06-12

07-02-07 ENDEAVOUR CDO 0.0000 92 500,000.00 Unrated 04-08-11

20-03-07 COOLANGATTA CDO 0.0000 92 750,000.00 Unrated 20-09-14

03-04-07 BERYL GLOBAL BANK NOTE CDO 0.0000 92 1,650,000.00 Unrated 20-09-14




16-04-07 MIAMI CDO 0.0000 92 50,289.00 Unrated 20-03-17

06-06-07 MERIMBULA CDO 0.0000 92 250,000.00 Unrated 20-06-13

25-09-07 TASMAN CDO 10.9767 91 430,890.00 BBB- 05-05-11

07-04-08 ESPERANCE 2 AAA Principal ur Coupon 0.0000 92 135,000.00 Unrated 20-03-13

6,767,179.00

FLOATING RATE NOTES

08-11-07 BENDIGO BANK SUB DEBT FRN 6.0500 91 500,000.00 BBB 09-11-17

25-07-06 HOME BUILDING SOCIETY FRN 5.5400 89 500,000.00 Unrated 25-07-16

29-01-07 ST GEORGE SUB DEBT FRN 4.8100 91 501,950.00 AA- 26-07-16

07-02-07 SUNCORP METWAY SUB DEBT FRN 5.2000 92 504,880.00 A 22-06-16

08-06-07 ELDERS RURAL BANK FRN 5.4700 92 500,000.00 BBB 08-06-17

24-09-07 BENDIGO BANK SUB DEBT FRN 6.1700 91 485,235.00 BBB 27-06-17

2,992,065.00

MANAGED FUNDS CAPITAL GUARANTEED

24-03-04 SHIELD 21 HEDGE FUND (CBA) 4.3600 30 595,790.00 AA 28-02-11

27-09-06 LONGREACH CP WHOLESALE FUND 10.2600 181 489,715.00 AAAf 29-09-11

1,085,505.00

MANAGED FUNDS

09-06-10 TCORP HOUR GLASS LTGF -18.0400 22 985,176.44 Unrated 01-07-10

985,176.44

TERM DEPOSITS

10-03-10 BANKWEST 5.7000 119 2,000,000.00 AA 07-07-10

17-05-10 BANKWEST 5.9500 100 3,000,000.00 AA 25-08-10

23-06-10 EQUITY LINKED DEP SERIES 1 3.0000 93 500,000.00 AA 20-09-11

25-06-10 NATIONAL AUSTRALIA BANK 6.2100 180 2,000,000.00 AA 22-12-10




23-12-09 WESTPAC BANKING CORPORATION 7.1500 365 1,000,000.00 AA 23-12-10




19,500,000.00




TERM DEPOSITS GOVERNMENT GUARANTEED

14-04-10 BANKWEST 5.7000 91 1,000,000.00 AAA 14-07-10

26-05-10 BANK OF QLD 6.1500 182 1,000,000.00 AAA 24-11-10

18-05-10 COMMUNITY CPS AUST LTD 6.2000 92 1,000,000.00 AAA 18-08-10

07-04-10 CITIBANK 5.6000 91 1,000,000.00 AAA 07-07-10

17-05-10 DEFENCE FORCE CREDIT UNION 6.1500 93 1,000,000.00 AAA 18-08-10

07-04-10 HERITAGE BUILDING SOCIETY 5.3000 91 1,000,000.00 AAA 07-07-10

01-06-10 HORIZON CREDIT UNION 6.0000 92 1,000,000.00 AAA 01-09-10

02-06-10 BANK OF CYPRUS 6.3100 182 1,000,000.00 AAA 01-12-10

03-06-10 IMB SOCIETY 5.8500 90 1,000,000.00 AAA 01-09-10

02-03-10 MACQUARIE BANK LTD 5.7500 126 1,000,000.00 AAA 06-07-10

10-03-10 NATIONAL AUSTRALIA BANK 6.2000 182 1,000,000.00 AAA 08-09-10

26-05-10 POLICE & NURSES CREDIT UNION 5.8000 91 1,000,000.00 AAA 25-08-10

08-06-10 SAVINGS AND LOANS CREDIT UNION 5.9600 92 1,000,000.00 AAA 08-09-10

02-12-09 WESTPAC BANKING CORPORATION 7.0000 365 1,000,000.00 AAA 02-12-10

14,000,000.00

56,229,877.88

WEIGHTED AVERAGE INTEREST %: 5.2201%

AVERAGE 90 DAY BBSW + 25%: 5.1500%




Table summarising investments per institution

Institution Purchase Price % Policy Limit

GOVERNMENT GUARANTEED 28.41 N/A

BANKWEST 8.90 20%

BENDIGO BANK 1.75 10%

COMMONWEALTH BANK 1.75 20%

ELDERS RURAL BANK 0.89 10%

HOME BUILDING SOCIETY 0.89 10%

NSW TREASURY CORPORATION 1.78 10%

NATIONAL AUSTRALIA BANK 12.46 20%

ST GEORGE BANK 16.84 20%

RABOBANK 0.89 20%

SUNCORP METWAY 0.89 10%

WESTPAC 12.46 20%

SAVINGS AND LOANS CREDIT UNION 0.00 10%

BERYL GLOBAL BANK NOTE 2.94

Target should be 0%. Maximum in

this category should be 20% at any time.

BLUE GUM 0.89

COOLANGATTA 1.34

ENDEAVOUR 0.89

ESPERANCE 2 0.24

HENLEY 0.89

KAKADU 0.89

MERIMBULA 0.45

MIAMI 0.09

PARKES 0.89

SCARBOROUGH 0.89

TASMAN 0.77

TORQUAY 0.89

Grand Total 100.00

Policy and Liquidity Risk

The investment policy is divided into two risk categories being credit risk which is the risk of

ultimately not being able to redeem funds and liquidity risk is the risk of loss due to the need

to redeem funds earlier than the investment term. Council investments comply with the risk

parameters in the policy.




The table below shows the percentage investments in each category compared to policy:

Low

Liquidity Risk

Medium Liquidity

Risk

High Liquidity

Risk

Total % Purchase

Price

Policy Risk % % % %

Remote Risk 28.41

28.41

Policy Limit 100.00 70.00 50.00

Near Risk Free 49.77 2.67

52.44

Policy Limit 80.00 50.00 30.00

Some Limited Risk

0.77 7.09 7.86

Policy Limit 30.00 20.00 10.00

At Risk

11.29 11.29

Policy Limit 0.00 0.00 20.00

Grand Total: 78.18 3.44 18.38 100.00

Notes (relating to above tables):

1) “Amount”: Investments that repay the original cost at maturity are shown at original

cost (i.e. most investments including CDO‟s, noting minor adjustments in this report

to ensure exact alignment). Investments that repay based on a valuation at maturity (or

earlier) are shown at valuation (e.g. managed funds).

2) “Rate %”: This is the annualised % return on investments for the month. In the case

of investments shown at original cost it is the yield including any capital gain at final

maturity. For investments shown at valuation this is based on the inc (-dec) in

valuation.

3) Valuation methodology in the year end financial statements may differ from this

report i.e. the financial statements will use “fair value” for CDO‟s and like

investments.

4) Uncertain ratings: This is denoted by “Unrated” in the rating column.




RESTRICTIONS AND EXPLANATION OF LEVEL OF FUNDS

A significant proportion of Council‟s investments support funds with external legal

restrictions for example development contributions. The total of all externally restricted

funds at 30 June 2009 (audited financial accounts) was $18.3m. The total of internally

restricted funds at 30 June 2009 (audited financial accounts) was $4.4m giving a total for all

restricted funds of $22.7m.

The balance of cash funds relates to unrestricted working capital requirements and Council‟s

audited accounts for 2008/09 indicate this ratio is 1.95:1 which is less than the 2:1 suggested

by the Department of Local Government and is above the level (1:1) which might cause

concern.

It should be noted that cash fluctuates during the year due to the timing of rates and water

billing instalments, grants received and expenditure patterns. Traditionally the level of cash

funds is higher at this time of year.

Full details of Council‟s restricted funds are available for perusal in Note 6 of the annual

audited accounts.

RECOMMENDED

THAT the certification that the investments as at 30 June 2010 have been made in accordance

with the Act, the Regulations and Council's investment policies, in accordance with the

provision of Clause 1(Reg 212) of the Local Government (General) Regulation 2005, be

received.

MILES CRAIGHEAD

EXECUTIVE MANAGER

FINANCE



O10/27 EVENT APPLICATION –

MOUNTAIN BIKE ENDURO EVENT - MOGO E07.1424

SYNOPSIS

AROC Sport Pty Limited is proposing to stage a mountain bike event over the weekend of 4

and 5 September 2010. This report recommends approval for the event subject to conditions.

BACKGROUND

This mountain bike event has been successfully conducted for the past three years with

Council approval.

AROC Sport Pty Limited has lodged an event application to stage the event over the weekend

of 4 and 5 September 2010.

The event comprises a 10km event on the Saturday with 50km and 100km events on the

Sunday. It is proposed to use Mogo Reserve as the base for the event with the actual bike

courses on Council roads and within State Forest.

The start of the main events will require the temporary closure of part of Tomakin Road for

two short periods.

ISSUES

The organisers have the support of Forest NSW for the use of Forest roads and land.

Legal

The main events on the Sunday are proposed to start on Tomakin Road adjacent to the Mogo

carpark. This will require the temporary closure of Tomakin Road between the Princes

Highway to James Street from 6.55am to 7.40am and from 9.25am to 9.55am on Sunday,

5 September 2010.

The application has been considered by the Traffic Committee and approval of the Traffic

Management Plan is in the process of being finalised.

In regard to the use of Mogo Reserve, this is a Crown Reserve for Public Recreation of which

Council is the Trust Manager. As such Council can grant a temporary licence for use of the

reserve during the event, including partial use for carparking.

Policy

Provision of public liability insurance in the amount of $10,000,000 should be a condition in

accordance with Council policy.

Asset

Given the proposed use includes carparking, the licence should be conditioned to safeguard

the facility from adverse affects. To ensure this, the licensee should be responsible for

cleaning and reinstatement of any damage to the playing fields. The licensee should also be

responsible for waste removal and provision of portable toilets.





Social Impact

The organisers are expecting 1,250 participants this year with most entrants coming from

outside the Shire.

Most entrants will be staying in local tourist accommodation establishments and overall the

event will be an economic bonus for Shire businesses.

Community Consultation

The organisers have been requested to notify residents and businesses affected by the event

including residents along the actual event routes.

Financial

The fee for the use of Mogo Reserve in accordance with Council‟s fees and charges is $1,000

including GST. Due to the use of the reserve for parking and the possibility for damage, a

$1,000 bond is considered appropriate. A licence fee of $453.20 including GST in line with

the Crown Lands statutory minimum licence should be charged to cover Council‟s

administrative costs.

CONCLUSION

Given that this event was conducted successfully in the last three years it should be supported

by Council subject to final approval by the Traffic Committee.

RECOMMENDED

THAT subject to approval by the Traffic Committee:

1. The Angry Dr MTB Enduro event be approved.

2. Council as Trust Manager for the Eurobodalla (North) Reserve Trust grant a temporary

licence to AROC Sport Pty Ltd for use of Mogo Reserve for the Angry Dr MTB Enduro

event from Friday, 3 September 2010 to Monday, 6 September 2010, including the use

for carparking subject to conditions including:

(a) Payment of a licence fee of $453.20 including GST.

(b) An occupation fee of $1,000 in accordance with Council‟s fees and charges for

Mogo Reserve.

(c) A refundable bond in the amount of $1,000 to cover damage as a result of the

use of the reserve.

(d) Provision of public liability insurance in the amount of $10,000,000.

(e) Provision of adequate waste disposal and portable toilet facilities.

(f) Responsibility for cleaning and reinstatement of any damage to the reserve.





3. Consent be given for the temporary closure of Tomakin Road from the Princes Highway

to James Street from 6.55am to 7.40am and from 9.25am to 9.55am on Sunday,

5 September 2010.

ROB ADDISON

PROPERTY MANAGER

COMMERCIAL AND CORPORATE



O10/28 LEASE TO TUROSS RESCUE SQUAD INC E88.0671

SYNOPSIS

The lease to the Tuross Volunteer Rescue Association, legally known as the Tuross Rescue

Squad Inc to conduct its activities in the public reserve at Sandy Point, Tuross Head expired

on 31 May 2010. The VRA has requested that a new lease be granted. This report

recommends the granting of a new lease.

BACKGROUND

At its meeting on 28 June 2005 Council resolved:

“THAT:

1. The granting of a lease to the Tuross Rescue Squad Inc be notified and exhibited in

accordance with the provisions of 47A of the Local Government Act 1993.

2. If any objections are received a further report be presented to Council.

3. If no objections are received a lease be granted to Tuross Rescue Squad Inc subject to

the following terms and conditions:

(a) Term: four years and eleven months.

(b) Rental: $1pa.

(c) Provision of insurance in accordance with Council policy.

(d) The Lessee will be responsible for all maintenance costs associated with the

building.

4. Consent be given to affix the Common Seal of Council to the lease.”

The VRA has been operating its activities within the reserve at the location shown below.




Council has received a request from the Tuross Rescue Squad Inc to renew the lease.

ISSUES

Legal

The Plan of Management for Developed Reserves and Facilities states the granting of a lease

is permissible where there is no change of use or activity on that particular parcel of

Community Land. Given the VRA facility has been in place since the adoption of the Plan of

Management the granting of a lease is permissible providing it is advertised in accordance

with the provisions of the Local Government Act 1993.

Section 47A of the Act provides for advertising of the lease and consideration by Council of

any submissions received prior to making a decision.

If the lease is granted for a period of less than five years it will negate the need for the

preparation and registration of a plan of survey. This will significantly reduce the cost of the

lease to the VRA.

Policy

Provision of public liability in accordance with Council policy, currently $10,000,000 should

be a condition of the lease.

Asset

Although any building constructed on Council land remains the property of Council it is

considered appropriate for the VRA to be responsible for all maintenance costs associated

with the building.

Financial

The importance to the community of organisations such as the VRA cannot be measured in

financial terms however a minimum rental in line with the Crown Lands statutory minimum

for Crown leases, currently $412 plus GST, is considered appropriate.

Council may wish to consider making a donation in the amount of the lease rental.

CONCLUSION

The role of the VRA is extremely important to the wider community therefore it would be

appropriate to grant a further lease to the Tuross Rescue Squad Inc to conduct its activities

within the public reserve at Sandy Point, Tuross Head.




RECOMMENDED

THAT:

1. The granting of a lease over part Lot L DP 362231 95 Trafalgar Road, Tuross Head to

the Tuross Rescue Squad Inc be notified and exhibited in accordance with the

provisions of 47A of the Local Government Act 1993.

2. If any objections are received a further report be presented to Council.

3. If no objections are received a lease be granted to Tuross Rescue Squad Inc subject to

the following terms and conditions:

(e) Term: four years and eleven months.

(f) Rental: Statutory minimum for Crown leases, currently $412 plus GST

(g) Provision of insurance in accordance with Council policy.

(h) The Lessee will be responsible for all maintenance costs associated with the

building.

4. Consent be given to affix the Common Seal of Council to the lease.

ROB ADDISON

PROPERTY MANAGER



HELD ON 27 JULY 2010 Page 26

O10/29 LGSA WATER MANAGEMENT CONFERENCE – ORANGE

12 – 14 SEPTEMBER 2010 E85.2814

SYNOPSIS

The Local Government and Shires Association of NSW 2010 Water Management Conference

will be held on Sunday 12 September to Tuesday 14 September 2010 in Orange.

This report gives details of the Conference, and if Council wishes to be represented, seeks

nominations for delegates to attend the Conference.

BACKGROUND

The Associations‟ Annual Water Management Conference is a forum for debate and

discussion on water supply and broader water management issues. The event provides Local

Government with a range of information on water management issues, including water supply

and sewerage services provided by local water utilities. It presents an opportunity for

councillors, council staff, water managers, government representatives and the broader

industry to tackle water issues and to discuss ways forward to achieve a sustainable future.

The full conference program can be viewed at www.WaterConference.lgsa.org.au

ISSUES

Delegates

Council‟s policy provides that attendance at seminars and conferences will normally be

limited to two. The principle of having one Councillor and an appropriate staff member attend

is considered as “best practice”.

In accordance with the Councillors‟ Expenses and Facilities Policy, with the exception of the

Mayor, Councillors will be allocated the sum of $3,300 annually to specifically provide for

professional development.

Registration

Full Conference registration is $396 if paid before the 10 August 2010 and includes

attendance at all conference sessions, including site visit, morning teas, lunches and afternoon

teas, President‟s Welcome reception, conference dinner, satchel and presenters‟ information.

