Item 7.1 - Attachment 2

Draft Schedule of Fees and Charges 2010/11

 

 

Parramatta City Council

DRAFT Delivery Program 2010-14

Operational Plan 2010-11

 

 

 

Delivering on the Community Vision

Parramatta Twenty25

Parramattas Community Strategic Plan

 

 
 

 

 

 




Item 7.1 - Attachment 2

Draft Schedule of Fees and Charges 2010/11

 

Contents


Item 7.1 - Attachment 2

Draft Schedule of Fees and Charges 2010/11

 

Lord Mayors Message................................................................................................................................. 3

CEOs Message.................................................................................................................................................. 5

About Parramattas 4-year Delivery Program 2010-14 and 1-year Operational Plan 2010-11..................................................................................................................................................................... 8

Parramatta Twenty25: What is it?........................................................................................................... 9

ABOUT PARRAMATTA........................................................................................................................................ 11

Councils Delivery Program 2010-14................................................................... 12

Environment & Infrastructure............................................................................................................. 13

Community & Neighbourhoods................................................................................................................ 17

Economy & Development.......................................................................................................................... 24

Governance & Corporate....................................................................................................................... 31

Councils Operational Plan 2010-11.................................................................... 43

Environment & Infrastructure............................................................................................................. 44

Community & Neighbourhoods................................................................................................................ 48

Economy & Development.......................................................................................................................... 52

Governance & Corporate....................................................................................................................... 55


Financial Management Framework (Resourcing Strategy) ................................................ 59

2010-11 Budget................................................................................................................................................. 66

Income & Expenditure Estimates.......................................................................................................... 70

Rates, Fees & Charges (Schedule of Fees & Charges included under separate cover) ................................................................................................................................................................. 80


Lord Mayors Message

 

Delivery Program 2010/11 2013/14

 

 

I am pleased to present Parramatta City Councils Delivery Program for 2010/11 2013/14, which has been carefully crafted to present a financially responsible and sustainable Council, while still providing excellent services for the people of Parramatta.

In the past year we have seen Parramattas reputation as a smart city continue to grow, with the region attracting high profile, national events, and with the introduction of new technology such as wireless internet connectivity in our libraries.

Council will continue to lead the City into the future, and in the coming year we will investigate and implement initiatives to make Parramatta a truly connected community using innovative technology.

As Council provides more than 40 services, the way we will do this are varied and must be balanced against the need to deliver our core services.

Our overriding concern is to deliver these many services in a financially responsible way, so I am pleased that the development of this plan is forward-looking, with a plan to provide a balanced budget before capital revenue within five years.

This plans development has been a group effort between Councillors and staff, and I now welcome community input into the preparation of the final Delivery Program.

This draft will be on public exhibition until 20 May 2010, and all comments will considered before the final Plan is adopted at a Council meeting in June 2010.

20010/11 will see Council spending $163 million on Operating projects and services and another $37.1 million on specific capital projects throughout the City.

 

Looking at it in more detail, our Operating Expenditure budget includes

 

Roads Footpaths and Drainage, $18.9 million

Natural Areas Management $1.5 million

Trades and Fleet Management $2.6 million

Transport, Planning, Parking and Traffic Facilities $5.3 million

Waste Contract Management $14.7 million

Corporate Management and Councillor Services $5.5 million

Finance Management $7.9 million

Human Resources Management $6.2 million

Information Systems $7.4 million

Strategic and Corporate Planning $5 million

Community Development $2.2 million

Community Engagement $3.8 million

Community, Family and Library Services $13.2 million

Parks and Recreation $15.2 million

Town Planning and Urban Design $1.7 million

Arts and Culture $5 million

Development Services $6 million

Property Asset Management $6.6 million

Regulatory Services $5.6 million

Tourism and Events $4.2 million

 

In 2010/11 Council is proposing an expenditure of over $37.1 million on a range of specific capital projects throughout the City. 

Topping the list of projects during the next financial year is the commencement of works for Civic Place, with stage one estimated to be completed in 2013/14. We have allocated $9.1million towards the advancement of the project this year, which will see the heart of our great city transformed.

City centre and Neighbourhood Improvement Programs will continue. Last year saw Granville, the City Centre, Northmead, Epping and Westmead significantly improved through these programs, and in the coming year we have allocated over $3 million to be spent on public domain and other infrastructure improvement related projects in these areas.

Our Capital Projects budget is true to our core service of improving our roads, footpaths, drainage systems and cycleways. Over $2.7 million has been directed towards roadworks, kerb and gutter replacement and related works.  Parks and Recreation related projects account for over $3.5 million including $1 million on the Ermington Bay Nature Trail project.

The Pedestrian Access and Mobility Program (PAMP) will continue to improve footpaths and access to facilities with a budget of $1 million. 

Works that will improve our community, recreation and Library facilities make up $1.3 million of the Projects budget with $0.89 million set aside for library materials and technology.

Please take the time to look at this Delivery Program Plan and see what your Council has planned for the coming financial year and beyond. Your feedback ensures that we are heading in the right direction in our planning for this great City and surrounding suburbs of Parramatta.

 

Clr Paul Garrard

Lord Mayor


CEO MESSAGE

 

Consolidating on the work that Council has undertaken over the past 18 months - to build an organisation capable of effectively managing the growth of Parramatta, and delivering a more financially, socially and environmentally sustainable city - is one of the key objectives of the 2010/11 2013/14 Delivery Program.

 

Much of Councils efforts to date have concentrated on improving our processes, reviewing our many areas of business and setting clear, measurable objectives that will allow Council and the city to achieve its long-term plans, as illustrated in Parramatta Twenty25 Parramattas Community Strategic Plan.

 

Im pleased to say that with the introduction of our top 10 strategic priorities and 20 Key Performance Indicators, which allow Council to track our progress, Council can now work towards our long-term goals.

 

Those goals are set out in Parramatta Twenty25, which provides one agreed agenda and a clear long term direction for Parramatta. It brings together the identified and desired needs of the community and business sectors and aligns these with relevant planning guidelines to ensure all stakeholders understand the direction and needs of the city.

 

Council has established a Delivery Program which outlines the activities that will be undertaken over the next four years in line with Parramatta Twenty25. This program details the role of Council in achieving set objectives and its plans to encourage other businesses, government agencies and non government organisations to deliver other parts.

 

The individual projects and activities that will be undertaken by Council in 2010-11 fall into four categories that we call pillars:

 

- Environment & Infrastructure

- Community & Neighbourhoods

- Economy & Development

- Governance & Corporate

 

Finance

One of the top priorities for Council has been improving its financial sustainability and ensuring that it is capable of providing the necessary infrastructure and planning to ensure the Citys residential, economic and community aspirations are met.

 

Council has developed a long-term financial plan to address the gap between its expenditure and revenue without cutting any frontline services. By focusing on key areas and setting improvement targets for each of them over the next five years, Council aims to improve the financial health of the organisation to a desirable level that can be sustained in the long term. Our goal is for Council to reach a position where Council generates a surplus in its annual operating result before capital income. We aim to achieve this by 2014/15.

 

It wont be easy, but Im confident that if Council continues to improve its performance across four main areas finance, customer service, internal processes and business building a better, safer, fiscally responsible, customer-focused place to work that it is well within reach.

 

So far weve been able to meet our financial targets and over the coming 12 months we will begin to see the benefits of the improvements weve made to our business. In addition to these improvements, Council is also investigating ways it can increase revenue from its property portfolio and coupled with a proposed ordinary rates increase of 5%, above the capped amount, staggered over four years, Council is on target to be financially sustainable by 2014/15.

 

To ensure we can continue to deliver quality infrastructure and promote Parramatta as an attractive destination for business, workers, visitors and residents, Council has also applied to the Department of Local Government, for the continuation of the Special Rates Levy, applicable to most businesses, which will raise $2.4m annually. These funds will contribute to CBD and suburban infrastructure projects and economic development.

 

The 2010/11 2013/14 Delivery Program contains a budget which delivers an operating result, before capital income of $8.5M deficit. The budgeted result after capital income is a deficit of $1M. This result is an improvement on the previously targeted figure in the Long Term Financial Plan and shows that were on track to deliver a surplus result, before capital income, by the 2014/15 financial year.

 

 

GOVERNANCE AND CORPORATE

 

Council continues to evaluate its operations, across all of its business units, and preliminary reviews have already resulted in a more streamlined, consistent and efficient workplace. The introduction of a new salaries and wages system, adopted in late 2009, has significantly reduced employee costs, with an estimated savings in 2010/11 of $984k.

 

Council is readying itself for the roll-out of a new IT system, along with a review and/or replacement of all hardware and software within Information Systems, improving our communication and making Council more responsive and effective. As part of the changes to the wages and salary system, a new Performance and Development Planning process will soon be rolled-out to all staff, with the aim of encouraging staff engagement and innovation.

 

 

 

 

 

ECONOMY AND DEVELOPMENT

 

The delivery of the first stage of Civic Place, the biggest re-development project Council has ever undertaken, remains a key objective. The feasibility analysis of the $400m first stage is currently being finalised, with planning applications expected to be lodged during 2010, with an estimated construction start in 2011/12 and stage one completion in 2013/14.

