17/05/2012 4:31:23 PM

 

Parramatta City Council

Draft Delivery Program 2010-14

Draft Operational Plan 2012-13

 

 

 

Delivering on the Community Vision

Parramatta Twenty25

Parramattas Community Strategic Plan

 

 

 

 

 



Contents


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

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

About Parramattas 4-year Delivery Program 2010-14 and 1-year Operational Plan 2012-13..................................................................................................................................................................... 7

Parramatta Twenty25: What is it?........................................................................................................... 8

ABOUT PARRAMATTA........................................................................................................................................ 10

Councils Delivery Program 2010-14................................................................... 11

Environment & Infrastructure............................................................................................................. 12

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

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

Governance & Corporate....................................................................................................................... 34

Councils Operational Plan 2012-13.................................................................... 46

Environment & Infrastructure............................................................................................................. 47

Community & Neighbourhoods................................................................................................................ 51

Economy & Development.......................................................................................................................... 55

Governance & Corporate....................................................................................................................... 60


Financial Management Framework (Resourcing Strategy) ................................................ 63

2012-13 Budget................................................................................................................................................. 69

Income & Expenditure Estimates.......................................................................................................... 72

Rates, Fees & Charges (Schedule of Fees & Charges included under separate cover) ................................................................................................................................................................. 83


LORD MAYORS MESSAGE

 

 


The Delivery Program was created to provide the basis for Councils spending over a four-year period, to enable us to focus on delivering quality services to the Parramatta community whilst allowing us to be financially sustainable and responsible. We review and adjust the plan each year, which allows us to respond to changing circumstances and new opportunities.

 

We have strived to maintain Parramattas high profile and keep the needs of our city on the radar for state and federal governments when they distribute funding for growth opportunities.  We regularly meet and contact members of the State Government to ensure they consider Parramatta as the smart choice for relocation of government departments and recognise that investment in transport infrastructure in Western Sydney will answer many of the greater citys employment and commuter problems.

 

One of our primary goals in the coming year will be to conduct a feasibility study for a light rail system from the Hills, into Parramatta and beyond to Bankstown, as the first section of what could be the solution to many of our transport woes.  We will, of course continue to push for construction of the Epping to Parramatta rail link.

 

Parramatta has developed as a city of festivals. Our own Sydney Festival Parramatta Program, not withstanding the rain, proved to be an amazing success. The Parramasala Festival of South Asian Arts, Loy Krathong and Winterlight combined to create a vibrant city.  Australia Day in Parramatta just cannot be topped and this year over 22,000 people lined the river to celebrate New Years Eve.

Of primary importance is our Operational Plan, which delivers 41 core services to the community each year.  In 2012/13 Council will spend $146 million on Operating projects and services (excluding depreciation) and $54.6 million on specific capital projects.

 

Breaking this down, our Operating Expenditure includes:

Roads, footpaths and drainage - $12.8 million

Waste and Sustainability Programs - $19.0 million

Parks and Open Space - $10.9 million

Children and Family Services - $4.0 million

Community, Youth and senior services - $4.2 million

Library services - $6.6 million

Property development - $4.2 million

Development & traffic services - $7.0 million

Parking facilities - $4.5 million

Arts and culture - $5.5 million

Tourism and events - $5.3 million

Recreation facilities and programs - $6.1 million

Corporate management and Councillor services - $5.6 million

Trades and fleet management - $3.1 million

Human resources management - $4.1 million

Natural areas management - $1.7 million

 

In 2012/13 Council proposes to spend about $54.6 million on capital projects. This includes a significant allocation for projects to position Parramatta as the central city in the heart of Greater Sydney.

 

Council has allocated $0.875 million for project management of Civic Place, which remains a high priority for Council. Our aim is to provide a new civic space, administration centre for Council and much-needed new commercial space.

 

We continue to focus on our core business of maintaining and repairing roads. We have budgeted $5.1 million for this, along with $1.2 million for the continuation of the Pedestrian Access and Mobility Program (PAMP).

 

Maintaining our parks and recreation facilities is also important $17 million has been allocated for their upgrade and maintenance.

 

The Neighbourhood Improvement Program will continue, with a budget of $1.49 million.

 

Council is well on its way to making Parramatta a better place to live, work and play.

 

Lord Mayor of Parramatta

Councillor Lorraine Wearne


CHIEF EXECUTIVE OFFICERS MESSAGE

 


 

It has been another busy year for Parramatta City Council and the City, one that has seen major developments such as the Eclipse tower rise to transform the CBD skyline, and one that has seen Parramatta positioned front and centre of discussions about the future of Greater Sydney.

As the central city of Sydney, nowhere is better positioned than Parramatta to provide solutions to the regions future employment and transport issues. We know the future growth of Sydney will be in the west and Parramatta is rising to the challenge to cater for this increased demand in services.