Accommodation, Travel and Sustenance

Council will reimburse or pay registration fees, accommodation, meals, parking, telephone

and travel expenses associated with attendance at the conference plus any other reasonable

and directly relates out of pocket expenses.

Accommodation is restricted to a maximum of NRMA 4½ star rating where possible at the

function venue so as to avoid other costs and inconvenience.

http://www.waterconference.lgsa.org.au/


HELD ON 27 JULY 2010 Page 27

O10/29 LGSA WATER MANAGEMENT CONFERENCE – ORANGE

12 – 14 SEPTEMBER 2010 E85.2814

Delegate‟s report following conference

Councillors attending training, seminars and conferences are to provide a brief report to

Council on the outcome and issues following the conference.

RECOMMENDED

THAT Council determine whether it wishes to be represented at the Local Government and

Shires Association of NSW 2010 Water Management Conference to be held in Orange from

Sunday 12 September to Tuesday 14 September 2010 if it so determines:

1. Council nominate a delegate to attend the 2010 Water Management Conference

2. Council‟s delegate be reimbursed out of pocket expenses in accordance with Council‟s

policy.

PAUL J ANDERSON

GENERAL MANAGER



O10/30 FINANCE AND SERVICES COMMITTEE MEETING HELD 13 JULY 2010 E10.4222

SYNOPSIS

The following recommendations of the Finance and Services Committee are not included in

the Committee‟s delegated authority and are therefore submitted through its Chairman for

consideration by Council.

RECOMMENDED

FSM10/33

FS10/17 FUNDING AGREEMENT FOR SUSTAINABILITY ASSISTANCE

CHILDREN‟S SERVICES E05.4939

THAT the Finance and Services Committee recommend:

1. Council accept the funding from the Department of Education, Employment and

Workplace Relations for the following Children‟s Services:

Moruya After School and Vacation Care

Narooma After School and Vacation Care

Batemans Bay Out of School Hours Care; and

Eurobodalla Family Day Care Service.

2. The Seal of Council be affixed to the Agreement.

FSM10/38

FS10/22 COMMUNITY WELLBEING FUNDING FOR COMPACKS E08.2383

THAT the Finance and Services Committee recommends:

1. Council approves the acceptance of $134,706.00 from NSW Department of Health in

order that Councils Community Wellbeing Group to provide community care, case

management to approximately 118 ComPacks clients annually; and

2. The funding agreement be signed by two duly authorised representatives and the Seal

of Council affixed.

PAUL J ANDERSON

GENERAL MANAGER



O10/31 POLICY AND STRATEGY COMMITTEE MEETING HELD 6 JULY 2010 E10.4223

SYNOPSIS

The following recommendations of the Policy and Strategy Committee are not included in the

Committee‟s delegated authority and are therefore submitted through its Chairman for

consideration by Council.

RECOMMENDED

PSM10/21

PS10/10 DRAFT INTERIM SEA LEVEL RISE ADAPTATION POLICY E10.4158

THAT the Policy and Strategy Committee recommends:

1. Council adopt the Draft Interim Sea Level Rise Adaptation Policy; and

2. Each person or group that forwarded a submission be notified of the outcomes of the

final adopted Policy.

PSM10/22

PS10/11 WAGONGA INLET ESTUARY MANAGEMENT STUDY

AND PLAN 2001- REVIEW- FINAL FOR ENDORSEMENT E09.3564

THAT the Policy and Strategy Committee recommends Council adopt the final Wagonga

Inlet Estuary Management Study and Plan 2001 (Review - April 2010).

PSM10/18

PS10/12 PATHWAYS STRATEGY E00.4660

PSM10/18 MOTION Councillor Allan Brown/Councillor Graham Scobie

THAT the Policy and Strategy Committee recommends:

1. The report on South Head cycle and pedestrian options be noted.

2. The draft Pathways Strategy as presented to the meeting of the Works and Services

Committee on 10 November 2009 be adopted.

3. Council work actively with the South Head Cycleway Committee to achieve the off

road shared pathway from Headland Grove to the Anchorage as fundraising permits.

4. Council continue to actively pursue completion of an off road shared pathway from

the Princes Highway to Keightley Street.



O10/31 POLICY AND STRATEGY COMMITTEE MEETING HELD 6 JULY 2010 E10.4223

5. Minor improvements be made to the shoulder width on South Head Road between

Caswell Street and Congo Road to achieve desirable shoulder widths. Where this is

not practicable additional advisory signposting indicating cyclists be put in place.

6. Council hold discussions with Ms Brice and others who are making plans to fund

certain parts of the South Head pathway to see how we can progress the matter from

their point of view.

PAUL J ANDERSON

GENERAL MANAGER



O10/32 APPOINTMENT OF DELEGATES TO EXTERNAL BODY E81.1928; E01.5300

SYNOPSIS

This report is for the Council to consider the appointment of a delegate to an external body,

South East Regional Academy of Sport (SERAS), for the period July 2010 to September

2011.

ISSUES

Mr Graham McGillivray (a former Eurobodalla Shire Councillor) is the current delegate on

the SERAS Board.

Recent correspondence from Mr McGillivray advised Council he had accepted a company

promotion and moved to Muswellbrook in the Hunter Valley and was therefore tendering his

resignation from SERAS. Mr McGillivray said he had enjoyed his five years on the Board

which gave him the opportunity help promote the aspirations of the Shire‟s sporting youth.

A new delegate is required to be appointed to this group and the Terms of Reference of the

group are attached to this report.

RECOMMENDED

THAT:

1. Council appoint a delegate to the South East Regional Academy of Sport for the

period July 2010 to September 2011.

2. Council write to Mr Graham McGillivray thanking him for his efforts to promote sport

in the Eurobodalla Shire.

PAUL J ANDERSON

GENERAL MANAGER

Attach

Eurobodalla Shire Council Committees Name of committee: South East Regional Academy of Sport (SERAS) File Number: 01.5300 Hierarchical standing of committee: External Membership: The 10 Local Government Authorities covered by

SERAS includes: Bega Valley Shire Council; Bombala Council; Cooma-Monaro Shire Council; Eurobodalla Shire Council; Goulburn Mulwaree Council; Palerang Council; Queanbeyan City Council; Snowy River Shire Council; Upper Lachlan Shire Council; and Yass Valley Council. Eurobodalla Shire Council representative (currently a Councillor)

Chairperson: How: Elected by Board Quorum: Half + 1 Frequency of meetings: Quarterly Committee Administration Officer: SERAS

Objective: To provide opportunities and services for talented young athletes, coaches and administrators within the SERAS region so that they may achieve excellence in their chosen sport.

Terms of Reference:

Powers of committee:

Reporting hierarchy: Board of Directors, Executive Committee, Executive Director

Meeting rules/practices:

Rules for filling casual vacancies:

Representatives’ obligations to report: Council representative to provide delegate’s report to Council.

Sunset (define the duration of operation): N/A



O10/33 PAYMENT OF EXPENSES AND PROVISION OF FACILITIES

TO MAYOR AND COUNCILLORS - POLICY E08.2018

SYNOPSIS

To present to Council an amended Councillors Expenses and Facilities Policy for

consideration.

BACKGROUND

Council is required under the Local Government Act to adopt (and re adopt) by 30 November

each year a policy for the payment of expenses and facilities for Councillors.

ISSUES

A minor amendment is proposed this year in line with previous discussions and thoughts of

councillors following a review of the previous year.

The changes proposed include:

i. Excluding the costs associated with attendance at the Local Government Association

and/or Shires Association conference from the Councillors professional development

vote.

The Local Government Act (s253) as reproduced below describes the process to amend this

policy.

(1) A council must give public notice of its intention to adopt or amend a policy for the

payment of expenses or provision of facilities allowing at least 28 days for the making

of public submissions.

(2) Before adopting or amending the policy, the council must consider any submissions

made within the time allowed for submissions and make any appropriate changes to

the draft policy or amendment.

(3) Despite subsections (1) and (2), a council need not give public notice of a proposed

amendment to its policy for the payment of expenses or provision of facilities if the

council is of the opinion that the proposed amendment is not substantial.

(4) Within 28 days after adopting a policy or making an amendment to a policy for which

public notice is required to be given under this section, a council is to forward to the

Director-General:

(a) a copy of the policy or amendment together with details of all submissions

received in accordance with subsection (1), and

(b) a statement setting out, for each submission, the council‟s response to the

submission and the reasons for the council‟s response, and

(c) a copy of the notice given under subsection (1).

(5) A council must comply with this section when proposing to adopt a policy each year in

accordance with section 252 (1) even if the council proposes to adopt a policy that is

the same as its existing policy.

Council will need to determine if the proposed amendment is significant or substantial as

identified in the Local Government Act s253(3), to determine the need to advertise and call

for submissions from the community.



O10/33 PAYMENT OF EXPENSES AND PROVISION OF FACILITIES

TO MAYOR AND COUNCILLORS - POLICY E08.2018

CONCLUSION

The Local Government Act requires Council to consider and adopt each year as policy for the

payment of expenses and facilities for councillors. This report recommends the adoption of

the current Policy with some amendments as discussed with council.

RECOMMENDED

THAT:

1. Council consider the amended Councillors‟ Expenses and Facilities Policy.

2. Council determine if the amendment as proposed is considered substantial under the

provision of the Local Government Act s253(3).

3. If Council considers :

a. the amendment to be substantial, advertise the policy for 28 days and seek public

submissions before considering a further report.

b. the amendment to not be significant, adopt the policy.

PAUL J ANDERSON

GENERAL MANAGER

Attach

Responsible Officer: General Manager Approved by: Council

Reference: E08.2108 Council Report No: Effective Date:

Min No: Review Date: Page No. 1

POLICY

Policy Title: COUNCILLORS EXPENSES AND FACILITIES

Purpose of Policy: To comply with the provisions of Section 252 of the Local Government Act, 1993

and adopt policy concerning the payment of expenses incurred or to be incurred

by, and the provision of facilities to, the Mayor and Councillors in relation to

discharging the functions of civic office.

Objectives: The purpose of this Policy is to ensure that there is accountability and transparency

in the reimbursement of expenses incurred or to be incurred by Councillors. The

policy also ensures that the facilities provided to assist councillors to carry out

their civic duties are reasonable.

Policy Details: PART 1 : INTRODUCTION

1.1 Legislative Provisions

1.2 Other Government Policy Provisions

1.2.1 DLG Guidelines for Payment of Expenses and Provision of

Facilities

1.2.2 Model Code of Conduct for Local Councils in NSW

1.2.3 DLG Circulars to Councils

1.2.4 ICAC Publications

1.3 Approval Arrangements

PART 2 : PAYMENT OF EXPENSES

2.1 General Provisions

2.2 Payment of Expenses Generally

2.2.1 Allowances and Expenditure

2.2.2 Reimbursement and Reconciliation of Expenses

2.2.3 Payment in Advance

2.3 Establishment of Monetary Limits and Standards

2.4 Spouse and Partner Payments

2.5 Specific Expenses for Mayors and Councillors

2.5.1 Attendance at Seminars and Conferences

2.5.2 Training and Educational Expenses

2.5.3 Local Travel Arrangements and Expenses

2.5.4 Travel Outside the LGA Including Interstate Travel

2.5.5 Travel Overseas

2.5.6 Travel – Pool Cars

2.5.7 Telephone Cost and Expenses

2.5.8 Sustenance

2.5.9 Internet

2.5.10 Care and Other Related Expenses

2.5.11 Insurance Expenses and Obligations

2.5.12 Legal Expenses and Obligations




POLICY

PART 3 : PROVISION OF FACILITIES


3.1.1 Provision of Facilities Generally

3.1.2 Private Use of Equipment and Facilities

3.2 Provision of Equipment and Facilities for Councillors

3.3 Provision of Additional Equipment and Facilities for Mayors

3.3.1 Additional Mayoral Expenses

PART 4 : OTHER MATTERS 4.1 Acquisition and returning of facilities and equipment by Councillors

4.2 Status of the Policy

ATTACHMENTS

Form 1 : Councillor Expenses Claim Form

Form 2 : Advance Payments Form

PART 1 : INTRODUCTION

1.1 Legislative Provisions

Relevant NSW State Legislative Provisions - Local Government Act 1993

252 Payment of expenses and provision of facilities

(1) Within 5 months after the end of each year, a council must adopt a policy concerning the payment of

expenses incurred or to be incurred by, and the provision of facilities to, the mayor, the deputy

mayor (if there is one) and the other councillors in relation to discharging the functions of civic

office.

(2) The policy may provide for fees payable under this Division to be reduced by an amount

representing the private benefit to the mayor or a councillor of a facility provided by the council to

the mayor or councillor.

(3) A council must not pay any expenses incurred or to be incurred by, or provide any facilities to, the

mayor, the deputy mayor (if there is one) or a councillor otherwise than in accordance with a policy

under this section.

(4) A council may from time to time amend a policy under this section.

(5) A policy under this section must comply with the provisions of this Act, the regulations and any

relevant guidelines issued under section 23A

Relevant NSW State Legislative Provisions - Local Government (General) Regulation 2005

403 Payment of expenses and provision of facilities

A policy under section 252 of the Act must not include any provision enabling a council:

(a) to pay any councillor an allowance in the nature of a general expense allowance, or

(b) to make a motor vehicle owned or leased by the council available for the exclusive or primary use or

disposition of a particular councillor other than a mayor.




POLICY

1.2 Other Government Policy Provisions

1.2.1 Department of Local Government Guidelines for the payment of expenses and the provision

of facilities for Mayors and Councillors for Local Councils in NSW

A summary of the Guidelines include:

Councillor expense and facility guidelines are binding and must be considered.

The policy must be acceptable to, and meet expectations of local community.

Consideration should be given to participation, equity and access (special needs).

There may be recognition of local differences compared to other Councils.

All expenses/payments must be either reimbursed after the event or reconciled if an advance

payment is made.

Expenses must be reasonable.

The policy must set limits (ie should not be open-ended).

May provide to pay a Deputy Mayor part of the Mayor’s annual fee (any amount thus paid to be

deducted from Mayor’s annual fee).

Advance payments may be allowed subject to future reconciliation.

Council should establish suitable rates for private use over and above anything which is minor and

incidental.

In certain limited circumstances Councils may meet reasonable costs incurred by Councillors on

behalf of their spouses, partners or accompanying persons

1.2.2 Model Code of Conduct for Local Councils in NSW

Consistency with the Model Code of Conduct for Local Councils in NSW, June 2008 Department of

Local Government.

Use of Council Resources

10.12 You must use council resources ethically, effectively, efficiently and carefully in the course

of your official duties, and must not use them for private purposes (except when supplied as

part of a contract of employment) unless this use is lawfully authorised and proper payment

is made where appropriate.

10.13 Union delegates and consultative committee members may have reasonable access to

council resources for the purposes of carrying out their industrial responsibilities, including

but not limited to:

a) the representation of members with respect to disciplinary matters

b) the representation of employees with respect to grievances and disputes

c) functions associated with the role of the local consultative committee.

10.14 You must be scrupulous in your use of council property, including intellectual property,

official services and facilities, and must not permit their misuse by any other person or body.

10.15 You must avoid any action or situation that could create the appearance that council

property, official services or public facilities are being improperly used for your benefit or

the benefit of any other person or body.

10.16 The interests of a councillor in their re-election is considered to be a private interest and as

such the reimbursement of travel expenses incurred on election matters is not appropriate.

You must not use council letterhead, council crests and other information that could give the

appearance it is official council material for these purposes.




POLICY

10.17 You must not convert any property of the council to your own use unless properly

authorised.

10.18 You must not use council’s computer resources to search for, access, download or

communicate any material of an offensive, obscene, pornographic, threatening, abusive or

defamatory nature.

Councillor access to Council buildings

10.19 Councillors are entitled to have access to the council chamber, committee room, mayor’s

office (subject to availability), councillors’ rooms, and public areas of council’s buildings

during normal business hours and for meetings. Councillors needing access to these

facilities at other times must obtain authority from the general manager.

10.20 Councillors must not enter staff-only areas of council buildings without the approval of the

general manager (or delegate) or as provided in the procedures governing the interaction of

councillors and council staff.

10.21 Councillors must ensure that when they are within a staff area they avoid giving rise to the

appearance that they may improperly influence council staff decisions.

1.2.3 DLG Circulars to Councils

The policy takes into account the Department of Local Government Circular 05/80 Legal Assistance

for Councillors and Council Employees, Circular 02/34 Unauthorised use of Council Resources and

Circular 05/08 “Legal Assistance for Councillors and Council Employees. These publications are

available on the Department’s website at www.dlg.nsw.gov.au.