 

The $1.4b urban renewal project will be staged over an estimated 10-year period and will include over 170,000 sq meters of commercial, retail, residential and civic space as well as over 6,000 sqm of high quality public domain aimed at redefining the citys centre.

 

COMMUNITY AND NEIGHBOURHOODS

 

Council is committed to providing a city which is distinctive, safe and attractive and upcoming projects across our reserves, recreation facilities and other open spaces are aimed at generating the most effective use of these areas and ensuring our city remains liveable and its residents healthy.

 

A big focus for Councils libraries in 2010/11 is to work with the community to improve literacy levels for young children in Parramatta, while Councils Community Capacity Building will continue to address homelessness issues across the LGA.

 

 

 

ENVIRONMENT AND INFRASTRUCTURE

 

The creation of a sustainable, integrated transport network remains a key objective for Council and as a result residents can expect to see more footpaths, cycleways and other facilities aimed at improving the way commuters and residents move around the city.

 

Council will continue to preserve its natural areas and waterways, ensuring these areas are protected, respected and sustained.


 

 


About Parramattas 4-year Delivery Program 2010-14 and 1-year Operational Plan 2010-11

 

 

This Delivery Program replaces the former Management Plan requirements. It outlines the activities to be undertaken by Council during the next 4 years towards the delivery of Parramattas Community Strategic plan Parramatta Twenty25. It provides the agreed way in which Council will deliver the parts of Parramatta Twenty25 that relate to Council as well as outlining how Council intends to encourage other businesses, government agencies and non government organisation to delivery other parts.

 

Supporting this Delivery Program is a 1 year Operational Plan. It spells out the details the individual projects and activities - that will be undertaken by Council in 2010-11.

 

To deliver these, Council has 20 service areas that are linked to the 7 external strategic objectives (or destinations) in Parramatta Twenty25 and the 4 internal strategic objectives outlined in Councils Corporate Plan. For the purpose of this planning and reporting framework, these are grouped under 4 pillars:

Environment & Infrastructure

Community & Neighbourhoods

Economy & Development

Governance & Corporate

 

Council has also prepared a Resourcing Strategy which includes a long-term (10 year) Financial Plan, a 10-year Asset Management Plan and a 4-year Workforce Management Plan. The Delivery Program and Operational Plan have informed and been informed by the Resourcing Strategy.

 

A new Operational Plan will be developed every year. The 4 year Delivery Program is subject to review when a new Council is elected.

 



Parramatta Twenty25: What is it?

 

Parramatta Twenty25 is the Community Strategic Plan for the Parramatta local government area.

 

Parramatta Twenty25 provides one agreed agenda and a clear long term direction for Parramatta. It brings together the identified and desired needs of the community and business sector with state and regional level planning documents into one document that is relevant to Parramatta. It is a community planning document for the entire city and not simply for the Council. It is intended that all stakeholders in Parramatta can use this document to understand the direction and needs of the city.

 

There are seven strategic objectives or destinations identified in Parramatta Twenty25 for the city:

 

1. Land and Water that is protected, respected and sustained

2. A society that is healthy and compassionate

3. Businesses that are dynamic, prosperous and socially responsible

4. Neighbourhoods that are liveable and distinctive

5. A community that is diverse and cohesive

6. People and places that are linked by sustainable transport and communication networks

7. A city that is innovative and inspirational

 

These destinations have 34 strategies that are designed to support and achieve the destinations.




Item 7.1 - Attachment 2

Draft Schedule of Fees and Charges 2010/11

 

How the Communities and Organisations strategic objectives link to Councils service areas

Plan

Strategic Objectives

Service Areas

Included in these service areas

Community Strategic Plan Parramatta Twenty25

Environment & infrastructure

 

Land and water that is protected, respected and sustained

 

People and places linked by sustainable transport

 

Roads, Footpaths & Drainage

Transport planning, parking & traffic facilities

Waste Contract Management

Trades & Fleet Management

Natural Areas Management

Civil assets maintenance & construction

Public asset audit, footpath construction & maintenance

Cleansing services

Civil Asset Management

Capital Projects

Traffic Facilities Management

Transport Planning

Paid Parking major contracts

Waste major contracts

Facilities & Trades

Fleet services

Natural areas management

Community & Neighbourhoods

 

A society that is healthy and compassionate

 

Neighbourhoods that are liveable and distinctive

 

A community that is diverse and cohesive

 

Community, Family & Library services

Community development

Town Planning & Urban Design

Parks & Recreation

Community Engagement

Home support & community services

Children & family services

Library Services

Community Capacity Building

Community safety & crime prevention

Land Use Planning & S94 Management

Urban Design services provision

Open space Management

Parks Maintenance

Recreation facilities & programs

Customer contact centre, research & consultation, website & records

Economy & Development

 

Businesses that are dynamic, prosperous and socially responsible

 

A City that is innovative and inspirational

 

Tourism & Promotion of Parramatta

Property Asset Management

Regulatory Services

Arts & Culture

Development Services

Cultural Heritage & Visitor Information (PHVIC) & Tourism Development

Events

Strategic Asset Management

Civic Place Redevelopment

Community Law & Education

Environmental Health & Protection

Arts Facilities & Cultural Programs (includes Artist Studios)

Riverside Theatres & Connection Studios

Development Assessment

Planning Certificates

Certification

PCC Corporate Plan

Governance & Corporate

1. A well governed and led organisation that is service and community focused and communicates effectively

2. Engaged and valued staff working effectively to improve the way we do business

3. Responsive and best practice management of Councils finances, risk, procurement and assets

4. An organisation that plans its future, improves systems & processes, measures its success and compares its performance to others

 

Strategic & Corporate Planning

Finance Management

Human Resources Management

Information Systems

Corporate Management

City strategy (economic, environmental & social policy & planning, place management, business improvement & corporate planning)

Finance, Procurement, Payroll, Rates, Insurance & Risk

Human resources

Information technology & GIS

Executive Management

Audit & Legals

Councillor support, civic events, marketing & communication



ABOUT PARRAMATTA

 

Parramatta City is located in Sydneys western suburbs, about 24 kilometres from the Sydney GPO. The City is bounded by Baulkham Hills Shire and Hornsby Shire in the north, the City of Ryde in the east, the Auburn Council area, Bankstown City and Fairfield City in the south and Holroyd City and Blacktown City in the west.

 

Parramattas current population is estimated to be 167,431.

 

Parramatta City includes the suburbs of Camellia, Carlingford (part), Chester Hill, Clyde, Constitution Hill, Dundas, Dundas Valley, Eastwood, Epping (part), Ermington, Granville (part), Guildford (part), Harris Park (part), Melrose Park (part), Merrylands (part), North Parramatta (part), Northmead (part), Oatlands (part), Old Toongabbie, Parramatta (part), Pendle Hill (part), Rosehill, Rydalmere, South Granville, Telopea, Toongabbie (part), Wentworthville, Westmead (part) and Winston Hills.

 

Parramatta is named from an Aboriginal word meaning the place where eels lie down. It was originally known as Rose Hill.

 

Parramatta City is a predominantly residential area with substantial institutional, industrial and commercial land use.

 

The City encompasses a total land area of about 61 square kilometres.

 


Item 7.1 - Attachment 2

Draft Schedule of Fees and Charges 2010/11

 

 

 

 

 

 

 

 

 

Councils Delivery Program 2010-14

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Environment & Infrastructure

Councils services that focus on Environment and Infrastructure work to:

Maintain local roads and associated infrastructure and enhance cycleway and pedestrian networks

Promote road safety and efficient traffic network through transport planning, parking and traffic facilities

Minimise impacts associated with flooding

Provide waste and street cleaning services to ensure the health and safety of the City and maintain its appearance

Conserve and protect the natural systems and resources within the City

Support Council service delivery through provision trade and fleet services.

 

 

Key Challenges for the next 5 years:

Ageing infrastructure asset maintenance and renewal

Infrastructure expansion to address population growth and changed conditions, particularly new technology

Potential for increased negative impacts on the environment from population growth including increased waste, air pollution, stormwater run-off and consumption of resources

Erosion of waterways including damage to sea walls in the Parramatta River

Extreme weather events including drought and floods

Long term management of waste and improved environmental outcomes through waste reduction

Connecting bushland and waterways corridors through public and private land

Finding new community volunteers to get involved in bushland and other environmental programs.

 

 

The key strategic objectives in Parramatta Twenty25 (Parramattas Community Strategic Plan) related to Environment and Infrastructure are:

Land and water that is protected, respected and sustained

People and places that are linked by sustainable transport and communication networks

Council assets that are sustainable.

To deliver these objectives, Council will use partnerships, advocacy, projects and/or service delivery to deliver the following strategies:

protect and rehabilitate high priority waterways and manage major impacts on medium and low priority waterways

protect and rehabilitate core bushland areas and manage major impacts on corridors and remnant bushland

reduce human impacts on Parramattas unique diversity of plants and animals

protect and manage significant natural landscape features and soil types

reduce the risk to the community due to natural or human made disasters

reduce the consumption of non-renewable and scarce resources

facilitate the sharing of information and ideas through remote communications

manage road congestion and safety while reducing the reliance on car use as a primary means of transport

increase the number of people using public transport, particularly for journeys to work

increase the number of people walking and cycling, particularly for journeys within the neighbourhood

refurbishment of new buildings to incorporate sustainable and environmentally appropriate elements wherever possible

new buildings to be developed by PCC to incorporate a high level of sustainability.