Parramatta City Council has taken a lead agency role in lobbying the government to consider various options to improve transport infrastructure in the west. We have called for more relocation of government services to Parramatta. And we have worked with major partners such as Destination NSW and Sydney Festival to make Parramatta a new festival City, known for its vibrant, diverse calendar of events.

Parramatta is open for business and ready to be a great capital to live, work, play, invest and learn.

Council has prepared for this. When we created our four-year Delivery Program we undertook a major review of services to make sure we were delivering the right services in a financially sustainable way.

Now we are more than half way though the delivery of this program and we are starting to see the benefits of these efficiencies.

As we enter the last half of this planning cycle, we are looking even further ahead to the future to make sure we are adequately planning for the future needs of our City.

The Delivery Program and Operation Plan help us meet our long-term goals, which are outlined in our Community Strategic Plan, Parramatta Twenty25.

In the coming year, we are thoroughly reviewing this plan to make sure we are meeting the challenges and opportunities that are emerging around us.

 

Parramatta 2036 will be prepared in partnership with the community and will outline where we want Parramatta to be in the future.

While we work on this aspirational document, we will continue to roll out our current Delivery Program, which outlines Councils role in achieving our objectives for the city.

Council organises its activities and projects into four categories that we call pillars:

Environment and Infrastructure

Community and Neighbourhoods

Economy and Development

Governance and Corporate

 

Environment and Infrastructure

One of our key objectives is helping people and places to be linked by sustainable transport and communication networks, and this remains a key focus in the coming year. We will create more cycleways and provide more bike facilities and boost pedestrian safety along busy roads.

Restoring natural areas and waterways also remains a high priority, providing safer, healthier and attractive spaces for residents to enjoy.

 

Community and Neighbourhoods

Council strives to sustain liveable neighbourhoods that are distinctive, diverse, safe and cohesive.

In the coming year budget will be on developing and improving our parks and recreation facilities, maintaining our public halls and community centres, and continuing the operation of pools and sportsgrounds. We have improved access to our pools by offering a free access day for pensioners and a free family pass to our residents.

 

 

 

Economy and Development

Council is progressing the development of several key sites in the CBD, not least of which is Civic Place, which will be reinvigorated in the coming year with the aim of seeing it start as soon as possible. It remains one of the countrys biggest redevelopment projects and will change the city centre for the better.

Council has progressed the development of a new Operations Centre to replace its aging depot sites, with work likely to start in the coming financial year.

Expressions of interest have been sought for the development of two key sites the current Macquarie Street carpark site, and the Lennox St car park site, which will transform and activate our stunning river foreshore district and provide new opportunities for Parramattas growth.

We have strived to build a reputation for Parramatta as a city of festivals and this will continue to be a focus for the coming financial year. Last year saw the inaugural and hugely successful 10-day Sydney Festival Parramatta program, and this will be a regular feature of our major events calendar. We will once again invest in Parramasala Festival of South Asian Arts, returning for its third year, and we will create a winter wonderland in the heart of the city for Winterlight.

Importantly, we continue to work with external stakeholders to develop areas such as Rydalmere and Camelia as thriving industrial precincts, and Westmead as our world-class biomedical research precinct.

 

Governance and Corporate

Council has started to reap the benefits of its major Services Review in 2010, with identified savings of $2.6 million made in the first year alone, on top of previously identified improvements.

This exercise has evolved into an on-going Continuous Improvement and Innovation Program, which is imbedded throughout the organisation as part of our day-to-day business.

We aim to be an employer of choice and recently scored a very favourable 74% staff engagement result. Our aim is to reach 80%, which would place Council in the countrys top 200 organisations.

We have supported staff by rolling out a new salary system and new Employee Annual Assessment and Development Plan to engage staff and encourage innovation. We have embedded new training opportunities through employing a new MyLearning tool.

We continue to drive smart city innovations in our organisation through our e-Parra program. Through this program we have deployed new and innovative technology to make our business more effective and efficient.

 

Finance

We have previously reported that there was an unsustainable gap between our operating expenditure and revenue, which drove the need for our Future Pathways strategy and the implementation of our comprehensive Services Review. I am pleased to announce that the saving from our review and the introduction of a modest, phased rate increased plus other cost saving measures means we are now closing the gap and are on track to hit a break even budget by 2014/15.

It is important to note that this has been achieved without cutting any frontline services.

Better still, we have used our reviews to focus on improving performance in four areas finance, customer service, internal processes and business which are already starting to show positive financial returns.