1.2.4 ICAC Publications

The policy takes account of the Independent Commission Against Corruption (ICAC) publication No

Excuse of Misuse, preventing the misuse of council resources (Guidelines 2) November 2002. This

publication is available on the ICAC website at www.icac.nsw.gov.au

1.3 Approval Arrangements

In determining compliance with monthly limits, claims for services (such as landline plus mobile) with the

service period ending within a month will be added together. If they cover more than one month the

amounts will be calculated pro rata or based on the evidence of timing provided.

Except where specifically permitted by this policy, approvals for travel and functions beyond the Shire

and/or costs of spouse/partner attendance are to be by resolution of the Council. In extenuating

circumstances the approval may be jointly by the Mayor and General Manager with retrospective advice to

Council.

Travel within the Shire may be approved by the General Manager. Travel to and from meetings including

workshops and any travel resulting from an appointment as a representative of Council for particular

purposes does not require General Manager approval and can be approved and processed as set out below.

Any concerns are to be referred to the General Manager who may consult with the Mayor before making a

decision.

http://www.dlg.nsw.gov.au/

http://www.icac.nsw.gov.au/




POLICY

Approved requests will be forwarded to the Accounts Payable for payment by Electronic Funds Transfer

(EFT) to the Councillors or as the case may be, the relevant supplier’s bank account.

This Policy does not require the payment of requests relating to past financial years that are not received

within 30 days of the financial year end, these are deemed to be out of time (appropriate reminder/s and

forms are to be provided to Councillors in advance of this deadline).

All requests for reimbursement of expenses must be approved by the General Manager and provided on the

prescribed Councillor Expenses Claim Form as attached to this policy. (Form 1 – Attachment1)

PART 2 : PAYMENT OF EXPENSES


The relationship between the annual fees paid to the Mayor and Councillors and the level and scope of

expenses paid to councillors is a basic issue considered in this policy. The Local Government Remuneration

Tribunal has adopted the principle that expenses reasonably incurred by councillors are outside provisions

made under the annual fee determinations.

Fees are not covered within this policy and must be separately adopted by Council subject to the maximum

amounts allowed by determination of the remuneration tribunal.

2.2 Payment of Expenses Generally

2.2.1 Allowances and Expenditure

Where any costs are already covered from any other source whatsoever they should not be claimed

again from the Council.

2.2.2 Reimbursement and Reconciliation of Expenses

All reimbursements are to be based on actual and reasonable costs. Therefore requests for

reimbursement must provide adequate supporting documentation including suppliers tax invoices

and receipts etc. The Policy does not provide for any non voucherable subsistence allowance.

Councillors must ensure that costs are reasonable.

2.2.3 Payment in Advance

Councillors may request payment in advance in anticipation of expenses to be incurred in attending

conferences, seminars and training away from home. However, councillors must fully reconcile all

expenses against the cost of the advance when they return within 30 days of the

event/function/conference and any amounts not properly supported, eg by receipts/tax invoices, may

be required to be refunded to Council

All requests for advanced payments must be provide on the prescribed Advance Payments Form as

attached to this policy. (Form 2 – Attachment 2)




POLICY

2.3 Establishment of Monetary Limits and Standards

This policy establishes limits for the specific expenses/facilities within the relevant sections and payments

must not exceed these amounts. In the case that Council has paid any amount on behalf of a Councillor that

exceeds the limits the Councillor must accordingly compensate Council for that amount.

Except for the Mayor, all Councillors will be allocated the sum of $3,300 annually to specifically provide for

their professional development. The registration, travelling and accommodation costs associated with the

annual Local Government Association Conference is excluded from this amount.

Where a Councillor is required to attend conferences (including the annual Local Government Association

Conference) and seminars, professional development training programs, elected member courses outside of

the Local Government Area it will be necessary for the Council to authorise the attendance of Councillors at

these events to be affected by way of a resolution of an Ordinary Meeting of the Council. Payment for

attendance shall be made from the Councillor Professional Development Discretionary Vote.

Amounts remaining unexpended as at 30 June each year will expire and any unexpended amounts will not be

carried over or available for expenditure in successive years.

The amount of the vote shall be reviewed annually as part of the creation of the budget and Management

Plan.

2.4 Spouse and Partner Payments

Meeting the costs of spouses and partners or an accompanying persons for attendance at officially supported

Council functions that are of a formal and ceremonial nature is considered appropriate when accompanying

Councillors within the Shire.

Council may pay limited expenses of spouses, partners or accompanying persons for Councillors attending

the NSW Local Government Association Conference or any other required out of Shire events/functions.

These expenses will be limited to the cost of registration and official conference dinner. Any additional

travel, accommodation and accompanying person tours are not covered and are a personal responsibility.

Any other instances where the Council will pay limited expenses of accompanying persons are subject to

resolution of Council.

2.5 Specific Expenses for Mayors and Councillors

2.5.1 Attendance at Seminars and Conferences

2.5.1.1 All Councillors can attend the NSW Local Government Association and/or

Shires Association Conference if they wish. The costs associated with travel,

accommodation and registration shall be covered Council, separate to the

Professional Development Vote as outlined in 2.3 above.

2.5.1.2 Attendance at any other conference and seminars is to be determined by

resolution of Council.

2.5.1.3 Attendance will normally be limited to two. The principle of having one

Councillor and an appropriate staff member attend will be considered as “best

practice” for attending seminars and conferences. This may be varied from time

to time by resolution of Council.




POLICY

2.5.1.4 Councillors should advise of any inability to attend at the earliest opportunity so

as Council can seek a refund of any costs incurred or alternatively seek to

transfer the registration.

2.5.1.5 Councillors attending training, seminars and conferences are to provide a detailed

report to Council on the outcome and issues. Councillors not meeting these

criteria without reasonable explanation may not receive priority or opportunities

for future events.

2.5.1.6 Council will reimburse or pay registration fees, accommodation, meals, parking,

telephone and travel expenses associated with attendance at training, seminars

and conferences plus any other reasonable and directly related out of pocket

expenses.

2.5.1.7 Accommodation is to be restricted to a maximum of NRMA 41/2 star rating

unless otherwise approved by the General Manager as necessary to enable

accommodation at the function venue and avoid other costs/inconvenience.

2.5.1.8 Daily costs other than accommodation and travel are not to exceed $100.00 (ie

food and out of pocket expenses etc), unless otherwise approved by the General

Manager. This is to be reconciled with appropriate receipts.

2.5.1.9 Councillors are to be provided where possible with a pooled vehicle if this is a

cost effective and appropriate means of travel. Where a councillor elects to use a

private vehicle the maximum cost of the use of the pool vehicle will be

reimbursed.

2.5.1.10 Council will pay or reimburse other forms of transport accepted by the General

Manager as a cost effective means of travel and requested by the Councillor

concerned.

2.5.1.11 Bookings for accommodation and travel are to be arranged, via the Executive

support group.

2.5.2 Training and Educational Expenses

Councillors will be encouraged to attend at least one relevant training and development course each

year offered by the NSW Local Government Association. Additional courses may be attended

subject to approval by the Mayor or General Manager and budgetary constraints.

2.5.3 Local Travel Arrangements and Expenses

Travelling and any other actual and reasonable out of pocket costs will be reimbursed in relation to

the following:

Council meetings

Council committee meetings;

Working Group meetings which the Councillor is the nominated delegate;

Section 355 Committee meetings;




POLICY

External Organisations/Committee Meeting, which the Councillor is the nominated Delegate,

except where fees are paid to the Councillor by the external organisation

Workshops convened by Council;

Public meeting convened by Council;

Training programs relating to the role of the Council;

Inspections within the area of the Council, undertaken according to a resolution of Council; and

To attend a formal function or meeting where a formal invitation to attend arises only as a result

of the position as a Councillor.

2.5.4 Travel Outside the Local Government Area including Interstate Travel

Travel and expenses beyond the Shire not authorised elsewhere in this policy will not be

paid/reimbursed unless approved in advance by a resolution of the Council or in extenuating

circumstances by the Mayor or General Manager.

2.5.5 Travel Overseas

Councillors may only undertake overseas travel where the Council has specifically authorised a

councillor’s itinerary and specifically authorised reimbursement by way of a council resolution made

prior to the trip being taken. The resolution must specifically name any Councillor/s authorised to

undertake overseas travel, indicate the reason the travel has been deemed to be necessary and

include a determination of any reimbursement of expenses.

2.5.6 Travel – Pool Cars

Councillors must take reasonable steps to use the most cost effective means of travel.

Councillors should use the Council’s pool car fleet when travelling out of the shire if it is cost

effective.

Councillors are encouraged to share a vehicle when travelling on behalf of Council.

Where Councillors choose to take their own vehicles the reimbursement will be at the lower of :

Council’s plant operations account internal hire rates, or

local rental car equivalent, or

return air fares, or

current Australian Taxation Office approved rates.

2.5.7 Telephone Costs and Expenses

2.5.7.1 Council will pay the costs associated with the installation of additional telephone

on a “once off” basis for the term of a Councillor if requested.




POLICY

2.5.7.2 Council will pay or reimburse telephone rental and call costs (whether personal

mobile, landline, telephone card etc) associated with duties as a Councillor to a

combined maximum of $100.00 per month including GST. Councillors will be

advised from time to time of any home line, Council land line or Council mobile

plans considered to be value for money. Such plans may include Voice Over

Internet Protocol (VOIP) to maximise the value of broadband provided. Where

there is a preferred value for money plan councillors will normally be expected to

participate. Where accounts are being paid directly by Council amounts causing

the combined monthly limit to be exceeded will be charged back to Councillors.

Councillors must declare any private benefits that are more substantial than

merely “incidental” and these will be charged back to the Councillor. Additional

costs may be permitted in extenuating circumstances, subject to Mayoral or

General Manager’s approval.

2.5.8 Sustenance

Meals and refreshments will be provided for Councillors’ attendance at Council and Committee

meetings where deemed appropriate.

2.5.9 Internet

2.5.9.1 A large amount of material such as agendas and reports are provided via web/e-

mail and Councillors are expected to be able to research information relevant to

their duties via the internet.

2.5.9.2 Council will pay the installation and on-going costs associated with the most

locally cost effective broadband connection or equivalent (eg ISDN, satellite or

mobile) on a “one-off” basis, for the term of a Councillor if requested.

2.5.9.3 The maximum per monthly cost is not normally to exceed $70.00, except that

additional costs may be incurred in some circumstances (eg particular location),

subject to Mayoral and General Manager approval. Councillors may be required

to use the Council’s preferred value for money Internet Service Provider (ISP).

Any additional cost approved, if not fixed by the supplier, must be capped for

that Councillor. The Council will not reimburse above the general maximum or

that set for a specific Councillors circumstances, if additional cost is incurred by

Council it will seek recovery.

2.5.10 Care and Other Related Expenses

2.5.10.1 In accordance with the principles of participation, access and equity the

guidelines strongly encourage Councils to make provision for the reasonable cost

of carer arrangements to allow Councillors to undertake their Council business

obligations.

2.5.10.2 Council will meet the cost of childcare expenses while Councillors attend

Council or Committee meetings to a maximum of $500 per annum.

2.5.10.3 Consideration will be given to any other extenuating carer circumstances that

might warrant reimbursement subject to the resolution of Council.




POLICY

2.5.10.4 Consideration will be given to any special requirements of Councillors such as

disability and access needs based on particular merits subject to resolution of

Council.

2.5.11 Insurance Expenses and Obligations

Council will provide, at its cost, insurance to protect the interest and welfare of all Councillors in

carrying out the duties of Civic Office (and acting in good faith). Council currently provides the

following:

Councillors and Officer Liability: Provides indemnity to any person who was, is presently, or in the

future becomes an elected Member of Council, or a Committee Member of a legally constituted

committee under the Local Government Act 1993, in the event of personal litigation being instigated

against them for any action arising whilst that person was exercising their duty.

Professional Indemnity: Provides indemnity to an individual against litigation resulting from the

exercise of their official professional duties.

Statutory Liability: Provides indemnity for fines and penalties arising out of the conduct of the

business of Council.

Personal Accident: Provides for the payment of non-medical expenses and compensation towards

the loss of wages resulting from an accident whilst on official business for Council and a capital

payment if the accident resulted in death. This cover extends to Councillors and their partners whilst

on official business of Council.

The above protection is limited to the terms and exclusions of the relevant policies.

2.5.12 Legal Expenses and Obligations

This section of the policy is in accordance with the Department of Local Government Circular 05/08

“Legal Assistance for Councillors and Council Employees”.

Where Council’s insurance policies do not cover a Councillor’s legal expenses in relation to a matter

arising directly as a result of the Councillor’s actions in the civic office, Council will determine, by

resolution if the Councillor is to be reimbursed for reasonable solicitor/client costs as long as they

relate to:

Conduct arising from the execution of a councillor’s civic duties;

The matter is finalised

Council authorises by specific resolution naming the Councillor and determining the amount to

be reimbursed

In accord with those provisions:

i. Council will not meet the costs of an action in defamation taken by a Councillor or Council

employee as plaintiff, nor seeking advice in respect of possible defamation, or in seeking a non-

litigious remedy for possible defamation




POLICY

ii. The General Manager will report to Council for ratification, any legal advice sought in relation

to this policy.

iii. Councillors can ask the General Manager to obtain legal opinion on any matter that is relevant

to business before Council. If the General Manager declines then he must provide reasons to

the Councillor concerned who may then, through a Notice of Motion, request the support of

Council for the obtaining of the legal opinion.

PART 3 : PROVISION OF FACILITIES


3.1.1 Provision of Facilities Generally

Facilities, equipment and services appropriate to support the Mayor and Councillors in undertaking

their role as elected members of Council will be provided.

Incidental private usage of facilities and equipment is not subject to a compensatory payment by the

Councillor. Where more substantial private use has occurred, compensation is required, unless

otherwise stated this is to be based on the assessed degree of private usage applied to the actual cost.

Councillors are required to declare any private benefits that are more substantial than minor and/or

incidental.

3.1.2 Private Use of Equipment and Facilities

You must use council resources ethically, effectively, efficiently and carefully in the course of your

official duties, and must not use them for private purposes (except when supplied as part of a

contract of employment) unless this use is lawfully authorised and proper payment is made where

appropriate.

Council facilities, equipment and services are not to be used to produce election material or for any

other political purpose.

3.2 Provision of Equipment and Facilities for Councillors

3.2.1 Councillors’ Room

A furnished room will be made available for Councillors to conduct Council related business. The

room will be equipped with a telephone, desk, library and access to the Internet.

Access to the Councillors’ Room will be available during normal office hours and special

arrangements may be made for access outside normal office hours.

Whilst hard copies of current consultancy reports, studies, industry management journals,

publications and selected readings will be provided, Councillors will be encouraged to use the

internet resource for individual research projects for access to such things as the:

Local Government Act 1993 and related legislation

Environmental Planning and Assessment Act 1979

Council’s adopted Code of Conduct




POLICY

ICAC and Ombudsman Reports

Local Environmental plans

Council’s adopted Code of Meeting Practice and various Policies

3.2.2 Equipment and Other Resources

Councillors will be provided with the following equipment and services:

a two-drawer filing cabinet (supplied on a once off basis for the term of a Councillor);.

a laptop computer;

laser printer and consumables; and

modem.

At the beginning of each Council term, upon request, each Councillor will be issued with

appropriate stationery as follows (such stationery not to be used for election purposes):

Security Name Tag for access to the Council building

Magnetic Name Tag

Business Cards (500)

“With Compliments” slips (250)

Envelopes – pre paid for postage through Council’s Records Section where the communication

is in the discharge of the Councillor’s functions of civic office (250)

Councillor letterhead or template on PC (appropriately worded. “From the Councillors Room”)

Protective clothing such as vests and head-wear for on-site inspections and the like.

3.3 Provision of Additional Equipment and Facilities for Mayor

3.3.1 Additional Mayoral Expenses

3.3.1.1 Mayoral Car

The Mayor will be provided with a prestige motor vehicle to discharge the function of civic

office and the performance of Council business. In accordance with the Department of

Local Government Guidelines incidental private usage is permitted. The vehicle will be

made available to the Mayor for private usage, if required, subject to the payment of

$4,000.00 annually.

3.3.1.2 Mobile Telephone

The Council will supply and pay a mobile telephone for Mayoral purposes with an

appropriate cost effective usage plan/package. Incidental private benefit is permitted.

Additional charges resulting from private usage that do not fall within minor and incidental

must be repaid to Council.

3.3.1.3 Mayoral Office

The Mayor is to be provided with appropriate separate office facilities and administrative

support.




POLICY

3.3.1.4 Credit Card

The Council will supply the Mayor with a credit card to be used in accordance with the

provisions of this policy. The provision of a card is also subject to the Mayor agreeing to,

signing and adhering to the current code of conduct for use of credit cards.