 


Councils services that are linked to the delivery of these objectives are:

Service Area

Included in this service

Purpose (what we do)

Key Outputs (how we do it)

Service Outcome (why we do it)

Roads, Footpaths and Drainage

Civil assets maintenance and construction

Maintain civil infrastructure

Construct minor civil infrastructure.

Contract and in-house civil works construction, assessment and maintenance

Safe and functional infrastructure for public use.

Public asset audit, footpath construction & maintenance

Audit the public domain.

Contract and in-house public domain asset construction, assessment and maintenance.

Safe and functional public domain

Cleansing service

The cleaning and removal of litter from public land and places.

Street sweeping.

Litter collection & Waste removal. Cleaning stormwater pits.

Public land is maintained in a clean and safe condition.

Civil Asset Management

Management of built infrastructure in the public domain.

Asset Management Strategies and Plans.

Maintain public assets to an agreed standard.

Capital Projects

Design and construct capital works to provide infrastructure and public space.

Design, construction and project management.

Provide new or upgraded public assets.

Transport planning, parking and traffic facilities

Traffic Facilities Management

To promote road safety and awareness, and promote a more efficient traffic network.

Traffic infrastructure works to manage the safety, speed and efficiency of traffic. Administration of Parramatta Traffic Committee and Traffic Engineers Advisory Committee.

Safer, more efficient road network in Parramatta.

Transport Planning

To prepare policies, strategies, promoting and lobbying for more sustainable transport.

Prepare policies, strategies and plans relating to sustainable transport

Research. Lobby State and Federal governments.

Higher awareness of sustainable transport in Parramatta and recognition of Parramattas transport needs in State Government.

Paid Parking major contracts

Management of the contract for operation of multi level car parks and the contract for maintenance and cash collection of parking meter machines.

Contract management.

Manage parking in the CBD.

Waste contract Management

Waste management

Management of contracts for collection and processing of domestic garbage, recyclables and organic and commercial waste.

Contract management

Residential & commercial garbage collection

Residential bulk clean up collection.

Public health and safety and improved environmental outcomes through waste reduction and resource recovery.

Trades & Fleet Management

Facilities & Trades

Provide technical support and management to units of council so as to assist them in the maintenance of the facilities they occupy.

Repairs and maintenance works undertaken. Production of street signs and banners as well as graffiti removal.

Support delivery of a wide range of efficient Council services, ensure building regulation compliance and improved City presentation.

Fleet services

Provide plant and vehicles for Council use in delivering services.

Purchase, maintenance and disposal of plant and fleet.

Effective and functional fleet to support service delivery.

Natural areas Management

Natural areas management

Management of bushland and riparian areas within the open space network.

Asset management strategies and plans.

Contract management.

Maintain and improve the natural areas network to an agreed standard.

 

Key Actions for Council 2010-14

Service Area

Year 1

Year 2

Year 3

Year 4

Roads, Footpaths & Drainage

Further develop Strategic Asset Management Plan for civil infrastructure

Implement priority works under Pedestrian Access Mobility Plan

Implement priority works through road restoration and rehabilitation program

Commence condition assess of bridges

Increase maintenance of stormwater assets

Partnering with other councils to source best supply deals for oil, power, water

Energy efficient street lighting

Stormwater re-use strategies strategy.

Implement priority works under Pedestrian Access Mobility Plan

Implement priority works through road restoration and rehabilitation program

Stormwater asset replacement - resulting from asset data capture project

Fundamental review. Assess impact of developments on infrastructure e.g. stormwater drainage

Incorporate climate/social mitigation and adaptation principles into all infrastructure planning

Stormwater re-use strategies strategy.

Implement priority works under Pedestrian Access Mobility Plan

Implement priority works through road restoration and rehabilitation program

Stormwater re-use strategies strategy

Complete Parramatta valley cycleway.

Implement priority works under Pedestrian Access Mobility Plan

Implement priority works through road restoration and rehabilitation program

Stormwater re-use strategies strategy.

Transport planning, parking & traffic facilities

Bus stop improvements

Park and ride promotions.

Program of sustainable transport initiatives (car share, car pool, travel plans, commuter, cycle events

Review parking charges (increase), linked to environment impact

Implement aspects of adopted Integrated Transport Plan.

Relocate city centre parking - remove Horwood & Erby New multistorey Fennell and Macquarie

Implement bike plan in fill routes

The Loop 2 way service

Implement aspects of adopted Integrated Transport Plan.

Segregated cycle routes

Respond to State Government initiatives

Implement aspects of adopted Integrated Transport Plan.

Waste Contract Management

Management of contracts for collection and processing of kerbside material.

Enhance recycling of kerbside cleanup materials.

Management of contracts for collection and processing of kerbside material.

Re-tender waste collection service.

Management of contracts for collection and processing of kerbside material.

Commence disposal through alternate waste treatment facility.

Management of contracts for collection and processing of kerbside material.

Develop and progressively implement waste strategies to ensure waste to landfill is significantly reduced and resource recovery is optimised.

Natural Areas Management

Implement priority works under Natural Area Management plans including weeding and bush regeneration works.

Enhanced river/stream care - water quality

Expand bushwalking tracks in core areas

Edible trees to be planted.

Green the CBD (extensive tree planting)

Increase community involvement in environmental restoration projects.

Increase community involvement in environmental restoration projects.

 

Key performance measures

Resident satisfaction measures

Target

Reporting Frequency

Percentage of resident satisfaction with the condition of Council managed roads

50% satisfied or very satisfied

Annual

Percentage of resident satisfaction with street signage

70% satisfied or very satisfied

Annual

Percentage of resident satisfaction with the condition of cycleways

55% satisfied or very satisfied

Annual

Percentage of resident satisfaction with the condition of footpaths

45% satisfied or very satisfied

Annual

Percentage of resident satisfaction with the condition and maintenance of bus stops

65% satisfied or very satisfied

Annual

Percentage of resident satisfaction with Council promotion of sustainable transport

50% satisfied or very satisfied

Annual

Percentage of resident satisfaction with Councils management of bushland under its care and control

70% satisfied or very satisfied

Annual

Percentage of resident satisfaction with Council waste collection services

80% satisfied or very satisfied

Annual

Percentage of resident satisfaction with the cleanliness of streets, parks and public spaces

75% satisfied or very satisfied

Annual

Percentage of resident satisfaction with Councils management of human impacts on the environment

50% satisfied or very satisfied

Annual

Percentage of resident satisfaction with Council efforts to increase recycling

65% satisfied or very satisfied

Annual

Percentage of resident satisfaction with cleanliness of waterways

50% satisfied or very satisfied

Annual

Other measures

Target

Reporting Frequency

Road pavement condition index (PCI)

6.4

Annual

Number of metres of new footpath installed

5,700 metres

Annual

Length of stormwater system with upgraded capacity

600 metres

Annual

Number of drainage pits with upgraded capacity

25

Annual

Number of new pedestrian crossings installed

5

Annual

Average response rate (days) to customer requests regarding pollution incidents

10

Quarterly

Length of waterways under Council control that are rehabilitated

18 kilometres

Annual

Percentage rate of diversion of residential waster from landfill

43%

Annual

Community & Neighbourhoods

Councils services that focus on Community and Neighbourhoods work to:

Improve the social wellbeing of our communities, particularly those most in need

Enhance the capacity of the community and non-government organisations working in Parramatta

Maintain and enhance the communitys actual and perceived safety

Broker partnerships with community and government agencies to maximise services available

Address needs identified in planning documents relating to homelessness and affordable housing

Provide and maintain a network of open space and recreation facilities throughout the City that promote a variety of active and passive recreational opportunities for residents, workers and visitors

Provide library and information services to develop, support and promote community knowledge and learning opportunities

Promote quality urban design and sustainable land use management within the Parramatta Local Government Area.

 

Key Challenges for the next 5 years:

Responding to population growth and changing community needs

Health e.g. addressing inequality in health outcomes and increasing demand for mental health services

Improving housing affordability and reducing homelessness

Reducing negative impacts of social inequality on individuals and communities

Increasing both actual and perceived community safety

Promoting social sustainability

Stress on the Not for Profit Sector e.g. capacity building of the community

Decreasing funding for community services.

 

 

The key strategic objectives in Parramatta Twenty25 (Parramattas Community Strategic Plan) relating to Community and Neighbourhoods are:

A society that is healthy and compassionate

Neighbourhoods that are liveable and distinctive

A community that is diverse and cohesive.