 

 

DR ROBERT LANG

CHIEF EXECUTIVE OFFICER


About Parramattas 4-year Delivery Program 2010-14 and 1-year Operational Plan 2012-13

 

In 2010 Council adopted its first 4-year Delivery Program which outlined the activities to be undertaken by Council from 2010 to 2014 to achieve the delivery of Parramattas Community Strategic Plan Parramatta Twenty25. It provided 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 organisations to deliver other parts.

 

The Delivery Program is regularly reviewed and some changes have been made to accommodate changing circumstances and emerging opportunities. There has been no change however to the overriding direction of the Program - to deliver the objectives of Parramatta Twenty25 in a financially sustainable manner.

 

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 2012-13.

 

To deliver these, Council has 24 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 Financial Plan, Asset Management Plan, Workforce Management Plan and Information, Communication & Technology Plan. The Delivery Program and Operational Plan have informed and been informed by the Resourcing Strategy.

 

 



Parramatta Twenty25: What is it?

 

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

 

Parramatta Twenty25 provides an 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 11.3 - Attachment 1

Draft Updated 2010/2014 Delivery Program and Draft 2012/13 Operational Plan (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314)

 

How the Communitys 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

Parking Facilities

Waste & Sustainability Programs

Trades & Fleet Management

Natural Areas Management

Cleansing Services

Civil assets maintenance & construction

Public asset audit, footpath construction & maintenance

Cleansing services

Civil asset management

Capital projects

Paid parking major contracts

Waste management 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

Children & Family Services

Community, Youth & Seniors Services

Parks & Open Space

Arts & Culture

Library Services

Recreation Facilities & Programs

Home support & community services

Children & family services

Library services

Community capacity building

Community safety & crime prevention

Open space management

Parks maintenance

Recreation facilities & programs

Arts facilities & cultural programs (includes Artist Studios)

Riverside Theatres & Connection Studios

 

Economy & Development

 

Businesses that are dynamic, prosperous and socially responsible

 

A City that is innovative and inspirational

Tourism & Events

Property Development

Regulatory Services

Development & Traffic Services

Town Planning & Urban Design

City Strategy & Place Services

 

Heritage & visitor information

Tourism development

Events

Civic Place & other property development

Community law & education

Environmental health & protection

Development assessment

Planning certificates

Certification

Land use planning & S94 management

Urban design services

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

Transport planning

Traffic facilities management

 

PCC Corporate Plan

Governance & Corporate

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

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

 

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

 

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

Corporate, Governance & Councillor Services

Finance Management

Human Resources Management

Information Communication & Technology

Customer Relations & Communications

Strategic Asset & Property Management

Executive management

Governance, quality, corporate performance

Councillor support, civic events

Audit & legals

Finance, procurement, payroll, rates, insurance & risk

Human resources

Information technology

Customer contact centre, research & consultation, website & business information services

Marketing & communication

Asset & property management

 


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.

 

The Australian Bureau of Statistics estimated Parramattas population at June 2010 to be 172,300. An updated 2011 population estimate is expected from the ABS in early April 2012.

 

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.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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 of 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.

People and places that are linked by sustainable communication networks

Council assets that are sustainable.

 

 

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

 

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)

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.

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

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.

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.

Parking Facilities

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 & Sustainability Programs

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.

Cleansing Services

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.

 

 

 

 

 

 

Key Actions for Council 2010-14

Service Area

2010-11

2011-12

2012-13

2013-14

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

 

Green the CBD (extensive tree planting)

Increase community involvement in environmental restoration projects.

Increase community involvement in environmental restoration projects.

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

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

 

Implement priority works under Pedestrian Access Mobility Plan

Implement priority works through road restoration and rehabilitation program

Stormwater re-use strategies strategy.

Parking Facilities

 

 

Bus stop improvements

Park and ride promotions.

Improve shared use cycleway connections including Parramatta Valley Cycleway

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.

Implement aspects of adopted City Centre Parking Strategy and Integrated Transport Plan.

Continue to implement bike network

Western Sydney Light Rail feasibility study

Western Sydney and City Centre Ring Roads

 

Respond to State Government initiatives

Implement aspects of adopted City Centre Parking Strategy and Integrated Transport Plan.

Waste & Sustainability Programs

 

 

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.

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

Review and update Councils Waste Avoidance and Resource Recovery Plan.

 

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.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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 waste 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

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

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:

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Service Area

Included in this service

Purpose (what we do)

Key Outputs (how we do it)

Service Outcome (why we do it)

Children & Family Services

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.

 

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.

 

Community, Youth & Seniors 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.

 

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.

Crime prevention measures including CCTV, CPTED and liaison with Police

Improved perception of safety in our City

 

Parks & Open Space

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.

 

Library Services

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.

 

Recreation Facilities & Programs

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.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Key Actions for Council 2010-14

 

Service Area

2010-11

2011-12

2012-13

2013-14

Children & Family Services

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

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

 

Implement the Education and Care Services National Regulations across the Early Learning Centres.