PART 4 : OTHER MATTERS

4.1 Acquisition and Returning of Facilities and Equipment by Councillors

4.1.1 Purchase of Equipment/Cessation of Duties

Councillors will be provided with an opportunity to purchase any equipment or other facilities

provided to them personally for use in relation to their Councillor duties after the completion of their

term of office, or at the cessation of their duties. The General Manager may sell such items to

Councillors at written down/book value or fair/market value. Any items not purchased must be

returned as soon as possible.

4.2 Status of the Policy

4.2.1 Public Reporting of Expenditure

Expenditure by Mayor and Councillors for seminars, conferences, telephone and other facilities will

be publicly reported in conjunction with the quarterly financial reviews and annual report.

4.2.2 Taxation Arrangements

It is each Councillor’s responsibility to meet any taxation obligations. If necessary Councillors

should seek their own taxation advice. Under current arrangements Councillors are not defined as

employees for taxation purposes, they are not subject to Fringe Benefits Taxation and the ability to

enter into effective sacrifice arrangements may be limited. The Australian Taxation Office has

issued rulings allowing Councillors to enter into effective sacrifice arrangements for at least

superannuation. Accordingly Council will administer complying arrangements if requested by

individual Councillors. Councillors may also require funds payable to them to be transferred by

EFT to any nominated valid bank account/s via the Executive Manager Finance.




POLICY

COUNCILLORS APPLICATION FOR ADVANCES

Attach to "Payment Request" and Forward to Finance - Creditors.

Reason/Conference/Seminar/Event:

Council endorsement: Minute

Date

Estimated reasonable minor requirements (not able to be covered by

Clrs credit card, conference/seminar fee, purchase order etc): No. Each Total est inc gst

Taxis/travel

Breakfast

Lunches

Dinners

Other refreshments

Other (specify):

Total including gst (10100 ZOCTBS)

Date/time required by:

Councillors certification: 1. That I have requested the amount above to be paid to my bank account by EFT.

2. That any moneys not supported by actual receipts for reasonable expenditure in accordance with the policy for Councillors expenses and facilities, can be deducted from my future entitlements if not accounted for and repaid by me to the Council within 30 days of my return.

3. That I will ensure that any costs are reasonable and that the Council gets value for money in accordance with its policies and codes of practice.

Councillors signature:

Councillors name (please print):

Authorised by:

Signature:

Name:

Date:



O10/34 LOCAL GOVERNMENT ASSOCIATION OF NSW ANNUAL

CONFERENCE 2010 E10.4020

SYNOPSIS

The Local Government Association of NSW Annual Conference 2010 will be held in Albury

from 24-27 October 2010.

This report seeks nomination of delegates to attend the Conference and adoption of Motions

for consideration at the Conference.

BACKGROUND

The Local Government Association is an association of councils representing metropolitan

and large regional councils to provide leadership and advocacy for the benefit of the

community. At the Annual Conference, over 600 delegates from member councils as well as

representatives of County Councils meet to discuss and set policy for the coming year.

The LGA Annual Conference is held in a different regional centre each year with Albury City

Council hosting the 2010 Conference. The themes for this year‟s conference are:

1. Modernising the Financing of Local Government

2. Modern Approaches to Community Wellbeing, and,

3. Modern Approaches to the Natural and Built Environment.

In addition to the Conference, free Local Government Councillor Professional Development

Workshops on “Handling the Media in Times of Crises”, “Asset Management”,

“Understanding Sustainability for Councillors” and “Financial Issues for Councillors” will be

conducted on Sunday 24 October.

ISSUES

A draft program and other information on the Conference is available at:

www.lgsa-plus.net.au/www/html/2769-2010-lga-conference.asp

Delegates

Council‟s policy on Councillors‟ Expenses and Facilities provides that all Councillors can

attend the NSW Local Government Association Conference if they wish.

As a full Member of the Local Government Association, Council is entitled to two voting

delegates at the Conference.

Motions

Council is able to submit motions for consideration at the Conference. Motions should seek

to alter existing policy, through the addition or deletion of elements, or to introduce new

policy and must be adopted by Council before submission to the Association. To guide this

process, the Association‟s current policy statements are available on the LGSA website at

www.lgsa.org.au

http://www.lgsa-plus.net.au/www/html/2769-2010-lga-conference.asp





The deadline for receipt of motions is Monday 9 August 2010.

Council has previously resolved to forward Motions on Pensioner Rate Rebates System and

Upgrading and Duplication of the Princes Highway for consideration at the Conference and

this Motion is included in the Recommendation for Council‟s consideration.

Registration

Registration details for the Conference are not yet available, however as an indication

registration for the 2009 Conference registration was $990.

Accommodation, Travel and Sustenance

Council will reimburse or pay registration fees, accommodation, meals, parking, telephone

and travel expenses associated with attendance at the conference plus any other reasonable

and directly related out of pocket expenses.

Accommodation is restricted to a maximum of NRMA 41/2 star rating and where possible at

the function venue so as to avoid other costs and inconvenience.

As the LGA Annual Conference is held in regional centres with limited accommodation

available, it has been the practice to book accommodation for six at the time the

announcement of a conference venue is made, usually two years prior to the event.

Six rooms have been booked in Albury for Council‟s accommodation at the Conference.

RECOMMENDED

THAT:

1. Council nominate two voting delegates along with the Mayor, together with observers as

determined, to attend the Local Government Association of NSW Annual Conference

2010 to be held in Albury from 24-27 October 2010;

2. Council‟s delegates and observers be reimbursed out of pocket expenses in accordance

with Council‟s policy;

3. Council adopt the attached Motions for consideration at the Local Government

Association Conference.

PAUL J ANDERSON

GENERAL MANAGER

Attach





From: Eurobodalla Shire Council

Subject: Pensioner Rate Rebate system

Motion Text: That the mandatory pensioner rebate system be reviewed to:

Annually index the maximum pension rebate allowable to reflect the increasing cost of

living.

The pensioner rate rebate be fully funded by the State and/or Commonwealth

Government.

Note from Council:

The State Government has not reviewed the maximum mandatory pension rebate since the

late eighties. Given the increased costs of living since then it would seem appropriate to

annually index the maximum amount of the pension rebate provided the cost is fully borne by

other levels of government. The majority of pensioners in Eurobodalla Shire reached the

maximum allowable rebate in the 2002/03 rating year, so eligible pensioners have in fact been

facing the full costs of any rate increases since that time without any additional pensioner

discount.

The funding arrangements of the existing system should also be reviewed so that the full cost

of the pensioner rate rebate is fully funded by the State and or Federal Governments. Existing

rebates are a growing and unsustainable burden, particularly in council areas such as

Eurobodalla with large pensioner populations. The Council‟s cost for 2009/10 was

$816,401.00 which equates to approximately $33.45 per assessment.





From: Eurobodalla Shire Council

Subject: Upgrading and Duplication of the Princes Highway

Motion text: That the Local Government Association call on the Federal Government to

recognise the Princes Highway (State Highway No 1) as a road of national importance. The

State and Federal Government partner to provide funding for the planning, upgrading and

duplication of the Princes Highway from South Nowra to the Victorian border.

Note from Council: The Princes Highway is the „lifeblood‟ of the coastal NSW community,

industry, economic development, social services and tourism. Too many people in our

community are being adversely impacted by serious injury and deaths due to the inadequate

highway servicing the South Coast of NSW. Unemployment levels continue at high levels

and action is needed to support these communities.



O10/35 EUROBODALLA COMMUNITY STRATEGIC PLAN PROCESS

AND COMMUNITY ENGAGEMENT STRATEGY E09.3479

SYNOPSIS

The purpose of this report is to inform Council about the process for developing the

Eurobodalla Community Strategic Plan (CS Plan) and seek adoption of the CS Plan

Community Engagement (CE) Strategy.

BACKGROUND

The Local Government Amendment (Planning and Reporting) Act 2009 commenced on 9

October 2009 giving effect to the Integrated Planning and Reporting (IPR) framework which

aims to:

improve sustainability of the local community by encouraging council, State agencies

and the community to work together on long term plans

improve connection between councils and community vision

strengthen the strategic focus for councils and the community

provide a detailed understanding of the regional context within which councils operate

integrate planning processes and their implementation

streamline reporting

The IPR framework requires each Council in NSW to deliver a suite of „integrated plans‟ by a

nominated date. Eurobodalla Shire Council must deliver their plans by July 2012.

These plans are:

Community Strategic Plan (minimum ten years)

Resourcing Strategy (ten years) – Long Term Financial Plan, Asset Management

Plan and Workforce Management Plan

Delivery Program (four years)

Operation Plan (one year)

REPORT

Form and Content of a Community Strategic Plan

What is a Community Strategic Plan?

The Eurobodalla CS Plan will be Council‟s highest level strategic document providing a long

term view of the Shire. It will contain Council‟s vision and strategic direction for a 20 year

planning horizon. The plan will be developed in partnership with the community. It will

identify other partners such as State agencies who have a role to play in delivering the long

term objectives of the CS Plan.





Structure of a Community Strategic Plan

The key components that make up a CS Plan include:

A community vision statement;

Strategic objectives that address: social, environment, economic and civic leadership

issues identified by the community;

Strategies for achieving the objectives to show how Council plans to respond to the

objectives identified by the community;

Assessment methods for determining how the objectives are to be achieved which will

include an Action Plan and Key Community indicators to implement and measure the

success of the CS Plan over time.

Community Strategic Plan Review Process

A CS Plan must be reviewed every 4 years. A review is required to ensure plan currency and

the accountability of Council in its delivery.

From 2012 each newly elected Council must complete the review by 30 June in the year

following the local government elections and roll the planning period by at least 4 years – so

that it is always a 10 year minimum planning horizon.

A report on the progress on implementation of the plan must be presented at the final meeting

of an outgoing Council.

Key Elements of the Eurobodalla Community Strategic Plan – Eurobodalla 2030

There are three key elements to the Eurobodalla CS Plan.

1. PLAN PREPARATION

The CS Plan must observe the legislative requirements for plan preparation and meet the

minimum requirements for a CS Plan structure as outlined above.

The State of the Shire Report is an important part of this. It will provide information to the

Eurobodalla community about key issues needed to make important long-term decisions. This

information will be used to assist the community and Council to develop and articulate the

broad goals or objectives which address social, environmental, economic and civic leadership

issues and opportunities identified by the community.





2. COMMUNITY ENGAGEMENT

Community Engagement Strategy

Section 402 of the Local Government Act states that each Council must prepare and

implement a Community Engagement Strategy based on social justice principles for

engagement with the local community in developing the Community Strategic Plan.

The attached Community Engagement (CE) Strategy was workshopped with Councillors on

22 June 2010 and provides a clear, concise and accountable approach to community

engagement that enables the Eurobodalla community to be actively involved in the

development of the CS Plan. (Attachment 1).

The draft CE Strategy recommends the following four stage approach to community

engagement for Eurobodalla 2030.

Inform – media strategy, launch, regular information updates and dedicated web site

Consult - conduct a survey, drop in sessions and shopping centre open days

Involve - actively engage the community through forums, focus groups and online

reference group and discussion board

Collaborate – strategy development with the community via deliberative forums and

councillor workshops

Attachment 2 provides a summary of the Community Engagement Process. The summary

will be utilised in a fact sheet which will be available to the public along with the CE

Strategy, and be available on the web site.

Community Reference Group

An integral part of Council‟s engagement with the community is the formation of a

Community Reference Group.

The Community Reference Group will provide interested community members with a

meaningful opportunity to play an active role in contributing to the development of the

Shire‟s first CSP.

The Community Reference Group will be selected by a recruitment process. The draft Terms

of Reference for the Community Reference Group form part of this report (Attachment 3).

Council is seeking 15 members who can broadly represent the interested of the Eurobodalla

community as a whole. Selection criteria contained in the terms of reference will ensure that

key community groups and populations are represented. Further two, Councillors will also be

members.

Following a period of recruitment, a follow up report to Council will recommend a member

list for endorsement based on the Terms of Reference criteria.





3. MARKETING AND PROMOTION

Aligned with the draft CE Strategy, marketing and promotional activities will be conducted

under the Eurobodalla 2030 label. Tailored to promote a positive image of Council and

promote community involvement, Eurobodalla 2030 will be supported by a dedicated web

site, information displays, fact sheets and brochure.

The CE strategy timetables a project launch in early August 2010, with regular articles in the

media and Community Newsletter and the reporting of key milestones and activities

throughout the development stages.

Eurobodalla 2030 Key Dates

The following provides an abbreviated time line for delivery of the CS Plan:

Launch and promotion – July/August 2010

Community consultation – September/November 2010

CS Plan preparation period – December 2010/March 2011

o Preparation of Resourcing Strategy and Delivery Program to begin

First draft plan presented to Council – March 2011

Public exhibition of the first CS draft Plan – April 2011

CS Plan finalisation – July/October 2011

o Includes workshops and reports to Council

o Coincides with ongoing preparation of Resourcing Strategy and Delivery

Program

CS Plan adopted by Council years end 2011

Staff

Council‟s Strategic Services will oversee the development of the CS Plan. A cross-

departmental project team is assisting with the preparation of the CSP including providing

input to a State of the Shire Report, CE Strategy and Resourcing Strategy. This will ensure an

integrated whole of Council strategy. Casual Council staff may be employed and trained to

conduct street interviews and undertake data entry.

Specialist external consultants will be used sparingly to assist with graphic design, printing

and to conduct and analyse a telephone survey.

Strategic Links

While Council has a custodial role in initiating, preparing and maintaining the CS Plan on

behalf of the Shire, it is not wholly responsible for its implementation. Other partners such as

State agencies, non government organisations and community groups may also be engaged in

delivering the long term objectives of the plan.

Financial

A budget of $144,000 has been allocated over three financial years to develop the CS Plan

with community engagement processes being the primary cost of the project.





CONCLUSION

The Eurobodalla CS Plan will be based on the new integrated planning and reporting

framework for NSW Councils. Beginning in the second half of 2010, Council will commence

work with the community to identify the Shire‟s main priorities and aspirations for the future

and to plan strategies for achieving these goals.

The planning process will consider the issues and pressures that may affect the community

and Council, and the level of resources that will realistically be available to achieve its aims

and aspirations.

With Council endorsement and assistance from a Community Reference Group, the attached

Community Engagement Strategy will be used to identify relevant stakeholders groups and

provide the appropriate methods of engagement with the community.

RECOMMENDED

THAT:

1. The information about the development of the Community Strategic Plan be received

and noted.

2. Council adopt the Community Strategic Plan - Community Engagement Strategy.

3. Council endorse the Community Reference Group Terms of Reference.

4. Council commence the recruitment process for members of the Community Reference

Group in accordance with the Terms of Reference.

5. Two Councillors‟ be nominated and endorsed by Council for the two Councillor

positions on the Community Reference Group.

6. A further report to Council be furnished following the recruitment process undertaken,

to present the preferred member list for the Community Reference Group for

endorsement.

LINDSAY USHER

DIRECTOR

STRATEGIC, DEVELOPMENT AND ENVIRONMENTAL SERVICES

Attach

Final Version – 16 July 2010

Eurobodalla Community Strategic Plan

Community Engagement Strategy

Community Strategic Plan Engagement Strategy

2

Contents

Contents ................................................................................................................................. 2

1. Objectives ........................................................................................................................... 4

2. Requirements for Community Engagement ......................................................................... 4

2.1 Strategy Scope ............................................................................................................ 4

2.2 Related Projects .......................................................................................................... 4

3. Human Resources .............................................................................................................. 5

3.1 Lead Department ......................................................................................................... 5

3.2 Mayor and Councillors ................................................................................................. 5

3.3 Community Strategic Plan Project Team ...................................................................... 5

4. Engagement process .......................................................................................................... 6

4.1 Key Messages to be relayed to the community as part of the process ......................... 6

4.2 Target Audiences ......................................................................................................... 6

4.3 Communication stages ................................................................................................ 7

4.4 Budget summary .......................................................................................................... 7

Appendix 1....................................................................................................................................8

Appendix 2..................................................................................................................................19

Appendix 3..................................................................................................................................29


3

Definitions

Community refers to the people who live, work or own land or property in the Eurobodalla Shire. It can also include visitors and businesses, government and non-government agencies operating for or on behalf of shire residents.

Engagement refers to public processes that provide opportunities for the community to receive information and contribute to particular proposals or policy changes.1

Strategy is a carefully devised plan of action to achieve certain goals.

Consultation is a discussion aimed at gaining the community’s and stakeholders’ opinions on issues and proposals.

Stakeholder is a person or group of people who can or may be influenced by a project.

References

2010, Eurobodalla Shire Council, draft Community Engagement Toolkit and Matrix

2010, Eurobodalla Shire Council, draft Project Management Process template

1 Planning NSW, 2003, Community Engagement in the NSW Planning System


4

1. Objectives

The objectives of the Community Engagement Strategy for the Community Strategy Plan are:

To enable the community to participate in the decision making process

To better understand and meet the needs of the community

To tap into local knowledge and expertise

To have a more informed community

To meet requirements of legislation, policies, procedures

2. Requirements for Community Engagement

Council must prepare and implement a Community Engagement Strategy for engagement with the local community in development and reviewing the Community Strategic Plan.