To deliver these objectives, Council will use partnerships, advocacy, projects and/or service delivery to deliver the following strategies:

fulfil Parramattas regional responsibilities by providing high level services to western Sydney

improve the health of Parramattas community by encouraging healthy lifestyles

develop a range of education opportunities to meet the needs of Parramattas community

develop affordable housing and accommodation to meet the needs of Parramattas residents

improve the quality of life for people who are requiring support

assist people to gain employment by providing access to skills development and other support

plan for concentrated growth of housing around transport and activity nodes rather than dispersed growth throughout the LGA

encourage business to locate and prosper in neighbourhood centres

reduce incidence of crime and ensure that Parramatta is perceived as a safe place by day and by night

improve the integration of natural and built environments

create clean and attractive streets and public places particularly around neighbourhood centres

provide local opportunities for recreation, leisure and sport

create a strong sense of neighbourhood identity

acknowledge and respect the Aboriginal community as the traditional custodians of Parramatta

protect and celebrate Parramattas rich multi-layered built and cultural heritage

support and promote community groups which create community interaction and cohesion.

Councils services that are linked to the delivery of these objectives are:

-

-

-

-

-

-

Service Area

Included in this service

Purpose (what we do)

Key Outputs (how we do it)

Service Outcome (why we do it)

Community, Family & Library services

Home support & community services (aged & disability services)

In partnership with Government and non-Government organisations, manage a range of targeted aged and disability services across the LGA to meet the needs of the community.

Social support

Health promotion

Lawn mowing

Support to carers

Low cost nutritional meals.

Improve the quality of life for older people and those with disabilities and enable them to remain in their homes.

 

Children & family services (child care services & facilities)

Provide facilities, staff & support to implement Childrens Services programs for the benefit of families & children.

High quality early learning services.

Children cared for in safe and supportive environments.

Early learning and development results in children with a firm basis for success in life.

 

Library Services

Deliver quality Library services that respond to the communities needs for information, learning and leisure.

Providing libraries and maintaining library collections

Provide access to technology and to recreational and educational programs for the community.

To provide a gateway to life-long learning, recreation and information opportunities to support a high quality of life.

 

Community development

Community Capacity Building

Build capacity of individual residents and their communities to actively engage and self advocate.

Work with Council, communities and the third sector to act as a catalyst for positive social change to build strong sustainable communities.

Deliver community events

Administer Community grants program

Attract external grants for social support/inclusion to Parramatta agencies

Active community groups supporting social service/inclusion in Parramatta.

Community members as positive participants and leaders in building and implementing community goals locally.

Community organisations which are strong and strategically focussed to understand and meet local community need.

 

Community Safety & Crime Prevention

Development and implementation of crime community crime prevention strategies.

 

 

 

Town planning & urban design

Land Use Planning & S94 Management

Provide land use planning service for Council.

Create and amend LEPs, DCPs and other land use policy instruments

Consider and process applications for rezoning

Administer S94 and Heritage management and planning.

Control and guide development in a manner that is sustainable and consistent with both local and regional urban policy.

 

Urban Design services provision

Provide advice and input into development assessment, public domain plans/works and policy formulation relating to urban development.

Urban design advice on significant DAs

Advice and input to assist with the formulation of planning controls and guidelines

Administration and monitoring of design competitions

Advice and input into Council owned land development projects and guidelines.

Improvement of the urban landscape.

 

Parks & recreation

Open Space Management

Plan for the efficient management and enhancement of Councils open space and recreation areas.

Implement Asset Management Strategies and Plans to construct and maintain open space assets.

Maximise the wide range of individual and community benefits derived from Councils open space assets.

 

Parks Maintenance

Maintain and improve Councils open space and recreation areas.

Contract and in-house parks maintenance including mowing, gardens and nursery.

Well maintained and safe parks and reserves.

 

Recreation facilities & programs

Provide access to a range of quality community recreation and leisure facilities that meet the needs of the community

Provide management, development and support for a range of recreation programs.

Management of Granville and Parramatta Pools, Granville Youth and Community Recreation Centre, Woodville Golf Course and Councils tennis facilities and associated recreation programs.

Socio-economic benefits, enhanced life skills and improved levels of physical fitness and health.

Secondary effects include higher educational standards, more prosperous local economies and stronger, safer communities in which everyone can make a contribution.

 

Community engagement

Customer contact centre, research & consultation, website & records

Provide information and service about Council by customers doing business with us and solving their problems however they approach us by mail, web, phone or in person

Create and maintain Parramatta City Council website and various project websites. Manage Council's Business Records

Implement Information Management Roadmap.

Advice, referrals, products and services

Records management

PCC Website

Informed decision making, data research (findings, analysis & reporting)

Prepare Records Management Plan

Review and enhance knowledge management across the organisation

Implement a more effective and comprehensive Intranet

Develop options for utilising Wi-fi in Parramatta

Complete satisfaction first time, every time

Easy & quick access to accurate records

Informed decisions making

Accurate, easy to find information about Council services.

 

Key Actions for Council 2010-14

Service Area

Year 1

Year 2

Year 3

Year 4

Community, Family & Library services

Access to Community Facilities (links to Strategic Asset Management)

Develop and implement 24/7 Reference service

Development of community literacy project - Paint Parra Read.

Develop major web presence for the Library

Develop and implement the NSW Early Learning Years Framework (ELYF) across Councils Early Learning Centres

Access to Community Facilities (links to Strategic Asset Management)

Develop and implement new Library management system

Develop and implement 24/7 Reference service and major web presence for library

Develop major web presence for the Library

Upgrade Library IT capability

Library collection development focussed on e-literature and digital books

Digital access to collections

Implement new technology for visitors experience - pod casts tours

Development of community literacy project - Paint Parra Read

Expansion of programs to support young adults - HSC and Social and Health and Community Engagement

Programs to reach CALD communities - outreach and in partnership with community partners NGO's.

Renovation of branch libraries to create environmentally sustainable welcoming community spaces

Develop and implement the NSW Early Learning Years Framework (ELYF) across Councils Early Learning Centres

Expansion of over 50's Leisure and Learning Service across Parramatta.

Access to Community Facilities (links to Strategic Asset Management)

Digital access to collections

Expansion of programs to support young adults - HSC and Social and Health and Community Engagement

Programs to reach CALD communities - outreach and in partnership with community partners NGO's

Expanding Exhibition and public program / education programs to engage diverse communities, particularly those who are hidden.

Renovation of branch libraries to create environmentally sustainable welcoming community spaces

Expansion of over 50's Leisure and Learning Service across Parramatta.

 

Access to Community Facilities (links to Strategic Asset Management)

Digital access to collections

Expansion of programs to support young adults - HSC and Social and Health and Community Engagement

Programs to reach CALD communities - outreach and in partnership with community partners NGO's

Expanding Exhibition and public program / education programs to engage diverse communities, particularly those who are hidden.

Renovation of branch libraries to create environmentally sustainable welcoming community spaces

Expansion of over 50's Leisure and Learning Service across Parramatta.

Community Development

Further development of the Parramatta Homeless Interagency to implement the Parramatta Homelessness Strategy

Social Enterprise identification and development

Community sector engagement and skill building

Establish baseline Social Wellbeing measure for Parramatta

Policy development around health and wellbeing, physical activity

Develop integrated CCTV Strategy and Policy

Develop LGA Crime Prevention Plan

Develop Sex Services Premises - Enforcement policy, standard operating procedures, Lobby State Govt for Legislative Change

Not for Profit Governance and Management Support

State of the community sector social research.

Implementation of the Parramatta Homelessness Strategy through the Parramatta Homeless Interagency

Social Enterprise identification and development

Community sector engagement and skill building

Establish baseline Social Wellbeing measure for Parramatta

Implement policy around health and wellbeing, physical activity

Implement integrated CCTV Strategy and Policy 2010

Implement LGA Crime Prevention Plan

Not for Profit Governance and Management Support

Social Networking Pilot - integrating disadvantaged people into valued activities.

Implementation of the Parramatta Homelessness Strategy through the Parramatta Homeless Interagency

Social Enterprise identification and development

Community sector engagement and skill building

Implement ongoing measurement against baseline social well being measure for Parramatta

Implement integrated CCTV Strategy and Policy 2010

Implement LGA Crime Prevention Plan

Social Networking Pilot - integrating disadvantaged people into valued activities.

Implementation of the Parramatta Homelessness Strategy through the Parramatta Homeless Interagency

Social Enterprise identification and development

Community sector engagement and skill building

Implement ongoing measurement against baseline social well being measure for Parramatta

Implement integrated CCTV Strategy and Policy 2010

Implement LGA Crime Prevention Plan.

Town Planning & Urban Design

Finalise LEP and commence consolidation with city centre LEP

Develop public domain guidelines

Development of Joint Epping planning controls with Hornsby Council

Develop planning controls for the River Road West, Parramatta precinct

Review design competition guidelines.

Finalise consolidation of City Centre LEP and wider LEP

Prepare any housekeeping amendments relating to new LEP

Develop public domain guidelines

Complete review of heritage list

Review of Planning controls for the Woodville Road precinct

Commence preparation of new planning controls for RDS study areas not included in the LEP

Prepare amended S94A developer contributions plan.

Amend LEP tin response to Heritage Review

Prepare urban design analysis and planning controls for the auto alley precinct

Review public domain guidelines

Respond to amended Metropolitan Plan.

Commence review of LEP.

Parks & Recreation

Improve shared use cycleway connections Parramatta Valley Cycleway

Facilities audit mapped against / to recreation guidelines linking to transport

Accessibility of facilities e.g. public halls, community centres, sports grounds and programs.