The Local Government Act states that the Community Strategic Plan must be based on social justice principles of equity, access, participation and rights.

The following Essential Elements taken from the NSW Government Planning and Reporting Manual must be observed by Eurobodalla Shire Council.2

Essential Element 1.5

As a minimum, the Community Engagement Strategy must identify relevant stakeholder groups within the community and outline methods of engaging each group.

Essential Element 1.4

Due consideration must be given to the expected levels of service expressed by the community when preparing the Community Strategic Plan.

2.1 Strategy Scope The formal community engagement process is scheduled to begin in July 2010, to enable the Community Strategic Plan to be prepared and adopted by Council and submitted to the NSW Minister for Local Government by June 2012.

2.2 Related Projects The Resourcing Strategy determines ‘who is responsible for what’, in terms of the identified issues and actions within the Eurobodalla Community Strategic Plan.

Some actions will clearly be the responsibility of Council, some will be the responsibility of other levels of government and some will rely on input from the community groups or individuals.

The Resourcing Strategy consists of three components: an Asset Management Plan (minimum 10 year plan), a Long Term Financial Strategy (minimum 10 year plan) and a Workforce Management Plan (minimum 4 year plan).

Council will develop the Resourcing Strategy in tandem with the Eurobodalla Community Strategic Plan and provide opportunities for the community to read and comment on the plan at the draft stage.

2 NSW Department of Local Government, 2010, Planning and Reporting Manual for Local

Government in NSW version 1


5

3. Human Resources

3.1 Lead Department

Strategic, Development and Environment Services

Project Director responsible for Project Objectives Lindsay Usher (Director Strategic, Development and Environment Services)

Project Manager responsible for Project Targets Shannon Burt (Manager Strategic Services Unit)

Project Officer responsible for Project deliverables Steve Picton (Community Strategic Planner) The key role of the lead department is to undertake specific responsibilities allocated to them in the delivery of the Community Strategic Plan. Also to ensure staff under their direction undertake responsibilities allocated to them in the delivery of the Community Strategic Plan, and provide timely advice to the General Manager, as required, on the progress of the Community Strategic Plan.

3.2 Mayor and Councillors

The key roles and responsibilities of the Mayor and Councillors include:

promote the Community Strategic Planning process to the community and support and participate in community engagement for the development of the Community Strategic Plan

consider advice on resourcing implications of the Community Strategic Plan and present options to the community for consultation

endorse the Community Strategic Plan, on behalf of the community

in addition, the Mayor is required to act as the spokesperson for the Council in promoting the Community Strategic Plan and lead the community engagement in the development of the Community Strategic Plan

3.3 Community Strategic Plan Project Team

Staff

An internal, cross-departmental working group of people will assist Council to develop the Community Strategic Plan and the supporting Resourcing Strategy.

The tenure of membership will coincide with the development of the Eurobodalla Community Strategic Plan and will conclude when the Plan is adopted by Council in 2012.

External consultants

A graphic designer has been engaged to create a unique image for the Eurobodalla Community Strategic Plan.

A specialist consulting firm will be engaged to conduct and analyse a telephone survey as part of the Consult Phase of community engagement.

Casual staff

Casual staff may be employed to conduct street interviews as part of the Consult Phase of community engagement where deemed appropriate.


6

4. Engagement process

The purpose of this Community Engagement Strategy is to identify stakeholder groups and plan methods for engaging each of the groups as part of the Community Strategic Plan process.

There is no prescribed format for this type of strategy. How this is done depends on the individual characteristics of the community, its existing relationship with Council and resources available for community engagement activities.

4.1 Key Messages to be relayed to the community as part of the process

The Eurobodalla Community Strategic Plan will be based on a new integrated planning and reporting framework for NSW Councils.

Beginning in the second half of 2010, Council will work with the community to identify the Shire’s main priorities and aspirations and to develop a long term strategic vision.

The planning process will communicate the issues and pressures that may affect the community and the level of resources that will realistically be available to achieve its aims and aspirations.

While Council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the shire, it is not wholly responsible for its implementation. Other partners such as State agencies and community groups may also be engaged in delivering the objectives of the plan.

4.2 Target Audiences

The key groups of stakeholders to communicate with are:

External:

Rate paying and non-rate paying residents women, men, children, youth, older people, Aboriginal people, people with a disability and people from culturally and diverse backgrounds

Non-resident ratepayers

Business groups and associations – e.g. Chambers of Commerce

Community groups and not-for-profit agencies, Rotary, Apex, sporting and community associations

Neighbouring Councils – including but not limited to Bega Valley, Shoalhaven, Palerang

State agencies relevant to the State Plan

Internal:

Mayor and Councillors

Executive Leadership Team (ELT)

Operational Staff

Administration Staff

Registered volunteers

Sub-committees and advisory committees of Council


7

4.3 Communication stages

The new planning and reporting requirements for local government, call for a more comprehensive approach to engaging the community, as it will result in the development of long term plans that will significantly affect all members of the community. To effectively engage the Eurobodalla community, four key communication stages are proposed to ensure that our communities concerns and ideas are reflected in our Community Strategic Plan and feedback is given to the community on how their input influenced the final documents.

Stage 1 - Inform

Facilitate a Community Reference Group and inform the Eurobodalla community, other relevant people and groups about the Community Strategic Plan and the opportunities to be involved in processes of engagement.

Stage 2 - Consult

Consult with a demographic sample of the Eurobodalla community for the development of the Community Strategic Plan

Stage 3 - Involve

Involve the Eurobodalla community to interpret and accurately report issues, ideas and aspirations related to the Community Strategic Plan

Stage 4 - Collaborate

Develop recommendations of the Community Strategic Plan in partnership with the Eurobodalla community, other relevant people and groups including the Community Reference Group

The communication stages are provided in more detail at Appendix 1. These stages are further supported by the Media Strategy at Appendix 2.

4.4 Budget summary

Community Engagement in stages Timeline Project

Code Budget

Stage 1 Inform Weeks 1-4

August 2010 GO004 $20,000

Stage 2 Consult Weeks 5-13

September – October 2010

GO004 $11,000

Stage 3 Involve Weeks 14-20 November –

December 2010 GO004 $66,000

Stage 4 Collaborate Weeks 29-57

March – November 2011

GO004 $10,000

Final graphic design, printing & launch November 2011 GO004 $33,000

Budget for Community Strategic Plan engagement & communication $140,000

Appendix 1 Communication Stages

8

Stage 1 – Inform Inform the Eurobodalla community, other relevant people and groups about the Community Strategic Plan

Stand alone promotional activity weeks 1-4 August 2010. Ongoing activity until plan adoption

Key messages Methods of engagement3

Performance measures & milestones

Completion date

Stakeholders/ target audience

Responsible officer(s)

Resources to support objective

The Community Strategic Plan is a planned, cost effective, worthwhile & transparent process Methods & timing of engagement How can people be involved? Information & contact details

1.1 Community Newsletter 2010

Commentary approved, A4 advertisement - content & layout approved Newsletter produced & distributed via Rates notices

11 June 2010 19 July 2010

All community including Council staff & non-resident ratepayers Media

Media Officer

Graphic design, distribution including:

July 2010 Rates notices

Libraries, community centres, Lands Councils

1.2 eurobodalla 2030 website

Domain name, web host & Umbraco licence secured Graphic design & layout approved Web site structure agreed Information, FAQ & fact sheets approved & uploaded

1 June 2010 25 June 2010 25 July 2010

IT Project Manager

Budget for: web site & licences Graphic designer (external) Copywriter (external) to final edit FAQ & fact sheets

3 Refer Appendix 2 – Methods of Engagement


9





Completion date




1.3 Information - brochure (DL double sided), posters A4/A3

Layout & content approved for printing & distribution

29 July 2010

Project Manager

Budget for: Copywriter (external) to final edit Printing & distribution

The Community Strategic Plan is a planned, cost effective, worthwhile & transparent process Methods & timing of engagement How can people be involved? Information & contact details

1.4 Static displays for libraries, foyer & roving events

Static display model selected & ordered Graphic designs Printing & assembly

17 June 2010 6 July 2010 29 July 2010

All community Manager Community Connections

Budget for purchase of displays, graphic designs & printing

1.5 Media Strategy4

Drafted Adopted

17 June 2010 6 July 2010

Media Media Officer Staff time

1.6 Public Engagement Meeting

Meeting receives information about Council’s draft Community Engagement Strategy Attendees asked to nominate as members of the Community

20 July 2010 Councillors and community

Mayor and Councillors

Staff time to attend if required

4 The Media Strategy is provided in full as Appendix 3


10





Completion date




Reference Group

1.7 Launch Mayor & Councillors briefed Media release Mayor speaking notes Council Noticeboard Web site launch (see 1.2) Village Centre sign Static displays & information distributed to foyer & libraries

27 July 2010 2-6 August 2010

All community, media

Project Manager Media Officer Manager s of IT Projects & Community Connections

Staff time & resources accumulated in 1.2 – 1.7

1.8 Information sessions

Conduct information sessions

Joint Chambers of Commerce

Rotary ,Lions, Quota, Apex & CWA

Community Groups

19 July 2010 August – September 2010

Reps from joint Chambers of Commerce & invited Service Clubs

Project Manager

Mail out to groups, venues, static displays, support staff


11

Stage 2 - Consult Consult with a demographic sample of the Eurobodalla community and non-resident ratepayers to gather

a broad understanding of the issues and aspirations Weeks 5 – 12 from 1 September 2010



Completion date




Community representatives are

overseeing the engagement

process

2.1 Community Reference Group

Support structure established including Terms of Reference (TOR) Targeted recruitment of Community Reference Group members. First meeting of Community Reference Group

August 2010

15 people representing the community

Project Manager

Time, energy, TOR, selection process, venues, transport, refreshments, executive & support staff

We are seeking broad comment on

questions about local issues, priorities and

aspirations for the future

2.2 Community Council Information Sessions’

One session each in Batemans Bay, Moruya, and Narooma

15 October 2010

Residents by location

General Manager

Councillors & senior staff, venues, media, PA system, static displays, support staff, fact sheets, blank surveys



12

Stage 2 - Consult Consult with a demographic sample of the Eurobodalla community and non-resident ratepayers to gather

a broad understanding of the issues and aspirations Weeks 5 – 12 from 1 September 2010



Completion date




Seeking broad comment on

questions about local issues, priorities and

aspirations for the future

2.3 Community survey

Consult with at least 5% of residents (1,800):

50:50 male & female

48% North, 29% Central & 23% South

25% home renters

75% home owners

17% child/youth (300)

55% adults aged (990)

24% seniors (430)

5% Aboriginal6 people, 5% CALD7 people & 5% people with disabilities/carers (210)

Plus 400 non-res rate payers

30 September 2010

All community and non-resident rate payers

Project Manager

Survey content & design, Survey Monkey account, Printing, Distribution Information database Funds for data entry staff

2.4 Shopping centre open days and one-on-one surveying by interviewers

Minimum half day (weekend) each in Batemans Bay, Moruya, Tuross Head and Narooma.

15 October 2010

Residents Project Manager

Venues, media, static displays, survey leader & 2 trained casual staff to act as interviewers

6 Aboriginal people and Torres Strait Islanders

7 Culturally and Linguistically Diverse


13

Stage 3 - Involve 3.1 - Involve a demographic sample of the Eurobodalla community and non-resident ratepayers to refine

the broad community input

Weeks 13 – 20 starting 25 October 2010



Completion date




Acknowledge that

we’ve listened to

the community in

Stage 2 and now

wish to refine the

information

collected and begin

drafting priorities

3.1.1 Community Reference Group

Second meeting of the Community Reference Group to review findings from stage 2 and contribute to development of Stage 3 engagement processes & help with hosting of the community summit and focus groups

29 October 2010

Community Reference Group representing the Shire All community

Project Manager

Time, energy, TOR, venues, transport, refreshments

3.1.2 Telephone community survey

Survey consultant selected Telephone survey developed Telephone survey conducted with residents (rate payers & non-ratepayers) & non-resident ratepayers Survey results reported to Council & community

August 2010 October 2010 November 2010 December 2010

Demographic sample of residents & non-resident rate payers

Working group to develop & oversee the survey & data storage Budget to employ Telephone Survey Consultant



14






Completion date




3.1.3 Online discussion board

On-line discussion board developed & launched Membership & content upload moderated Input to database

November 2010 Daily moderation & data input

Up to 500 residents and non-resident ratepayers

IT Project Manager

Web discussion board & database Daily content moderator Data entry staff

Acknowledge that

we’ve listened to

the community in

Stage 2 and now

wish to refine the

information

collected and begin

drafting priorities

3.1.4 Community Summit incorporating World Cafe

Summit Plan developed, independent facilitator selected & venue selected with help from ESC Project Team members & Community Reference Group Summit advertised, mailing list developed and invitations distributed Half day summit conducted

October 2010 November 2010 2 December 2010

Community, non-government and business groups who expressed an interest via community survey

Project Manager

Facilitation & reporting consultant selected Venue & catering Agenda, presenters & world café activities Table moderators and general helpers

3.1.5 Focus Groups

Specific strategy planning with groups representing a target population or special interest

November - December 2010

Social, economic, environment & civic groups

Engagement program Facilitation & reporting Staff support


15






Completion date




Venues & catering


16

Stage 3 - Involve 3.2 - Involve regional authorities to identify partnership opportunities




Completion date




Liaise with our regional and State partners regarding the vision & the strategic directions expressed by the Eurobodalla community

3.2.1 Roundtable discussions

Schedule & hold meetings for discussion with Peak Regional Authorities not limited to:

Regional Coordination Management Group

Regional Development Australia

South East Regional Organisation of Councils

South East Australia Transport Strategy

Catchment Management Authority

September 2010 – March 2010

Government agencies & related groups such as SEROC

Project Director

Time tabled to occur in conjunction with scheduled meetings or new dates and venues to suit. Budget for catering and venue hire if required



17

Stage 4 Collaborate Collaborate with the community on strategy development

Weeks 29-65 March – mid October 2011



Completion date




We’ve listened to the community,

analysed the information &

drafted a strategy with help to reflect

the Shire’s priorities and aspirations for

the future

4.1 Deliberative Community Forum 1

Prioritisation of key issues and strategies – first draft Community Strategic Plan coordinated with development of Delivery Program and Resourcing Strategy

March 2011


Project Manager

Venues & catering, facilitation & data collection

4.2 Councillor Workshop

Councillors Project Director

Executive support

4.3 Adoption of draft CSP for public exhibition period 1

Report to Council 42 day period of public exhibition of first draft Community Strategic Plan

April 2011 to July 2011

All community

Project Manager

Media Strategy, Web site, data collection

4.4 Community Deliberative Forum 2

Final confirmation of key issues and strategies

August 2011


Venues & catering, Facilitation, transport & data collection



4.6 Adoption of final draft CSP for public exhibition period 2

Report to Council 42 day period of public exhibition of final draft Community Strategic Plan

September 2011 to October 2011

All community Project Manager

Media Strategy, Web site, data collection

10

Refer Appendix 2 – Methods of Engagement


18

Stage 4 Collaborate Collaborate with the community on strategy development

Weeks 29-65 March – mid October 2011



Completion date





Presentation of final report to Council workshop and meeting for adoption

November 2011


Executive support

Final document ‘Inform’ processes

Design, edit, print, distribute & promote final product

Years end All community, State Government

Project Manager

Budget for graphic design, editing, printing, distribution & media strategy

Appendix 2 – Media Strategy

19

Stage 1 - Inform the Eurobodalla community, other relevant people and groups about the Community Strategic Plan

AUGUST 2010 Methods of engagement reference

Deadline Target Audience Distribution

Metrics to measure success

Responsible Officer Resources to support objective

1.1 Advertisement for back page of Inside Eurobodalla Community Newsletter

19 July 2010

Ratepayers Non-resident ratepayers Library patrons Visitor centre patrons Newsagents/shopping centres in Narooma, Moruya and Batemans Bay (TBC)

No. of ratepayers and non-resident ratepayers

Media Officer

Graphic design Events officer/Trainee for distribution to venues Addressed mailout already supported and funded by Rates staff

1.7 Community Noticeboard advertisement

Copy text due Friday 30 July 2010

Bay Post/Moruya Examiner Narooma News

Demographics/reach Project Manager Staff time

1.7 Village Centre Sign Art 19 August – 19 November 2010

Artwork due 6 August 2010

Batemans Bay visitors and local shoppers

Visitors to Village Centre as determined by Ooh Media

Media Officer

Graphic design Sign rental already paid for as part of annual agreement with Ooh Media +$250 installation fee


20

Methods of engagement reference




1.7 Media release Mayor’s Column

2 August 2010

Local and regional media (including Canberra, Bega and Wollongong) Bay Post/Narooma News Council website/CSP website link Council staff

Clippings

Media Officer Executive Assistant Mayor

Staff time Brochures Poster Photographs Mayor’s speech notes (from launch TBC) List of who is on the Community Reference Group (TBC)

1.7 Media interviews with Mayor and General Manager

2-6 August 2010

2EC and Power FM ABC SE radio ABC 666 radio (Canberra) WIN & PRIME TV Canberra and Wollongong Local papers

Clippings No. of interviews

Media officer with Mayor and GM’s office

Staff time, Mayor’s time

Eurobodalla Update email newsletter

Friday 20 August 2010

250+ subscribers and Council staff

No. of subscribers Media Officer Staff time

1.8 Media release Mayor’s Column

Monday 23 August 2010 (TBC or two weeks prior to information session date/s)

Local and regional media Council staff Bay Post/Narooma News Council website/CSP website link

No. attending information sessions Clippings Website visits

Media officer Mayor

Staff time, Mayor’s time


21

Stage 2 - Consult

Consult with a demographic sample of the Eurobodalla community and non-resident ratepayers to gather a broad understanding of the issues and aspirations

SEPTEMBER TO OCTOBER 2010





2.3 Media release Mayor’s column

Monday 27 September 2010


No. of respondents Media clippings

Media officer Staff time

2.3 Local radio advert from Tues 28 September tied to survey period.

Script deadline Thursday 23 September 2010

2EC and Power FM listeners

Demographic of listeners

Media officer

Staff time Cost of advertising est. $800 (determine what is available in budget)

2.2 Media release and media call Mayor’s column

Monday 11 October 2010 for attendance at community information sessions on 15 October 2010 (date TBC)

Local media to attend at least one event Council staff Bay Post/Narooma News Council website/CSP

Attendance at information sessions Media present Media clippings

Media officer Executive Assistant

Ring around prior to each drop in session. Staff time.