CBD park upgrades over 3 years

Improve shared use cycleway connections Parramatta Valley Cycleway

Upgrade of Granville Town Hall

Technology enhancements to facilities to allow online, cashless booking

Increased non-structured recreational facilities within parks

Stormwater re-use to irrigate ovals

Permanent cover for either Parramatta / Granville Pool

Synthetic sports pitch at PH Jeffrey

Upgrade of Dan Mahoney Reserve

Development of an additional playing field in the LGA

Facilities audit mapped against / to recreation guidelines linking to transport

Increase community garden development.

CBD park upgrades over 3 years

Improve shared use cycleway connections Parramatta Valley Cycleway

Technology enhancements to facilities to allow online, cashless booking

Advocate for accessible facilities e.g. gyms

Upgrade of Granville Town Hall

Stormwater re-use to irrigate ovals

Feasibility study indoor sports centre

Increase community garden development.

CBD park upgrades over 3 years

Development of a district park

Stormwater re-use to irrigate ovals.

Community engagement

Review of customer channel and cost per service

Digital access to information Plan

Knowledge / Information Management by developing better search capability

Website redevelopment

Records management plan.

Change Research & Consultation delivery model.

Digital access to information plan

Knowledge / Information Management creation of FAQs, scripts on-line

Redeveloped website operational

Web 2.0 / 3.0 social media interaction

Move to low cost self service where possible i.e. on-line

Review EDRMS setup in house rather external.

Records management plan

Removal of network drives.

Review records platform & web search interface

Customer Service Kiosks and self service options.

 


 

Key performance measures

Resident satisfaction measures

Target

Reporting Frequency

Percentage of residents who feel safe in the city and local areas

City Centre 73%

Local Areas 76%

Annual

Percentage of resident satisfaction with the quantity and quality of Council owned/managed recreation facilities and opportunities in the City

63% satisfied or very satisfied with quantity and 61% quality

Annual

Percentage of resident satisfaction with the quality of library services

73% satisfied or very satisfied

Annual

Other measures

Target

Reporting Frequency

Percentage of people receiving Council provided human services compared to registered demand

%

Annual

Percentage of users satisfied with Child Care services

93%

Annual

Percentage of users satisfied with Home Support services

92%

Annual

Percentage of community based support organisations who are satisfied with the support provided by Council

% satisfied or very satisfied

Annual

Percentage of user group satisfaction with the quantity and quality of Council owned/managed recreation facilities and opportunities in the City

81% satisfied or very satisfied with quantity and 93% quality

Annual

Percentage of user satisfaction of recreation and sports organisations with support provided by Council

72%

Annual

Percentage of user satisfaction with the quality of library services

85%

Annual

Percentage of user satisfaction with the accessibility of library services

85%

Annual

Percentage of user satisfaction with the availability library services

81%

Annual

Number of visits to Councils libraries

804300

Annual

Number of visits to Councils library website

87200

Annual

Developer understanding of land use controls (as measured by survey)

60%

Annual


Economy & Development

Councils services that focus on Economy and Development work to:

Support, develop and promote opportunities for sustainable business growth and improvement

Attract visitors to Parramatta

Improve the way Parramatta looks and works by enhancing public spaces and regenerating the City Centre and neighbourhood centres

Express and promote the Citys identity by organising events and festivals that engage and reflect the entire Parramatta community

Develop, support and promote a diversity of quality arts programs and venue that build the cultural capacity of the City

Know, value and care for the Citys rich cultural heritage

Maintain and improve the safety and amenity of Council residents, community and the environment by appropriately enforcing the relevant Acts and Regulations

Effectively and equitably regulate the development and use of land.

 

Key Challenges for the next 5 years:

Employment growth

Human capital/knowledge based employment is a key predictor and driver of population growth

Industry/employer targeting

Employment lands

Civic Place Redevelopment

Correlation between lands/space and employment

Appropriate lands for targeted industries

targeted clusters

Population growth

Appropriate lands for dwellings (transit oriented development)

Target younger workers

Amenity/Culture/Buzz

Creative/knowledge workers value energetic cities with good amenity

Negative safety perceptions drag at cultural outcomes

Marketing the City Brand

City's brand is how residents, workers and visitors identify with the city.

 

The key strategic objectives in Parramatta Twenty25 (Parramattas Community Strategic Plan) related to Economy & Development are:

Businesses that are dynamic, prosperous and socially responsible

A City that is innovative and inspirational.

To deliver these objectives, Council will use partnerships, advocacy, projects and/or service delivery to deliver the following strategies:

plan for and promote the clustering of specific business and industry sectors in commercially appropriate locations

ensure that business is supported through education, training and research

develop and promote Parramatta as THE place to visit

encourage ethical businesses which act responsibly towards the community and natural environment

fulfil Parramattas regional responsibilities by providing high level cultural facilities to western Sydney

develop a range of creative industries and opportunities for artistic expression

provide an exciting and engaging range of events and entertainment opportunities

develop Parramatta as a leading City for research and development and technological innovation.

 

Councils services that are linked to the delivery of these objectives are:

Service Area

Included in this service

Purpose (what we do)

Key Outputs (how we do it)

Service Outcome (why we do it)

Tourism & Events

Cultural Heritage & Visitor Information (PHVIC) &Tourism Development

Promote engagement with Parramatta's unique identity and its cultural heritage, both historic and contemporary.

Develop and promote Parramatta as a destination for visitors.

Providing a range of heritage services and resources to various audiences.

Understanding the visitor market and their needs, recognising and promoting opportunities for enhanced visitor experiences.

Develop awareness and understanding of Parramattas cultural heritage and identity.

Increase visitor numbers to the city and enhance quality visitor experiences.

Major Events

Provide a program of high quality, sustainable major and community events.

Directly producing events, and attracting events to Parramatta.

Position Parramatta as a creative and dynamic destination.

Social, cultural and leisure benefits to individuals and communities.

Property Asset Management

Strategic Asset Management

Manage Councils assets strategically. Manage and develop Councils property portfolio.

Develop a strategic asset management plan and policy

Development of a property portfolio to deliver commercial returns.

Continue to develop Core Strategic Asset Management Plan

Complete paper and Business Case

Increase PCCs financial sustainability by increasing income, reducing costs and ensuring the life cycle costing of assets are minimise while delivering the best condition of asset possible.

 

 

Investigate and implement new models of community use of facilities.

Research and complete draft policy.

 

 

 

Increase environmental sustainability of Councils assets.

Review vision and planning for sustainability

Establish regular monitoring and reporting program for resource use

Retrofit assets to reduce use of resources

Implement revised waste system across all assets

Engage staff in reducing environmental footprint

Reduce car fleet kilometres travelled and fuel use

Establish sustainability standards for all new Council developments.

 

 

 

Establish systems to reduce environmental risk.

Plan for climate change adaptation

Improve erosion, spill control and clean-up controls and procedures

Involve and train staff in environmental risk management.

 

 

Civic Place Redevelopment

Deliver Civic Place consistent with Master Plan and Project Development Agreement.

Acquire Darcy Street properties.

Manage investment and property portfolio.

Engage with Grocon to progress the development agreement.

New community and council facilities including public open space as well as commercial, retails and residential space

Stimulated Economic activity and improved social and environmental outcomes.

 

 

Successfully change manage the move to Civic Place facilities.

Design and change manage the move

Integrate workplace culture needs and service goals into our new Civic Place environment.

More efficient services.

Regulatory Services

Community Law and Education

Parking patrols and program to provide vehicle turn over in CBD and public safety & enforce legislation.

Parking monitoring and enforcement through patrols and programs; school zones and mobility parking

Monitor animal control through registration, education and enforcement of legislation

Promote and educate the public on local laws enforcement of public areas.

Provide safe and orderly parking and enforcement that is fair and equitable

Promote a safe community through enforce of local laws

To protect the public and animal welfare by providing animal registration and enforcement.

Environmental Health & Protection

Enforce and regulate relevant legislation relating to health, environment, development, construction and fire safety.

Monitor regulated premises through inspection programs.

Provide education, advice and enforcement of Health, Environment, Planning and related legislation.

To promote public safety, health and environmental standards

To protect and enhance the natural and built environment.

Arts & Culture

Arts Facilities and Cultural Programs

Manage and facilitate the provision of quality and accessible arts facilities and cultural programs for the City.

Providing Parramatta Artist Studios and coordinating Arts policy and programs

Providing affordable and accessible opportunities for production, presentation and participation in arts and culture.

To promote the City as a creative and vibrant place

To emphasise and challenge experiences of the historical and contemporary cultural heritage of the City.

Riverside Theatres and Connection Studios

Manage, co-ordinate and transact the business and administrative requirements of Riversides venue hire and performance venture activities.

Providing a diverse theatre program

Supporting development of new cultural products

Supporting professional development of artists

Providing a venue for community events.

To promote the City as a creative and vibrant place.

To develop awareness and understanding of Parramattas cultural heritage and identity.

To provide social, cultural and leisure benefits to individuals and communities.

Development Services

Development Assessment

Implement state, regional and local planning policies.

Provide advice to Council and stakeholders in all aspects of the DA process

Provide pre-lodgement information

Assess and determine DAs

Provide support to Council in appeals.

Guide and facilitate development.

Planning Certificates

 

 

 

Certification

 

 

 

 


Key Actions for Council 2010-14

Service Area

Year 1

Year 2

Year 3

Year 4

Tourism & Events

Develop a festival of international significance for Parramatta

Focus on marketing Parramatta as a centre for innovation

Engage resources for tourism development and management

Develop local tourism product

Develop a leisure brand for the City.

Activate the river foreshore

Develop a festival of international significance for Parramatta

Develop strategy to position Parramatta as an events destination

Implement priority actions from the Visitation Strategy

Implement priority actions from the Visitation Strategy

Develop a festival of international significance for Parramatta

Implement priority actions from the Visitation Strategy

Property

Asset maintenance reflecting Strategic Asset Management Plan (SAMP)

Develop versatile buildings

Improve SAM systems and integrate

Continue the commercialisation of Councils redundant lands through the LEP process

Consolidate and develop sites.

Asset maintenance reflecting SAMP

Develop sites owned by Council

Develop roadside signage business

Develop versatile buildings

Improve SAM systems and integrate

Start Civic Place construction

Design partner 2nd major project

Continue the commercialisation of Councils redundant lands through the LEP process

Consolidate and develop sites.

Asset maintenance reflecting SAMP

develop versatile buildings

develop hubs

market hubs

invest in high yield investments

fit out Civic Place

Start 2nd major project and investigate 3rd major project

Continue the commercialisation of Councils redundant lands through the LEP process

Consolidate and develop sites.

Asset maintenance reflecting SAMP

occupy Civic Place

start 3rd major project.

Regulatory Services

Increase food/regulated inspection program to meet demands and food (agreement) act

Market and brand field staff and vehicles fit for purpose.

Increase food/regulated inspection program to meet demands and food (agreement) act.

Increase food/regulated inspection program to meet demands and food (agreement) act.

Increase food/regulated inspection program to meet demands and food (agreement) act.

Arts & Culture

Establish professional ongoing performance production unit for Riverside Theatres

Negotiate new funding arrangement with State & Federal Governments for Riverside Theatres

Clarification and development of a gallery

Implement the Parramatta Cultural Trust

Facilitate the development of arts/business relationships creative enterprise broker.

Promote cultural and creative industries

Implement Arts Facilities and Cultural Places framework

Develop both short and long term development plans to enhance Riverside Theatres complex

Develop a mini-festival at Riverside Theatres

Facilitate expanded arts precinct.

Develop promotional signage for Riverside throughout Parramatta City Centre

Refurbish Riverside foyers

Seek funding for development of Riverside Theatres.

Make Riverside technology best practice in performance.

Development Services

Technological enhancements intro of masterplan on line planning tool. Development controls / standards. Self assessment

Capability of planners to assess applications for development in timely manner to encourage development and coherent of targets. Skills assessment. Resource allocation.

Technological enhancements intro of masterplan on line planning tool. Development controls/standards. Self assessment

Capability of planners to assess applications for development in timely manner to encourage development and coherent of targets. Skills assessment. Resource allocation.

 

 

 


Key performance measures

Resident satisfaction measures

Target

Reporting Frequency

Percentage of resident satisfaction with Parramatta Heritage and Visitor Information Centre

60% satisfied or very satisfied

Annual

Percentage of resident satisfaction with Riverside Theatres

65% satisfied or very satisfied

Annual

 

 

 

Other measures

Target

Reporting Frequency

Number of events and exhibitions at Riverside Theatres

700

Annual

Average level of attendance at Riverside Theatres

110,000

Annual

Percentage of client satisfaction at Riverside Theatres

90%

Annual

Number of events and exhibitions at the Parramatta Heritage and Visitor Information Centre

11

Annual

Average level of attendance at the Parramatta Heritage and Visitor Information Centre

60,000

Annual

Percentage of client satisfaction with the Parramatta Heritage and Visitor Information Centre

93%

Annual

Level of business support and corporate sponsorship for major events and festivals

To be determined

Annual

Number of Parramatta City Centre businesses who believe that Parramatta is good value for money

60%

Annual

Number of Development Applications received

300

Quarterly

Number of Development Applications determined

300

Quarterly

Mean time (net calendar days) for determination of DAs

40

Quarterly

Median time (net calendar days) for determination of DAs

35

Quarterly

Percentage of DAs determined within 40 days net

75%

Quarterly

Percentage of Food shops inspected

100%

Quarterly

Percentage of Animals returned to their owners

60%

Quarterly

 


Governance & Corporate

Councils services that focus on Governance and Corporate work to:

Maintain the highest level of good governance, teamwork, probity, openness, accountability, timeliness and compliance with legislation

Develop strategies which are relevant to Councils partners and the community and set priorities for organisational focus and action

Ensure Council services and projects reflect the needs of our community and partners are implemented according to adopted strategies

Ensure Council finances and assets are strategically planned and managed to secure Councils long term future

Provide a great place to work where Council values and behaviours are demonstrated and upheld by all Staff and Councillors.

 

Key Challenges for the next 5 years:

Future Pathways - 2025 Integrated Planning, Services Review continuous improvement

Change Government - Open Gov

COL and Technology

Financial Sustainability

Changing workforce

Industry Leader - Best Practice

Population Need - Customer Service

Building leadership capability to deliver at all levels

Cultural change

Implementing IT solutions which minimise the need for HR operations and advice.

 

 

The key strategic objectives are:

An organisation that plans its future, improves systems and processes, measures its success and compares its performance to others

Responsive and best practice management of Councils finances, risk, procurement and assets

Build a high performance culture and Become an Employer of Choice

A well governed and led organisation that is service and community focussed and communicates effectively.

Strategies to deliver these objectives include:

Stabilise the business financially

Deliver profitable property and development projects

Improve technology to support business effectiveness

Champion innovation and continuous improvement

Demonstrate leadership in sustainability (triple bottom line)

Improve stakeholder relationship management

Embed a customer service culture internally and externally

Introduce a robust performance management system

Continue leadership development at all levels

Simplify ER/IR systems so managers can manage

Benchmark/market test all services to ensure value for money is being achieved

Implement HR Best Practice IT solutions

Implement the Strategic Asset Management Plan.

 


Councils services that are linked to the delivery of these objectives are:

Service Area

Included in this service

Purpose (what we do)

Key Outputs (how we do it)

Service Outcome (why we do it)

Strategic and corporate planning

City Strategy

Undertake and integrate strategic research, analysis and planning across social, environmental and economic areas

Co-ordinate opportunities / risks affecting 2025 outcomes.

Research and analysis, strategic advice, initiate and develop innovative projects and manage strategic partnerships.

Integrate this activity across environmental, social, & economic areas, with a focus on making it work in places

Provide advice and analysis of Place based issues

Service level agreements and Project briefs (with partners)

To ensure Parramatta City Council is a leader in the industry.

To provide comprehensive, timely and strategic information to decision makers

To prepare the Council for the challenges of the future
To foster innovation and creative problem solving

Integration of the triple bottom line into all Council business (and to the benefit of the community).

 

 

Corporate planning and business improvement.

Simplified business/service planning cycle, approach and support

Improve management of the business

 

 

Review and benchmark services across the organisation

Develop and agree a methodology

Initiate the review process

Improvements in efficiency, cost effectiveness or customer service of everything we do

 

 

Ensure Council meets integrated/City Strategy planning requirements

Engage Leadership Team and Councillors

Ensure Council is an industry leader.

Finance management

Financial and Management Accounting, Procurement, Payroll, Rates, Insurance & Risk Management

Provision of financial management, procurement, risk management and insurance management services and advice.

Budgeting, internal and external financial reporting, taxation compliance, investments and loans management

Payroll, rates management, accounts payable and receivable

Procurement including purchase order processing and tender management

Insurance claims and policy management

Risk management education, policy and practices.

To provide the financial information and advice to support organisational decision making

To fulfil statutory financial reporting and tax requirements

To ensure Councils staff and creditors are paid in an accurate and timely manner

To ensure that revenue due to Council is collected in an accurate and timely manner

To procure goods and services that are suitable for purpose and at the best possible price

To minimise risk to Council by having adequate insurances and risk management policies and practices in place.

 

 

More effective budgeting and financial management processes

Simplify and shorten the budget process

Introduce clear Finance measures in business planning (KPIs)

Simple bottom line agreed

 

 

 

Whole of life costing and business risk analysis for all new business initiatives and service changes

Establish the guidelines and toolkit for whole of life costing and business risk

Implement a targeted education program for managers (see 2.1.5)

Audit the effectiveness of whole of life costing and business risk guidelines and processes

 

 

 

Prepare and implement a Long Term Financial Position Plan (LTFP)

Develop a credible 10 year Financial baseline and success model

Implement the LTFP

Connect the LTFP to Strategic Asset Management Plan and Councils Community Plan (2025)

 

 

 

Develop a risk management policy, procedures and assessment tools

Implement risk management policy, including establishment of an Enterprise Risk Management Committee

 

 

 

Conduct risk assessments organisation wide

Continue to refine initial risk estimates for high level risks

 

 

 

Risk analysis results in all business plans and projects

Incorporate a risk analysis section into all business and project plans. Provide training as required

 

 

 

Review and implement a Business Continuity Framework (BCF)

Review existing documentation

Implement process of bring existing documentation up to date in consultation with business units.