22





website link

2.2 Media interviews with Mayor and General Manager

11 – 15 October 2010 TBC

2EC and Power FM ABC SE radio ABC 666 radio (Canberra) WIN & PRIME TV Canberra and Wollongong Local papers

No. interviews Media clippings



2.4 Media release and photograph

Date TBA

Local and regional media Council staff Council website/CSP website link

Attendance at open days No. of people surveyed by interviewers

Media officer

Staff time. Photos of staff who will be out surveying


Friday 22 October 2010

250+ subscribers and staff plus Council staff

No. of subscribers Media officer Staff time


23

Stage 3 – Involve. 3.1 - Involve a demographic sample of the Eurobodalla community and non-resident ratepayers to refine the broad community input

NOVEMBER TO DECEMBER 2010





3.1.3 Media Alert Mayor’s column

Monday 25 October 2010 TBC


Media in attendance Clippings

Media officer

Staff time. Community Reference Group approval of media presence

3.1.2 Media release Mayor’s column

Monday 8 November 2010 TBC


Coverage/clippings Media officer Staff time.

3.1.3 Media release Monday 8 or 15 November 2010 TBC

Local and regional media

Clippings Media officer Staff time


24





3.1.4 Media alert Friday 26 November 2010


Media in attendance Executive assistant Media officer

Staff time

3.1.4 Media interviews with Mayor and General Manager (if in attendance)

Friday 26 November 2010


Media in attendance Media officer Media officer

3.1.2 Media release Monday 13 December 2010



3.1.2 Media interviews with Mayor and General Manager

13-17 December 2010

2EC and Power FM ABC SE radio ABC 666 radio ( WIN & PRIME TV Local papers

No. of interviews Media officer with Mayor and GM’s office

Staff time

3.1.5 Media release TBC Local and regional media



TBC Friday before Dec Council meeting

250+ subscribers Council staff

No. of subscribers Media officer Staff time


25

Stage 3 - Involve. 3.2 - Consult with regional authorities to identify partnership opportunities

FROM 25 OCTOBER 2010 TO FEBRUARY 2011

Activity Deadline Target Audience Distribution



3.2 Media releases Mayor’s column Media interviews with GM, Mayor and other delegates as appropriate

To coincide with local activities – scheduled meetings - on regional basis


Coverage Media officer

Staff time. Time of visiting delegates Photographs


26

Stage 4 Collaborate

Collaborate with the community on strategy development

MARCH TO NOVEMBER 2011


Deadline Target Audience/Distribution


Responsible Officer


4.1 & 4.4 Media release and media invitation 4.1 & 4.4 Media Kit to hand out at forum Mayor’s column

TBA TBA Monday TBC


Media attendance at forum Clippings/coverage

Media officer Executive assistant

Staff time Kit to contain agenda Survey results Media releases to date

4.3 Council Meeting media release

16 March 2011

Local and regional media Council staff

Coverage Media officer Staff time

4.3 Council Meeting radio ad Eurobodalla Update electronic newsletter

16 March 2011 18 March 2011

2EC/Power FM Demographics of stations

Media officer

Monthly Council ads are paid for from Communications Budget. Approx $425


Tues 22 March


Coverage Project Manager

Staff time


27




Responsible Officer


4.3 Advertisement in Council Noticeboard for six week period

Artwork deadline 25 March

Whole community No. of submissions Duty development officer

Staff time. Advertising cost est. $25

4.3 Plan exhibition media release

Tues 22 March


Coverage Project Manager

Staff time

4.3 Plan exhibition media release

May TBA As above Coverage Media officer Staff time

4.3 Article in Inside Eurobodalla community newsletter

May 2011

Ratepayers via direct mail and the community via Council facilities, shopping centres, libraries etc

25,000 copies. Take up at libraries and visitor centres etc

Media officer Marketing Group

Staff time Photographs of process

4.6 Council meeting media release Council meeting radio ad

Wed 16 November 2011


Coverage Demographics of radio stations

Media officer

Staff time

4.6 Eurobodalla Update

Fri 18 November 2011

250+ subscribers Coverage Staff time


Tues 22 November 2011


Coverage Copies of plan to distribute to media


28




Responsible Officer


Full page ad Artwork deadline 25 November 2011

Bay Post Moruya Examiner Narooma News Independent

Demographics /reach

Media officer Marketing group

Graphic design Placement cost $1,000 est.

New poster for Village Centre sign Dec & Jan (if Council renews with Ooh Media)

Artwork deadline TBA, two weeks prior to installation

Shoppers and visitors

Ooh media demographics

Media officer Marketing group

Sign paid for. Graphic design

Appendix 3 - Methods of Engagement explained

29

Method Level of public impact

Overall Purpose Advantages Challenges

Media release

Fact sheets

Web site

Static displays

Mail out or letter box drop

Inform

Provide the public with balanced and objective information to assist them in understanding the problems, alternatives, opportunities and/or solutions.

good for raising awareness

lead-in activity prior to consultation

a controlled process with measurable targets

getting the message right

reaching certain groups in the community

Impersonal

Questionnaires and surveys

Inform and consult

To quickly and/or easily get statistics and a range of information from lots of people in a random and non threatening way

can complete anonymously

inexpensive to administer

easy to compare and analyse if designed correctly

can reach many people including non-residents

can get lots of data

sample questionnaires exist

might not get desired feedback

wording can bias responses

impersonal

surveys may need sampling expert

doesn't get full story

On-line feedback and social networks

To inform a large group about an issue(s), explore potential solutions through monitored website discussion(s)

can be an efficient way to gather a range of in depth information quickly

convey key information & receive comments

involves non-resident and time poor ratepayers

specialist IT skills required

daily moderator input

may be subject to hacking or vexatious posts

limited to computer literate people


30



Shopfront displays and open days

Inform and consult

To inform a large number of individuals about an issue(s), to reflect, listen and clarify their questions and solutions

Learn more about their answers to questionnaires

can be an efficient way to gather information quickly

can help to convey key information to many people including people who are usually hard to reach

promotional opportunity

relationship with client

time consuming

labour intensive

results can be hard to analyse and compare

can be costly

interviewer can bias client's responses

Community Information Sessions

Drop in sessions to provide a casual forum for members of the community to speak with elected Councillors and Council staff about specific Council issues and activities that concern them

Councillors and staff meet with residents at a range of community locations

convey key information & receive comments

personable approach to answering questions relevant to an individual or a group

time consuming

labour intensive with Senior staff and Councillors involved

can be dominated by more vocal members of the community

Street meetings

Survey and on-site meetings allowing residents the opportunity to contribute to the planning of local infrastructure projects such as improvements to roads, footpaths and facilities.

Firsthand look at look at the individual concerns of local residents & their properties

A personable approach where residents can discuss specific information and technical data with Works Supervisor

requires skilled facilitator

percentage of residents responding to the survey is indeterminate

can be dominated by more vocal members of the community

Focus groups Inform and consult and involve

To inform distinct communities or groups about an issue(s) and explore the solutions through group discussion

follow on from survey results

quickly and reliably get common impressions

can be an efficient way to gather in depth information

convey key information

can be hard to analyse

requires skilled facilitation

difficult to schedule groups together


31




Engage with a group of people selected to work as a group based on relevance and knowledge of specific issues

specific information and technical data can be discussed with specialists

group members have a respected delegated role


difficult to schedule groups of people together

group dynamics and preferences

World Café consultation

To inform a large group about an issue(s) and explore the solutions through closely facilitated café style conversations

a fun process that is also an efficient way to quickly gather in depth information


links the process with more external stakeholders

can be expensive and time consuming to prepare

labour intensive



Deliberative forum Inform and consult, involve and collaborate

To inform a large group about an issue(s) and explore the solutions through facilitated conversations

An interactive & fun process that is also an efficient way to quickly gather in depth information


links the process with more external stakeholders

can be expensive and time consuming to prepare and conduct



difficult to schedule groups of people together

Community Strategic Plan – Engagement Summary What and when? Purpose How

Stage 1 – Inform A stand-alone activity for four weeks from 27 July 2010 Ongoing activity until adoption of CS Plan November 2011

Let the community know about the process, how to find out more and become actively involved

‘eurobodalla 2030 – be proud, be part of it’ catch phrase to introduce the project promote a positive image of Council and community involvement

Councillors, council staff and volunteers informed through workshops and information sessions and the release of the ESC Community Newsletter

Media strategy—regular news articles and paid advertising along with written advice to stakeholder groups, static displays, fact sheets, a brochure and dedicated website: www.eurobodalla2030.com.au

Form Community Reference Group to peer review the process of engagement

Stage 2 – Consult Weeks 5 – 12 starting 1 September 2010

Seek input from the community about issues impacting on the shire, now and in the future

Survey of 1,800 residents (5% of the total population) plus non-resident ratepayers

Community information sessions, street interviews, on-line survey and facilitated reference groups—one face-to-face and one on-line

Stage 3 – Involve Weeks 13 – 20 starting 25 October 2010

Involve the community in deciding what’s most important

On-line discussion board or blog

Telephone survey of 600 residents including non-resident ratepayers

Community Reference Group continues to monitor progress

Focus groups

World Café style discussions

Liaison with neighbouring LGAs, state and Commonwealth Government agencies and peak bodies in the region

Stage 4 – Collaborate Weeks 29 – 65 starting March 2011

Develop a draft Community Strategic Plan with the community’s help

Workshops with Councillor and Community Reference Group to help determine the best way forward

November 2011 Complete the Eurobodalla Community Strategic Plan

Written, formal notification and exhibition, peer reviewed, adopted and produced in appropriate formats

http://www.eurobodalla2030.com.au/

Page 1 of 3

h:\agenda\meetings\council\attachments\july\attachment 3 csplan_community_reference_grouptor.docx

Terms of Reference Eurobodalla Community Strategic Plan Community Reference Group

1. Purpose

The Community Strategic Plan Reference Group will provide interested community members with a meaningful opportunity to play an active role in contributing to the development of the Shire’s first Community Strategic Plan (CSP).

2. Objectives

1. To support Council in developing the CSP having regard to the broader planning context in which Council operates.

2. Harness the views and expertise of the wider community to assist Council in planning strategically for the future, assessing ongoing performance, and delivering quality service to Eurobodalla residents.

3. Contribute to and complement other elements of Council’s broader

engagement framework.

4. Act in an advisory capacity to Council, facilitating greater understanding between Council and the community, and more inclusive, informed decision making.

3. Membership

The Community Reference Group shall consist of fifteen (15) community members who are broadly representative of the Eurobodalla community as a whole and two (2) Councillors.

4. Selection

Council will undertake a recruitment process for the community membership selection to ensure all key community groups and populations are represented. The selection assessment criteria for this membership will require that an applicant:

1. Is a resident and or ratepayer in the Shire;

2. (i) has links with a local organisation, community group, interest group, user group; or (ii) is a member of one of the following existing Council committees:

Page 2 of 3


Tourism

Land Care Management

Aboriginal Advisory

Performing Arts/Sunset

Sports Liaison

Action Plan Access

Audit

Heritage

Police Advisory Final determination for appointment to the Community Reference Group shall be made by Council.

5. Tenure of the Reference Group

The tenure of the Community Reference Group will coincide with the development of the CS Plan and will conclude when the CS Plan is adopted by Council (expected by the end of 2011).

6. Roles and responsibilities of members

All members of the Community Reference Group have an obligation to objectively consider and actively participate in Group deliberations. Community members must always be mindful that they have a responsibility to represent the views of all residents and be prepared to represent those views in an unbiased way at meetings of the Community Reference Group. All members must abide by Council’s values as well as other obligations that apply both legally and ethically as advisors to Council. All members should make an effort to attend as many meetings as possible, make a positive contribution on behalf of the Eurobodalla community and actively engage members of the community about Group deliberations. All members must ensure that they are aware of their obligations under Council’s Code of Conduct and maintain confidentiality where appropriate. Members of Community Reference Group do not, by virtue of such membership, have the authority to make representations to the media on Council’s behalf

7. Roles and responsibilities of Council

Council will acknowledge the value of the Community Reference Group and their members and give genuine consideration to advice and recommendations made by the Group. Council will resource meetings of Community Reference Group and ensure the efficient carriage of functions related to their operation including refreshments and option for travel reimbursement.

Page 3 of 3


Council will provide feedback to the Community Reference Group on how their advice and recommendations have been considered in a timely manner. Council has the discretion to review the role, re-organise or disband the Community Reference Group. Council will liaison with Councillors, Executive Leadership Team and other Government Agencies. Council will manage external consultant(s) and all contact with the media.

8. Chairperson

The Director of Strategic, Development and Environmental Services (or their nominee) will Chair the Community Reference Group.

9. Meetings

Initially the Community Reference Group will meet monthly.

Frequency of meetings may change throughout the life of the project depending on needs and priorities.

Meetings will ordinarily take place in Moruya, however, alternate venues may be arranged by consensus of group members.

10. Conflicts of Interest

If a member has at any time a conflict of interest in relation to a particular issue, or a pecuniary interest in the project, they must immediately inform the Chair about this conflict of interest. It is up to the individual to determine if they have a conflict of interest and if they are able to participate in discussion of a particular matter. It should be noted that a breach of the Code of Conduct including failure to declare a conflict of interest may result in a person’s membership being suspended or terminated.



O10/36 ACQUISITION OF LAND FOR TUROSS

WATER TREATMENT PLANT 83.8200.E; E10.4090

SYNOPSIS

Council has previously resolved to install a water treatment plant for the Tuross River bores.

The treatment plant is proposed to be constructed adjacent to the existing pump station on

Eurobodalla Road. As insufficient area is available on the current lease site additional land

will be required. This report recommends the leased area together with the additional area

required be acquired for water supply purposes.

ISSUES

It is proposed to construct the new treatment facility adjacent to the Tuross River pump

station located on a parcel of land currently leased.

However, the area required for the package treatment plant and associated facilities cannot be

accommodated within that leased area.

In order to secure the area required Council can either seek a new lease incorporating an

increased lease area or acquire the land as a freehold parcel.

Asset

Given the Tuross River will remain as a major ongoing source of water for the Shire, the

acquisition of the land is considered the most secure option.

The current lease does not expire until 2026, however if the land ownership changes in that

time, the new landowner may object to a further lease and Council will have no option than

compulsory acquisition to secure the land. The current landowner is agreeable to selling

Council the land required for the whole facility.

A large shed located within the area of land proposed to be acquired will be able to be

incorporated as part of the operational facility.

The names of the directors of the company that is the registered proprietor of Lot 13 are set

out in the Councillors‟ Attachment.

The area proposed to be acquired is approximately 2.1ha.

A plan showing the existing lease area and the proposed acquisition is below.