Develop a policy, procedural framework and guidelines for BCF (Develop training package)

 

 

 

Develop a procurement plan and procedures

Develop a procurement manual for Councillors to provide guidance on roles and responsibilities

Improve skill sets of those with procurement responsibilities

 

 

 

Improved contract management and performance

Develop a contract register and expiry and review schedules

Continue to improve the standard conditions of contract and contract management manual

Training in contract management for key managers

Performance criteria built into all contracts

Monitor contract performance (including spot audits)

 

Human resource management

 

To provide the HR strategies, policies and services and build the managerial capability necessary to enable the PCC Delivery Plan

HR Strategy 2012 which will deliver PCC goals (rolling two-year reviews)

Best practice policies that managers understand and can action (move towards Manager HR Tool Kit)

Efficient/effective OHS claims management - premium reduction

Workplace audits and injury prevention

L&D solutions that meets cultural, technical and business needs

Enterprise bargaining and award negotiations (simplify)

Performance management framework including reward linkages

Cultural change - embed Guiding Principles at all levels

Improved Management capability to operate without HR operational advice

Reporting systems and frameworks that meet audience needs

Safe and healthy workplace - fair compensation to those injured

L&D solutions that drive business outcomes

Growth in leadership capability and succession

Attraction and retention of the best people

Reduction of HR cost

High performance culture and EOC brand

 

 

Review, develop and Implement a new Strategic HR Plan for 2009-2017

Develop an agreed strategy that addresses Councils emerging issues around skills shortages

Research and develop a simple workforce plan

Review current plan and finalise new plan

Implement Plan

 

 

 

Complete Councils Enterprise Agreement

Scope and agree the organisations needs

Implement the project plan to deliver Collective Agreement

Development of a new salary system

Implement the Enterprise Agreement outcomes

 

 

 

Develop a corporate social responsibility framework for Council staff

Develop a framework and plan for corporate social responsibility

 

 

 

Develop and support managers to provide effective leadership and management (refer to 2.2.2 revised Organisational Culture Program)

Scope and deliver a foundation managers course for new managers

Develop an appropriately tailored Parramanagers program for level 2, 3 and 4 managers including a mentoring program

 

 

 

Continue to develop the leadership and management capability of the organisation

Evaluate the Organisational Culture Program

Initiate revised Organisational Culture Program

Continue to deliver the Leadership Development Program (refer 2.1.4)

 

Information Systems

Information Technology and Geographic Information Systems

Provide IT and GIS services to Council.

Problem resolution of IT issues

Provision of GIS and IT support services

Aligning and updating technologies to suit PCC business needs

To ensure business continuity

To assist in enhancing business services within PCC.

 

 

Increase accessibility and availability of geo-spatial information

Geo-spatial information system (GIS) centre to be available on all desktops

 

 

 

Target technology investments to improve efficiency

Network Infrastructure and Security Review findings to be implemented over two years:

Virtualise server farm

Migrate to MS Exchange

Renew PC contract

TRIM Promotion of use and cooperative deployment with Records section

Design and implementation of Microsoft SharePoint

InfoCouncil Integration to TRIM and SharePoint

Integration of SharePoint with TRIM

Continued development of Help Desk Services and Service Level Agreements

Upgrade of desktop hardware and renewal of leasing agreements to reduce on-going costs

Preparation of Mid & Long Term technology strategies

Implement replacement Council Online system

Implement online: Service Request lodgement, job application, rates payment, & property certificate requests

Review and better integrate Councils asset applications in order to support both the Strategic Plan and the Strategic Asset Management Plan.

 

 

Corporate management & Councillor Services

Executive Management

Management of Executive Functions in Council

 

 

 

Agreed strategic priorities consistent with the Department of Local Government Integrated Planning Framework

Ensure integration between the Long Term Financial Plan, Strategic Asset Plan and Community Plan (2025)

 

 

Articulate a simplified organisational planning cycle, approach and support

Review current organisational planning cycle, approach and support

Integrate to Intranet

Integrate the Implementation plans for Corporate Strategy and Parramatta Twenty25

 

 

Organisational KPIs

Refine future development Organisational KPIs

 

Audit & Legal

Ensure compliance with legislation and code of conduct around corruption prevention

Develop a Corruption Resistance Plan

 

Councillor Support

Support Councillors to fulfil their roles and responsibilities

Manage Councillor and Executive Support Functions.

Design and implement an on-going development program for Councillors e.g. investigate the applicability of Australian Institute of Company Directors Courses for F2008/03243 Councillors, Senior Staff and as a WESROC wide initiative

 

Communications and Marketing

Improved communication internally and externally

Inform the community about Council events, services and programs

Ensure consistent and high quality messaging and branding to promote Parramatta Council and the City

Comply with legislative reporting requirements

Improved mechanism for effectively communicating with our internal and external stakeholders

Implement the External Communication, Brand and Marketing Plan, including clarification of roles and responsibilities

Produce the Annual Report

Review and redevelop Internal Communications Plan

Implement the revised Internal Communications Plan

Develop a branding blueprint for the city of Parramatta

 

 

 

 

 


Key Actions for Council 2010-14

Service Area

Year 1

Year 2

Year 3

Year 4

Strategic and corporate planning

Embed new reporting framework including year 1 of 4 year Delivery Program and Annual Report 2009-10

Develop 2011-12 Operational Plan

Implement Service Review

Wireless City

Infuse TBL into core business

Implement the Environmental (Integrated Water) Improvement Program

Review and update Councils Biodiversity Plan

Develop Homelessness Policy and Implementation Plan

Implement Affordable Housing Actions year 1 2

Manage strategic health and housing partnerships and projects

Undertake a series of activities to promote the city

Provide strategic information to business community and analysis changes in economic development Biz Facts etc

Implement Town and Neighbourhood Centre Improvements

Coordinate planning for key city sites such as Horwood Place and Riverbank

Implement City Infrastructure Program including upgrades to Church Street North Parramatta

 

 

Develop 2012-13 Operational Plan

Plan for review of Community Strategic Plan

Review and update Councils Climate Action Plan

Prepare and implement the Parramatta Estuary Management Plan

Homelessness Implementation Plan year 1

Implement Affordable Housing Actions year 2 3

Manage strategic health and housing partnerships and projects

Undertake a series of activities to promote the city

Develop a business Tourism Strategy

Provide strategic information to business community and analysis changes in economic development Biz Facts etc

Implement Town and Neighbourhood Centre Improvements

Coordinate planning for key city sites

Implement City Infrastructure Program

 

Review Community Strategic Plan

Review Delivery Program

Develop 2013-14 Operational Plan

Review and update Councils Waste Avoidance and Resource Recovery Plan.

Homelessness Implementation Plan year 2

Implement Affordable Housing Actions year 3 4

Manage strategic health and housing partnerships and projects

Undertake a series of activities to promote the city

Implement Town and Neighbourhood Centre Improvements

Coordinate planning for key city sites

Implement City Infrastructure Program

Develop 2014-15 operational plan

Review and update the Parramatta River Foreshore Plan

Review and update Councils Environmental Policy and Targets.

Homelessness Implementation Plan year 3

Implement Affordable Housing Actions year 4 5

Manage and Review strategic health and housing partnerships and projects

Undertake a series of activities to promote the city

Implement Town and Neighbourhood Centre Improvements

Coordinate planning for key city sites

Implement City Infrastructure Program

Finance management

Implement long term financial plan and gap closing strategies

Budget 2011-12

Monthly reporting

Quarterly Reviews

Rollout of new financial IT systems.

Implement long term financial plan and gap closing strategies

Budget 2012-13

Monthly reporting

Quarterly Reviews

Further development and value add from new IT systems

Implement Service Review improvements

Implement improvements to management reporting.

Implement long term financial plan and gap closing strategies

Budget 2013-14

Monthly reporting

Quarterly Reviews.

Implement long term financial plan and gap closing strategies

Budget 2014-15

Monthly reporting

Quarterly Reviews.

Human resource management

Develop 2010-12 HR strategic plan

Restructure HR service unit to deliver against plan

Rethink current consultative arrangements - simply

First stage of HR automation (SITSR) - plan for balance

Performance management system across PCC

Embed Guiding Principles at all levels

Start systemic review of policies and processes (including candidates for automation)

Benchmark HR services across Sydney councils - alternate service delivery options

Build managerial capability to operate with less HR operational support.

Develop 2011-13 HR Strategic Plan

Continue leadership development (Good to Great)

Introduce talent management and succession strategy - "future leaders"

Implement more online learning solutions

New service delivery models (e.g. L&D) and achieve service delivery economies with other Sydney councils

Provide more in-house training (e.g. Train the Trainer accreditation for technical training)

Automate more HR processes

Consolidate/improve performance management - lift focus on poor performance/up or out

Run employee engagement survey (designed in house) - simple, inexpensive and effective

Reduce cost of HR services (including ER/IR and level of operational advice).

Develop 2012-14 HR Strategic Plan

Introduce first of "manager self service" modules for HR Services through Chris21 - key processes won't involve HR at all

All HR policies and processes online and highly rated by managers (HR Toolkit)

HR business unit advisory roles become strategic rather than operational as managerial capability grows

Performance management system managed online/automated end to end

Automate future employee engagement surveys

Reduce cost of general HR services - redirect resources to L&D, strategic advice and better systems.

Develop 2013-15 HR Strategic Plan

Ensure full operational HR responsibility sits with line managers ("people leaders")

Position HR as providers of strategies, reliable systems, effective policies, service delivery broker/manager

HR retains role of leadership talent management/succession advisor - "building future leaders" program

Full automation of HR systems and processes - paperless - workflows - system controls apply policies

Reduce cost of HR services.

Information Systems

Core IT Systems Replacement

IT platform change

Intranet Phase 1

Review of IS and internal practices.

Core IT Systems Business Improvements review

Disaster recovery ability

CITRIX roll out year 1

Electronic forms and processes.

Core IT Systems continuous improvements

Citrix roll out year.2

Core IT Systems continuous improvements.

Corporate management & Councillor Services

Review top 10 strategic priorities.

Review & redevelop internal comms plan

Councillor elections.

 

 

 

 


Key performance measures

Resident satisfaction measures

Target

Reporting Frequency

Percentage of resident satisfaction with the condition of Council managed roads

50% satisfied or very satisfied

Annual

Percentage of resident satisfaction with street signage

70% satisfied or very satisfied

Annual

Percentage of residents who believe Parramatta City Council is well managed

Improvement on prior result

Annual

Percentage of resident rating of the level of services according to overall satisfaction

Improvement of prior result

Annual

 

 

 

Other measures

Target

Reporting Frequency

Average sick days absence per full time equivalent employees in the past 12 months

Improvement on prior result

Annual

Number of customer service requests received

Actual

Quarterly

Percentage of customer service requests responded to within agreed timeframe

Improvement on prior result

Quarterly

Percentage of incoming correspondence actioned in TRIM records management system within agreed timeframe

Improvement on prior result

Quarterly

Number of phone calls offered at Council

Actual

Quarterly

Number and percentage of incoming phone calls that are abandoned across Council

Improvement on prior result

Quarterly

Tonnes of carbon dioxide emitted by Council vehicle fleet

<2,160

Annual

Kilolitres of water used by key Council properties

91,320

Annual

Tonnes of carbon dioxide emitted by Council high energy consuming buildings

<4,100

Annual

Percentage of project milestones met

80%

Quarterly

Percentage of projects budget not spent and carried to the next financial year

<5%

Annual

Ratio of current assets less external restrictions to current liabilities less specific purpose liabilities

>1:1

Annual

Percentage of services budget financial result against approved budget

+/-10%

Annual

Operating result before capital income

In line with Long Term Financial Plan

Annual

Capital expenditure on existing assets/annual depreciation

1:1

Annual

Percentage debt service ratio

<8%

Annual

Collection performance outstanding rates, charges and fees

<4%

Annual

Employee Turnover

Reduce

Annual

Lost Time Injury Frequency Rate

Reduce

Quarterly

OHS Premium

Reduce 10%

Annual

Reduce HR cost per employee

Reduce 10%

Annual

 

 


 

 

 

 

 

Councils Operational Plan 2010-11

 

 


Environment & Infrastructure

 

The Strategic Objectives are:

- Land and water that is protected, respected and sustained

- People and places that are linked by sustainable transport and communication networks

 

 

Service areas that are linked to the delivery of these objectives are

- Roads, Footpaths & Drainage

- Transport planning, parking and traffic facilities

- Waste Contract Management

- Trades & Fleet Management

- Natural areas management

 

 

 

 

 

 


 

Financial Summary

 

TOTAL REVENUE $,000

OPERATING EXPENDITURE (Excl Depre) $,000

CAPITAL EXPENDITURE $,000

ENVIRONMENT AND INFRASTRUCTURE

2010/11

2011/12

2012/13

2013/14

2014/15

2010/11

2011/12

2012/13

2013/14

2014/15

2010/11

2011/12

2012/13

2013/14

2014/15

NATURAL AREAS MANAGEMENT

76

78

81

83

86

1,538

1,664

1,690

1,716

1,742

741

955

980

1,005

1,030

ROADS, FOOTPATHS AND DRAINAGE

4,239

3,701

3,765

3,581

3,648

18,904

19,282

19,909

20,614

21,308

6,933

10,580

10,468

10,102

9,319

TRADES AND FLEET MANAGEMENT

52

54

55

57

59

2,584

1,967

1,521

1,561

1,598

3,533

4,060

4,200

4,344

4,494

TRANSPORT, PLANNING, PARKING AND TRAFFIC FACILTIES

13,216

14,152

14,790

15,482

15,999

5,307

5,702

5,845

6,011

6,180

588

766

729

742

546

WASTE CONTRACT MANAGEMENT

16,881

17,464

18,067

18,692

19,338

14,696

15,384

16,096

16,845

17,633

-

-

-

-

-

Total

34,463

35,449

36,758

37,895

39,131

43,029

44,000

45,060

46,747

48,461

11,794

16,361

16,377

16,194

15,389

 

 

 

 

 

 

Projects 2010-11 (Key Initiatives)

 

 

2010/11

2011/12

2012/13

2013/14

2014/15

 

 

 

 

 

 

ENVIRONMENT AND INFRASTRUCTURE

 

 

 

 

 

Capital Projects

 

 

 

 

 

NATURAL AREAS MANAGEMENT

 

 

 

 

 

Waterways Restoration

300,000

310,000

320,000

330,000

340,000

Walking Track Construction

80,000

105,000

110,000

115,000

120,000

Restoration of Natural Areas

361,000

540,000

550,000

560,000

570,000

ROADS, FOOTPATHS AND DRAINAGE

 

 

 

 

 

Street Furniture

80,000

100,000

100,000

100,000

100,000

Civil Construction Program

350,000

360,000

370,000

380,000

390,000

Flood Mitigation Big 7

350,000

355,000

360,000

365,000

370,000

Kerb & Gutter Repair & Maint

450,000

1,000,000

1,000,000

1,000,000

-

Drainage Construction Big 7

500,000

510,000

520,000

530,000

540,000

Blackspot Program

204,000

208,080

212,242

216,486

220,816

Roads to Recovery

619,000

620,000

620,000

620,000

620,000

PAMP

1,035,000

1,350,000

1,400,000

1,450,000

1,550,000

Road Repair & Maintenance

2,295,000

4,681,800

4,775,437

4,870,945

4,968,364

Urgent Ward Works - Arthur Phillip

90,000

100,000

100,000

100,000

100,000

Urgent Ward Works - Caroline Chish

90,000

100,000

100,000

100,000

100,000

Urgent Ward Works - Elizab Mac

90,000

100,000

100,000

100,000

100,000

Urgent Ward Work - Lachlan Mac

90,000

100,000

100,000

100,000

100,000

Urgent Ward Works - Woodville

90,000

100,000

100,000

100,000

100,000

Fishladder Construction

-

300,000

50,000

-

-

Drainage Improvements in RDS areas

100,000

95,000

60,000

70,000

60,000

Seawall Repair and Upgrade

500,000

500,000

500,000

-

-

TRADES AND FLEET MANAGEMENT

 

 

 

 

 

Passenger Vehicle Replac

2,160,000

2,472,000

2,546,000

2,622,000

2,701,000

Small Plant Replacement

45,000

53,000

56,000

59,000

62,000

Heavy Plant Replacement

697,500

814,000

855,000

898,000

943,000

Light Commercial Replace

630,000

721,000

743,000

765,000

788,000

TRANSPORT, PLANNING, PARKING AND TRAFFIC FACILTIES

 

 

 

 

 

Local Traffic Facilities

137,700

156,060

159,181

162,365

165,612

Regional Bike Network

-

80,000

160,000

160,000

160,000

Local Bike Facilities

200,000

280,000

160,000

170,000

170,000

Auslink Blackspot Program

200,000

200,000

200,000

200,000

-

Design-Pedestrian Safety Improvements

50,000

-

-

-

-

Cycle Route Maintenance

-

50,000

50,000

50,000

50,000

 

 

 

 

 

 

Total For Capital Projects

11,794,200

16,360,940

16,376,860

16,193,796

15,388,792

 

 

 

 

 

 

Operating Projects

 

 

 

 

 

NATURAL AREAS MANAGEMENT

 

 

 

 

 

Bushland Resources Management

45,000

57,222

58,366

59,534

60,724

Bushland Protection

250,000

300,000

300,000

300,000

300,000

Asbestos Removal

51,000

52,020

53,060

54,122

55,204

Enironmental Education

10,000

20,000

20,000

20,000

20,000

Protection of Aboriginal Heritage

30,000

25,000

25,000

25,000

25,000

Improvement of Space areas Ermington & Epping

70,000

75,000

75,000

75,000

75,000

ROADS, FOOTPATHS AND DRAINAGE

 

 

 

 

 

Waterways Litter Reduction

-

52,020

53,060

54,122

55,204

Catchment Modelling Stormwater

85,000

100,000

100,000

100,000

100,000

Bridge Assets - Structure Inspections

60,000

60,000

-

-

-

TRADES AND FLEET MANAGEMENT