Legal

If Council resolves to acquire the land it would be appropriate for the land to be classified as

operational land.

In accordance with Section 34 of the Local Government Act public notice is required to be

given of Council‟s intention to classify land as operational land and allow for submissions to

be made and considered prior to making a decision on the classification.

If the land is acquired, the lease will be superfluous and it would be appropriate for the lease

to be surrendered concurrently with the transfer of the land.

Financial

All costs associated with the acquisition, survey and legal costs, including the registered

proprietor‟s reasonable legal costs should be borne by Council together with the payment of

compensation determined by a registered valuer in accordance with the provisions of the Land

Acquisition (Just Terms Compensation) Act.

Sufficient funds are available within the budget to cover the anticipated costs.

CONCLUSION

The current lease area for the Tuross River pump station is insufficient to accommodate the

new water treatment plant. The acquisition of part Lot 13 DP 12290 is considered the most

appropriate means to secure the tenure for the existing Tuross River pump station and the new

river bores water treatment facility.





RECOMMENDED

THAT:

1. All actions necessary be taken to acquire part of Lot 13 DP 12290, Eurobodalla Road,

Bodalla as in accordance with Council‟s adopted procedures.

2. All survey and legal costs associated with the acquisition of the land be borne by

Council.

3. The current lease 2779959B be surrendered concurrently with the transfer of part

Lot 13 DP 12290.

4. Public notice be given of Council‟s intention to resolve:

“THAT part Lot 13 DP 12290, Eurobodalla Road, Bodalla be acquired as operational

land.”

5. A period of 28 days be given for members of the public to make submissions.

6. A further report be presented following the advertising period.

7. Authority be given to affix the Common Seal of Council to the necessary

documentation associated with the acquisition of part Lot 13 DP 12290.

ROB ADDISON

PROPERTY MANAGER




O10/37 EXTINGUISHMENT OF EASEMENT WITHIN

LOT 406 DP 1061103 SUNSHINE BAY 05.9453.S

SYNOPSIS

An application has been received from the registered proprietor of Lot 406 Deposited Plan

1061103 Sunshine Bay to extinguish easements for water supply within that property. This

report recommends approval of the extinguishment.

BACKGROUND

Lot 406 DP 1061103 is burdened by two Easements for Water Supply, which were created in

Deposited Plan 711061 in 1984.

A sketch showing the easements is set out below.

The registered proprietor whose name is set out in the confidential attachment has made an

application for the easement to be extinguished.

ISSUES

Assets

The easements for water supply were created as part of the original subdivision in 1984. The

waterlines were subsequently decommissioned when the water lines re-routed. There are no

plans to use these easements again.

Legal

Council, as the benefiting authority for the easements, has the power to seek their

extinguishment. To extinguish the easements a Transfer Releasing Easement is registered at

the Land and Property Information Office and the notations are removed from the Certificates

of Title.



O10/37 EXTINGUISHMENT OF EASEMENT WITHIN

LOT 406 DP 1061103 SUNSHINE BAY 05.9453.S

Financial

In accordance with Council‟s policy on extinguishment of easements, the applicant should

pay all costs associated with the extinguishment together with compensation determined by a

Registered Valuer.

However in this case the easements were actually dedicated to Council free of costs by the

current registered proprietor. It would therefore be reasonable for Council not to seek

compensation in this instance.

All other costs including legal and administrative costs should be borne by the applicant.

CONCLUSION

The Easements for Water Supply within Lot 406 DP 1061103 are not required by Council and

can be extinguished.

RECOMMENDED

THAT:

1. Consent be given to extinguish Easement for Water Supply 5 wide and Easement for

Water Supply 6 wide within Lot 406 DP 1061103 and created by DP 711061 subject to

all legal and administrative costs associated with the extinguishment by borne by the

registered proprietor.

2. Authority be given to affix the Common Seal of Council to the necessary

documentation regarding the extinguishment.

ROB ADDISON

PROPERTY MANAGER


Clrs



O10/38 SALE OF SURF BEACH LAND TO NSW AMBULANCE SERVICE 09.3508

SYNOPSIS

This report proposes sale of a parcel of Surf Beach industrial land to NSW Ambulance for

purposes of a new and expanded Ambulance Station for Batemans Bay. Council‟s support for

this proposal will allow commencement of contractual detail of the sale which is to be

conditional upon a development application (DA) approval.

BACKGROUND

NSW Ambulance Service approached Council in August 2009 seeking a parcel of land

(approx 2000m2), on which to build a new a Ambulance station to service the Batemans Bay

community. The land at Surf Beach is attractive to the Ambulance Service as its location is

closer to the demographic centre of the Batemans Bay and it allows capacity for expansion to

the existing station in the immediate future and in years to come. Their current station is at

Beach Road in the Bateman‟s Bay CBD. The location of the land provides significantly better

access to the road network for ambulances exiting the station on emergency calls – and no

congestion as that experienced in the CBD.

The Ambulance Service spent some time considering the parcel of land that is the subject of

this report and recently confirmed the funding availability for purchase of the land in the

name of the Health Administration Corporation. Their purchase is also subject to due

diligence processes on their side of the contract.

ISSUES

Legal

Legal documents for contract of sale conditional upon DA approval are currently being

drafted by solicitors acting for Council.

A Probity Plan is also being finalised with a report from the Auditor to follow on the process

undertaken for the sale.

A DA for the subdivision to provide separate title is also being prepared by Council‟s

Property division.

It is understood that NSW Ambulance are well progressed in preparation of their DA for

development of the land which includes the initial clearing and earthworks. Council have

provided information to assist NSW Ambulance in this process through some preliminary

design work and provision of advice in relation to earthworks requirements for the land.

As yet, no DA has been lodged.

Subject to Council approval, appropriate due diligence processes and execution of a contract,

work may commence on the site before the end of the 2010 calendar year.

Social Impact

A new, expanded Ambulance service station with better access is a benefit to the Batemans

Bay community. Council has received interest from other emergency services who are

considering relocating their facilities to Surf Beach in the future. The location and capacity of

the Surf Beach land presents an ideal location for a future “Emergency Services Precinct”.



O10/38 SALE OF SURF BEACH LAND TO NSW AMBULANCE SERVICE 09.3508

Economic Development Employment Potential

The new Ambulance station provides capacity for expansion and therefore the potential for

additional employment in the Service at Batemans Bay. NSW Ambulance have not yet

indicated the specific employment impact of their development.

Financial

The amount offered for purchase of the land (and specified in the Councillor‟s attachment), is

in line with independent valuations by a specialist valuer commissioned by Council.

Councillors would appreciate that there is some dampening of potential value to be achieved

in a sale where an area is otherwise unoccupied and undeveloped (ie greatest „commercial

risk‟ is taken by the first developer in a greenfield site).

The amount offered for purchase of the land is proposed following lengthy negotiations

already undertaken with NSW Ambulance with the view to demonstrating value for the sale

of Council land (ie community assets).

CONCLUSION

A new and expanded Ambulance Service facility in Batemans Bay via relocation to Surf

Beach industrial land is a positive development for the community. NSW Ambulance have

offered an amount for purchase of the land that is consistent with independent valuations and

have shown a genuine commitment to the purchase by progressing the preparation of their

development application.

RECOMMENDED

THAT:

1. Council accept the offer for purchase of the land (as identified), as a separate lot to be

subdivided, of Council industrially zoned land at Surf Beach, subject to appropriate

due diligence and legal consideration in the formation of a contract for sale of land

subject to DA approval.

2. The General Manager be given delegated authority to finalise the sale and contractual

negotiations on behalf of Council.

3. The Council seal be affixed to the documents forming the resulting contract as

negotiated between the parties solicitors.

CHERIE ENDERS

DIRECTOR


Clrs



O10/39 TENDER FOR MANAGEMENT OF

BATEMANS BAY BEACH RESORT 80.2575.T

SYNOPSIS

This report advises Council of the evaluation outcome of the request for tenders for the

management of the Batemans Bay Beach Resort (BBBR) and recommends appointment of

new park managers.

BACKGROUND

Tenders have been sought in accordance with the requirements of the Local Government Act

and assessed against the criteria set out below. The term of the new park management contract

will be three years with an option to extend for a further two years. The previous management

contract with Australian Tourist Park Management ATPM ran for a period of five years.

Council last tendered for the management of BBBR in 2005.

In 2009, Council completed the capital works associated with the redevelopment of what was

previously known as the Glenhaven Tourist Park – a major capital investment project which

commenced in 2004. The investment made by Council has caused the park to be upgraded

from 2.5 star to a 5 star resort. Achieving a rating of five stars is significantly determined also

by the way the park is operated and therefore quality, reliable and proven park managers are

an essential part of the business equation.

Occupancy rates are increasing and revenues are tracking in accordance with the business

plan. After loan repayments, it is expected that BBBR will produce a financial return to

Council in this (2010/11) financial year.

The criteria for the comparative evaluation of tenders was as follows:

a. Total Price

Comparison of lump sum tenders received

Sufficient resources to carry out the contractual obligations.

b. Relevant Experience in the Operation of a Tourist Accommodation Facility

Business

Knowledge of relevant business legislation

Proven ability to maintain AAA 5star status

Cleaning, maintenance and “handyman” experience

Scheduling and prioritising work

Experience within a relevant industry/business

c. Programming & Maintenance Works

Previous experience in developing & implementing works programs

Ability to undertake minor maintenance works

Proven experience in co-ordinating & supervising contractors

Knowledge/experience of purchasing procedures

d. Management & Financial Practices

Ability to undertake staff training

Demonstrated sound business knowledge

Financial viability of tender calculations

Handling of cash receipting





e. Customer Relations/Marketing

Experience in customer service

Ability to demonstrate experience in implementation of customer service

initiatives

Experience with development/implementation of marketing programmes

Proposals for future management initiatives to improve occupancy of the

park

f. Computer Literacy

Experience in the use of reservation/business software

Display developed computer literacy

Use of spreadsheets and financial analysis of computer reports

ISSUES

General

The structure of the previous management contract rewarded the park managers on a

percentage of revenue income. This did not provide an incentive to manage expenses, and

the structure of the new park management contract rewards managers on the basis of

operating profit achieved, thereby establishing a genuine performance incentive.

Commission will be calculated on what income is remaining after deducting operational

expenses (such as general maintenance, electricity, linen, rubbish removal etc), and thereby

align park management with the same objective to achieve a commercial return on Council‟s

investment.

In evaluating the tenders, the panel took into account all of the above criteria but with an

overriding requirement that BBBR continue to progress towards the intention of providing an

alternate revenue stream for Council and to the benefit of the Eurobodalla community.

Tenders were received from the following firms:

Australian Tourist Park Management

Dineen Tourism Management

Free Spirit

KDH Management

Whitter Park Management

The tender evaluation panel consisted of, Director – Commercial & Corporate, Executive

Manager – Finance and the Commercial Manager

Retainer amounts proposed by tenderers varied between $52,000 and $380,000, and the

Manager‟s percentage of Operating Surplus ranged from 10% to 31%

One of the tenderers presented 3 options, all others followed the brief and supplied their best

offer.





Apart from the financial implications, the panel critically analysed the demonstrated abilities

of each submitting team and looked for innovation in marketing, customer service,

environmental best practice and IT systems

The proposal recommended by the panel that Council accept and supporting information is

contained in the Councillor‟s attachment.

Finance

Apart from incentivising park management to minimise operation costs to assist in building

profit margins, the structure of the new contract, if it were applied to the 09/10 financials,

would have yielded Council an additional $120,000 benefit to the bottom line.

CONCLUSION

The appointment of park managers for a three plus two year contract supports the financial

and operational objectives of the Batemans Bay Beach Resort. The new contract will assist

Council in achieving future returns on its investment.

RECOMMENDED

THAT Council award the tender for the BBBR park management to the recommended

applicant as specified in the Councillors‟ attachment.

CHERIE ENDERS

DIRECTOR


Clrs



O10/40 BUSINESS EXCELLENCE FRAMEWORK

CONTINUOUS IMPROVEMENT PROGRAM E09.3334

SYNOPSIS

This report is intended to highlight the achievements made in the initial phase of Council‟s

supported program of improvement. The Business Excellence Framework (BEF) commenced

in September 2009.

ISSUES

As Council is aware following from the organisational restructure and modernisation process

carried out in the last quarter of the 2008/09 year, we embarked upon a program of continuous

improvement in the delivery of services to all our clients (internal and external). This

followed the extensive workshops attended by Councillors, corporate managers and the

Executive leadership team during July 2009 and was officially launched at the inaugural

whole of staff meeting on 11 August 2009.

Over the last 9 – 10 months, seven teams of staff have been working on opportunities for

improvement that were agreed upon at the workshops identified above. Each team was

facilitated by a team leader appointed by the Executive and assisted and “sponsored” by a

member of the Executive Leadership Team (ELT).

The team members and their project charters are included as an attachment.

The teams recently presented their findings and recommendations to the ELT for a final

consideration and are now in varying stages of implementation across the organisation or

awaiting the prioritisation of the next round of projects if further projects were deemed

warranted or necessary. These project findings will lead to improvements in the delivery of

service and as the name suggests, will be a continuous program of improvement of the life of

the organisation to assist Council to deliver the many and varied services and facilities

demanded (rightfully) by our community. The findings of these initial continuous

improvement projects were outlined to all the staff at a whole of organisational meeting held

22 July 2010.

The projects that were completed as stage 1 of the Continuous Improvement Program (CIP)

were:

1) Project Management Planning

2) Staff opinion survey

3) Rewards and recognition

4) Management planning process

5) Customer service requests reporting

6) Uniform position profiles.

An additional project was included after the commencement of the program which was to

review the corporate systems (software) within the organisation to look for efficiencies and

determine if the systems used were meeting current day demands and legislative

requirements. This project has now entered a further stage where the team is reviewing costs

and process of the recommendations being provided.



O10/40 BUSINESS EXCELLENCE FRAMEWORK

CONTINUOUS IMPROVEMENT PROGRAM E09.3334

The recommendations of each project and the actions now being undertaken are included as

an attachment to this report

Whilst these projects have been demanding on staff time and resources, teams are due a

considerable amount of praise and appreciation for their efforts and persistence in seeing them

through to fruition. The important next step in this process is to ensure that we are able to

“maintain the rage” and deliver the recommendations as adopted and to resource and promote

the next round of projects to be delivered. The next round of corporate projects has now been

determined by the Executive Leadership Team, following the training and workshopping

undertaken in each department, to enable them to identify a range of opportunities for

improvement (OFI‟S) in individual areas. These OFI‟S were then considered in totality to

create the listing of additional OFI‟S (including those not considered high priority or high

influence in the last round). These have also been outlined to the staff at the meeting held

22 July 2010.

I would like to take this opportunity to thank the organisation for the efforts it has undertaken

in managing and completing these projects and in advance for the efforts that will be required

in implementation and the next round of projects to commence.

CONCLUSION

This report provides Council with an update on the progress made with the Business

Excellence Framework and the Continuous Improvement Program and illustrates the efforts

provided by the organisation‟s staff to implement change and efficiency to aid in the effective

and efficient delivery of services to all of us in the community.

RECOMMENDED

THAT Council:

1. Note the progress on the Business Excellence Framework and Continuous Improvement

Program instituted by the General Manager in August 2009;

2. Note the continuation of this progam and the benefits it will bring to the organisation;

3. Record its appreciation to the staff members involved in the program and congratulate

them on their efforts in delivering the outcomes as illustrated.

PAUL J ANDERSON

GENERAL MANAGER

Attach

CIP

1 Project Management Planning Develop an organisational-wide framework for the implementation of a new Project Management Process.

Recommend resources (tools, guidelines, training systems and support) to assist with departmental introduction of a new Project Management Process

Project Manager: John Pugsley Team Members: Russell Burke, Mark Hankinson, Heinz Matti, Anthony McMahon, Steve Picton

Recommendations:

Actions: 1. The Project Management Guide form be implemented as the framework for project management for the whole of Council. 2. The owner/director be the Executive Manager of Finance. 3. Each Executive Leader nominate 2 staff to form a reference group for continuous improvement of the guide. 4. IT develop and implement intranet access to a database of project management information, with consideration of confidentiality

requirements.

2 Staff Opinion Survey To conduct a methodologically sound Employee Opinion Survey to understand employee perceptions of Council’s strengths and key improvemen opportunities and provide a base-line result to measure progress over the next three years and beyond

Project Manager: Pat McGinlay

Team Members: Carol Hodges, Executive Assistant – Executive Area, Kate Asbury, Accountant – Finance, Mick Elkins, Assistant Water & Sewer Operator – W&W, Andrea (Andy) Wilson, P/T Library Assistant – Community Wellbeing, Rod Connell, Records Officer - Corporate & Commercial, Campbell Taylor, Plant Operator – R&R, Ted Butler, Truck Driver – R&R, Rebecca Hardwick, Environmental Health Officer – D. N.R.

Recommendations: NIL Survey completed and analysis and reports distributed

Actions: NIL

3 Rewards & Recognition The current situation identifies that there may be inequity and lack of transparency in performance reward and recognition. The impact is that this may negatively affect performance and morale. The desired state is that employees of Eurobodalla Shire Council feel valued and recognised in a fair and equitable way via a transparent performance recognition program.

Project Manager: Deb Lenson

Team Members: Anthony Eagan, Construction – R&R, Arthur Flower, Field Officer – W&W, Craig Sykes, IT Manager – C&C, Darryl Rixon, Waste Officer – W&W,, Jon Dudley, Maintenance Grading – R&R, Kim Bush, Youth Officer – Community Wellbeing, Patrick McGinlay, HR Manager – C&C, Sally Pryor, Coordinator Aged Care & Disability, Community Wellbeing

Recommendations: 1. Reassess Performance Appraisal Processes 2. Position descriptions better link with grading and steps 3. Review and update existing Council CoP/policies such as Long Service Awards, Annual Staff Performance Appraisals, Education

Assistance, Achievement Awards 4. Develop draft Reward and Recognition CoP – inclusive of template for seeking bonus/reward/recognition, monitoring and evaluation,

activities, communication strategy and training requirements. 5. Implement R & R CoP 6. CIP team members to present to Divisions

Actions: 1. HR have initiated new procedures and mandatory training for all those responsible for appraising staff. This will occur with the 2010

Performance Reviews. HR will review response to this year’s Performance Reviews and if necessary a full CIP project would be initiated.

2. As part of this year’s Performance Reviews it will be mandatory to identify when PD’s were last updated and if this has been greater than 12 months it will be expected this will be done in the next 12 months. The PD CIP team have produced a job analysis form that will be trialled by HR as part of this process.

3. It is recommended that the CIP Team be asked to identify all current policies and review these in terms of areas needing clarification and or adjustment. This information will be required prior to the CoP being commenced.

4. The CIP team be asked to prepare CoP for R & R based on their research including the responses within the Staff Survey. It is recommended that the Director of Corporate and Commercial Services be the reference point for this team.

5. This will occur as a matter of course but CIP Team be asked to provide guidance in the CoP of communication and education methods. 6. C Enders to facilitate a CIP Project “roadshow” for all projects.

4 Management Planning Process Establish an approach to maintaining priorities to ensure that the organisation is meeting its Management Plan programs (Quarterly reporting in accordance with legislation

Project Manager: Rob Burke Team Members: Sue Christie, Management Planning Officer, Cathy Vickery, Personal Assistant – R&R, Anne Dickson, Depot Clerk – R&R, Richar Cunningham, Project Manager – R&R, David Parfitt, Purchasing Officer - C & C, Tracey Stewart, Personal Assistant – D.N.R., Wayne Hutton, Parks Coordinator – R&R Anne Bellairs, Personal Assistant – Community Wellbeing

Recommendations: Recommendation 1 - Scoping a) Scoping of projects/initiatives for the following year’s Management Plan should commence in August (i.e. August 2009 for the 2010/11 financial year) Recommendation 2 – ELT Involvement a) Standing item on ELT to identify upcoming major projects and discuss priorities and multi divisional requirements to ensure achievement. b) All strategies and their relevant initiatives are reviewed by the ELT prior to being referred to Council for adoption to ensure:

- Strategies clearly articulate that funding of all initiatives contained within the strategy will be considered and prioritised as part of the management planning and budget process

- Initiatives are clearly quantified

- Initiatives adopted into the management plan are achievable in the given timeframes from a cost and resource perspective

Recommendation 3 - Workplans a) Commence developing workplans after draft Management Plan is released and draft complete by end of June for implementation from 1 July with draft

to be finalised with the performance review. b) Review workplans quarterly prior to Management Plan quarterly review c) Content of workplan should include Management Plan public and non-public items (including statutory requirements, legislation, divisional

expectations, job descriptions/kra’s and supporting involvement in other Management Plan items/initiatives) Recommendation 4 - Milestones a) Director Corporate Services create a corporate milestones diary and flowchart (proposed flow chart attached).

Actions:

5 Customer Service Requests Reporting Review the current system and recommend the critical improvements that will have the greatest impact on meeting the needs and expectations of the customer groups. This project will research information that will be relevant for future projects relating to best practice systems. Identify and recommend quality customer service principals and solutions for future implementation within the CRS system.

Project Manager: Patrick Dunn

Team Members: Kerrie-Anne Benton, Tourism Marketing Manager – C&C, Scott Cunningham, Asst Works Supervisor – R&R, Deb Nolan, Manager Community Connections, Community Wellbeing, Dawne Usher, Library Asst – Community Wellbeing, Daniel Weekes, CSR Officer – R&R, Michael Spellacy, Sewer Project Officer – W&W, Christine Marshall, Depot Clerk – R&R, Louise Weeks, Customer Service – Community Wellbeing, Janene Bushnell, Ranger Asst - DNR, Robyn Burrett, Works Clerk – R&R, Greg Cooney, QA Coordinator – W&W

Recommendations: 1. Develop a CSR communication strategy 2. Implement the Ownership and responsibility Structure 3. Develop an Executive Feedback reporting system

Actions: Ownership of CSR system allocated to Director of CWB with user group to be set up in conjunction with this Director, Customer Service and Pat Dunn. Responsibility recommendation to be implemented as per our recommendation which was for ELT to review the CSR task list and then each Director to allocate responsibility for all these tasks to their staff. Recommendations 1 and 3 to be implemented by the user group

6 Uniform Position Profiles Ensure a system whereby roles, responsibilities and accountabilities in staff Position Descriptions are clear, reflecting organisational functions and values

Project Manager: Kathy Arthur Team Members: Quinton Pendergast, Fire Mitigation Officer – R&R, Pam Berendt, Library Officer – Community Wellbeing, Frank Scrivens, Engineering Surveyor – DNR, Sally Brant, Case Manager - Community Wellbeing, Sarah Cooper, Economic Development Manager – C&C , Amand Jones, Waste Operations Manager – W&W, Jenny Nardusso, HR Officer – C&C

Recommendations: 1. Re-format layout of PD’s 2. Separate PD review from PA process 3. Implement organisational job analysis process using common job analysis tool:

a. 50% PD are reviewed every year b. linked to performance/accountability of supervisors c. To be undertaken in September – December period d. (or before recruitment process)

4. PD resources available via the Council Intranet a. Including:

b. Organisational charts c. All staff PD’s (with grading removed) d. delegations/authorities – linked to PA’s e. Award band descriptors

5. Develop Job Analysis database on existing staff skills & aspirations for proactive process of secondment and special project placements

- process for identifying staff - EOI process once identified

Actions: 1. The layout of Position Descriptions (PDs) be reformatted to make them easier to use and understand

- the new format to have the duties and key result area in sequence for each individual duty - new template for PDs to be issued in July, 2010 - values to be kept separate to the PD

2. The need for the review of each Position Description be identified: - in association with the Performance Appraisal, in which case the PD is to be reviewed by 31 August, 2010 or; - when a position is replaced or restructured - the review of PDs be included in all supervisors workplans to ensure delivery of the above outcomes

3. Human Resources to continue to: - provide a reference point for information for the preparation of PDs and; - ensure consistency in the structure and content of PDs across the organisation

4. An organisational job analysis tool be made available for more detailed analysis of Position Descriptions and be implemented for use: – in creating a new PD for any new position in the organisation structure – to assist in resolving differences of views regarding the content of a PD

5. The Performance Appraisal process continue to be used to identify career aspirations and training opportunities with Human Resources remaining responsible for the management of this information

7 Corporate Systems Software To improve organisational excellence throughout ESC with regards to aligning the computer system and processes to our defined business requirements.

Project Manager: Heinz Matti

Team Members: Patrick McGinlay, Allan Crapp, Royce Toohey, Amanda Jones, Angus McLean, Patrick Dunn, Brendan Cooper, Phil Costello, Deb Lenson, Rob Burke, Kathy Arthur

Recommendations: 1. Provide integration and enhancement to existing suite of programs and to proceed with Assetc. 2. Create Project and Resource Plan 3. Establish a CIP for eDelivery 4. Establish a CIP for Implementation

Actions: 1. ELT has adopted in principle the process of going forward with the enhancement project to our existing suite of programs and to proceed with the purchase of the assetic asset management software as discussed. A funding proposal will need to be developed as to how the purchase of the assetic software will be facilitated within the current budget restraints. 2. Your current project team in conjunction with C Enders is required to create a draft project resources plan for consideration by ELT at a future date and recommendations 3 and 4 have been held over pending the outcomes of the project and resource plan and the prioritisation of other CIP in the next project round.



O10/41 FUNDING FOR MASTERPLAN OF REGIONAL COMMUNITY AND

SPORTING PRECINCT CENTRE AT HANGING ROCK BATEMANS BAY

E08.2547

SYNOPSIS

To recommend allocation of funding for the completion of a master plan for a Regional

Community and Sports Centre at Hanging Rock reserve, Batemans Bay.

BACKGROUND

At the ordinary meeting of Eurobodalla Shire Council held on Tuesday 16 December 2008, it

was recommended in part that:

“…3. Council prepare a grant funding submission under the Regional & Local

Community Infrastructure Program for stage one of the development of a Regional

Community and Sports Centre at Hanging Rock reserve…” (Minute 08/396).

A grant funding submission was prepared and submitted on 23 December 2008 based on a

concept plan for the site and was subsequently unsuccessful. Council again sought funding the

following year and was similarly unsuccessful.

In preparing grant applications it is highly desirable to show the proposals are in an advanced

stage of development to provide the grant authority with confidence that the project is well

thought through and can be delivered on time and budget.

The proposed Batemans Bay Community and Sports Centre will only proceed with significant

Federal and/or State government support.

Additionally the future layout of Hanging Rock complex requires sufficient development of

concepts to allow overall planning of the site.

This highlights the need for Council to develop a master plan for a Regional Community and

Sports Centre at Hanging Rock reserve as a key element of the community vision for this

regional complex.

In the period following this grant application, Council has commenced a project to extend the

Batemans Bay Library and Education Centre at Hanging Rock reserve (in conjunction with

University of Wollongong and Illawarra TAFE) and has recently submitted a grant

application for the development of a Batemans Bay Multi-Purpose Youth Centre at the same

site to replace the existing Community Centre and Youth Café at Museum Place, Batemans

Bay. Both of the above projects have further highlighted the need for a master plan which

demonstrates a more „shovel ready‟ plan that can be used by Council to attract future grant

funding from both Federal and State Governments.

With both State and Federal elections to be held in 2010, Council has the opportunity to lobby

both sides of government at both levels to support such a high profile community project as a

Regional Community and Sports Centre at Hanging Rock reserve.





E08.2547

ISSUES

The site at Hanging Rock reserve provides an opportunity to centralise many of the

educational, recreational and cultural facilities in Batemans Bay and indeed across the Shire,

to complement and upgrade the existing facilities located at the reserve. A future Regional

Community and Sports Centre at Hanging Rock reserve would incorporate the following:

1. The facilities at a Regional Community and Sports Centre at Hanging Rock reserve would

potentially include, in general terms:

(a) Common administrative and front counter areas to minimise on-going staffing costs;

(b) A new community centre for Batemans Bay including an expanded Youth services.

(c) Arts space for creating, exhibiting & performing;

(d) Room for further expansion to facilitate improved University and TAFE services;

(e) Central booking facilities for halls and sporting facilities across the Shire (currently

operated out of the existing Community Centre within the CBD);

(f) An upgraded tennis complex including rectification of the issues with low lying and

varying levels of the existing tennis courts and a future championship court;

(g) A new multi-use floor space suitable for use for indoor sports including but not

limited to basketball, other indoor sports, floor exercise and other fitness programs,

exhibition space and the like;

(h) A new gymnasium;

(i) A new aquatic centre incorporating an eight lane 25 metre indoor pool, aquatics

program pool, toddlers water area, children‟s water park and other recreational

aspects to maximise the appeal and level of service to the whole of the community;

and

(j) Commercial spaces to be utilised by sports medicine practitioners, peak sporting

body representatives or the like, a cafe or even sports shop.

2. Closure and sale or redevelopment of the existing Batemans Bay Community Centre. The

land upon which the Community Centre and Museum currently sits is zoned Business 3A

but classified as community land. Therefore, the relevant part of the site would need to be

reclassified and subdivided from the remainder of the public reserve.

3. Closure and demolition of the existing Batemans Bay swimming pool. Council may

consider converting this area to car park with the primary purpose of supporting the

MacKay Park reserve for sporting and other major events (camping and caravan show,

major outdoor music events and the like). This would have an added benefit of providing

permanent overflow parking for the Christmas season. Other options also need to be

considered in line with providing a return to Council. This would only occur upon the

provision of the new facility.





E08.2547

It is stressed that such an overall proposal is grand and currently well beyond this

communities capabilities to fund or to operate and maintain. Nevertheless, it is considered

appropriate to develop the concept further to assess our ability to achieve this concept to meet

the long term needs of the growing population in Batemans Bay and the Shire. There are no

immediate plans to fund components of the project although grant opportunities continue to

arise and should be capitalised upon when available.

It should also be noted that the Hanging Rock Plan of Management would be re-written in

conjunction with the development of a master plan.

Community Consultation

It is recommended that a sunset committee be formed to help guide the master planning

process in the development of the final concept master plan to be displayed for public review.

It is proposed that the sunset committee include representatives from relevant stakeholder

groups such as Batemans Bay Tennis Club, Batemans Bay Basketball Club, Batemans Bay

Swimming pool group, Eurobodalla Shire Youth Committee, University of Wollongong,

Illawarra TAFE, Sports Medicine, various Arts practitioners with the committee to be chaired

by a nominated councillor.

At the completion of the draft concept master plan phase, the plan would then need to be

advertised for public submissions which would then allow further information gathering to

guide the development of the final master plan prior to submission to Council for adoption.

This master plan would then be used for seeking development approval and pursuing grant

funding.

In the event that funding became available, detailed design would form part of the project

delivery.

Staff

It is intended that the development of the concept master plan for a Regional Community and

Sports Centre at Hanging Rock reserve would be project managed by the Roads and

Recreation Services group of Council, working in conjunction and consultation with Councils

Community Wellbeing and Development and Natural Resources groups.

Strategic Links

In February 2010 a Situation Analysis Arts and Cultural Infrastructure report was prepared for

Eurobodalla Shire which recommended that Council consider Hanging Rock as a location for

an arts space in Batemans Bay with performance and gallery spaces.





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Councils current draft Recreation and Open Space Strategy recommends that Council:

“Undertake feasibility study, appropriate community consultation and prepare Master

Plan for the development of Indoor Sports and Aquatic Centre and Regional Tennis

Facility at Hanging Rock Recreation Precinct”

Councils Community Strategic Plan is currently under development and a master plan for a

Regional Community and Sports Centre at Hanging Rock reserve would be a vital tool for the

development of this strategy.

Financial

An initial quotation submission from Graham, Bell and Bowman Architects for a master plan

and associated report for a Regional Community and Sports Centre at Hanging Rock reserve

is valued at $40,160 (exc. GST). This quotation is preliminary in nature and would be

reviewed following confirmation of the scope of the master plan requirements. No allowance

has been made in this quotation for any specialist consultants and at the master planning stage

this is not generally a necessity; however an allowance of approximately $30,000 (exc. GST)

should be made for pool and other specialist advice as this is a critical aspect affecting the

overall plan for the centre.

Allowing for project management costs a total budget allocation of $80,000 is required for

this purpose.

It is recommended that funding for this project be made available from the Land Development

Reserve.

CONCLUSION

A Regional Community and Sports Centre at Hanging Rock reserve would contribute

immensely to satisfying the educational, recreational and cultural needs of the Eurobodalla

Shire community and surrounding areas. It would stimulate the local economy by attracting

users from surrounding regions, creating jobs and promoting growth in the shire.

To maximise the opportunities for securing funding for this facility, it is appropriate to

develop an overall master plan for the centre. The use of a sunset committee to overview this

process is recommended.





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RECOMMENDED

THAT:

1. Council allocate $80,000 for development of a master plan for a Regional Community

and Sports Centre at Hanging Rock reserve with funding being made available from

the Land Development Fund.

2. Council conduct a workshop to determine the makeup of the sunset committee to

overview the process of developing the masterplan for this centre.

3. Council pursue grant opportunities for funding from State and Federal governments.

PAUL J ANDERSON

GENERAL MANAGER

Documents

EUROBODALLA SHIRE COUNCIL · Codes of Conduct and policy, ICAC, ... MOU Memorandum of ... Eurobodalla Shire Council Committees , and