 

Develop an Implementation Plan for the next stage of the Education and Care Services National Regulations across the Early Learning Centres.

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.

Negotiate new funding arrangement with State & Federal Governments for Parramatta Artists Studios

Review Arts Facilities and Cultural Places framework

 

Promote cultural and creative industries

Review 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 and confirm Councils role in the development and future operations of the Old Kings School precinct

Negotiate new lease for Parramatta Artists Studios or relocate to Old Kings School

Develop promotional signage for Riverside throughout Parramatta City Centre

Refurbish Riverside foyers

Seek funding for development of Riverside Theatres.

Seek funding for Parramatta Artists Studios

Seek ongoing commitment for the Creative Broker position and for Pop Up Parramatta

Facilitate expanded cultural precinct and confirm Councils role in the development and future operations of the Old Kings School precinct

 

Make Riverside technology best practice in performance.

Facilitate expanded cultural precinct and confirm Councils role in the development and future operations of the Old Kings School precinct

Promote cultural and creative industries

 

Community, Youth & Seniors Services

 

 

 

Resource and support the Parramatta Homelessness Interagency to develop its five year strategic plan to reduce homelessness in Parramatta

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.

Access to Community Facilities (links to Strategic Asset Management)

Support the implementation of the Parramatta Homelessness Interagencys Strategic Plan

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.

Access to Community Facilities (links to Strategic Asset Management)

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.

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

 

Support the implementation of the Parramatta Homelessness Interagencys Strategic Plan

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.

Access to Community Facilities (links to Strategic Asset Management)

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

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

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

Support the implementation of the Parramatta Homelessness Interagencys Strategic Plan

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.

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

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

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

Access to Community Facilities (links to Strategic Asset Management)

Parks & Open Space

CBD park upgrades

 

Stormwater re-use to irrigate ovals

Development of an additional playing field in the LGA

 

CBD park upgrades

Stormwater re-use to irrigate ovals

CBD park upgrades

Development of a district park

Stormwater re-use to irrigate ovals.

Library Services

 

 

 

 

 

 

 

 

Develop major web presence for the Library

Development of community literacy project - Paint Parra Read.

 

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

Develop flexible service delivery model for Library

Library collection development focussed on ebooks and eresources

Provide online access to collections

Implement new technology for visitors experience - pod casts tours

Renovation of branch libraries to create environmentally sustainable welcoming community spaces

Development of community literacy project - Paint Parra Read

Develop and implement new Library management system

Provide online access to collections

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

 

 

Provide online access to collections

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

Recreation Facilities & Programs

 

 

 

 

Facilities audit mapped against / to recreation guidelines linking to transport

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

Technology enhancements to facilities to allow online, cashless booking

Increased non-structured recreational facilities within parks

Enhancements to Woodville Golf Course

Facilities audit mapped against / to recreation guidelines linking to transport

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

Refurbishment of Parramatta Town Hall roof

Facilities to allow online, cashless booking further development & enhancement of systems

Advocate for accessible facilities e.g. gyms

Feasibility study indoor sports centre

Aquatic dome to assist in the development of Swim School / L2S

Refurbishment of Parramatta Town Hall roof

Review of the Sport and Recreation Plan

Refurbishment and upgrade of tennis courts at Caroline Chisholm

 

Audit and delivery of a Tennis Facility Strategy

Feasibility study indoor sports centre

 Feasibility of installation of Aquatic dome to assist in the development of Swim School / L2S

 


 

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

Percentage of resident satisfaction with Riverside Theatres

65% 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

804,300

Annual

Number of visits to Councils library website

87,200

Annual

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


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

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.

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

 

Key Challenges for the next 5 years:

Promote employment growth

Harnessing the opportunities of human capital/knowledge based employment

Target industry/employers to locate to Parramatta

Protection of employment lands to ensure sustainable growth

Creating a city with positive amenity/culture/buzz and target younger workers

Redevelopment of key council owned lands including Civic Place

Identifying appropriate lands for targeted industries

Managing population growth and identifying appropriate land for new sustainable development

Address the negative safety perceptions of Parramatta

Developing and marketing the City's brand (how residents, workers and visitors identify with the city).

Creating a city that is resilient to climate extreme

Developing a green economy within the City

Ensuring that services meet the needs of a diverse community, considering the issue of affordable housing and homelessness

Seeking state and federal government support for key transport and infrastructure needs

Responding to increasing incidence of unauthorised building and development works

Increase market share for certification services

Continue to improve the efficiency of development assessment services

Responding to new planning system and related legislative changes

 

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.

deliver profitable property and development projects

 

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)

Development and Traffic 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

Provide statutory information for property owners and purchasers

S149 (Planning Certificates)

Provide accurate & timely property data

Certification

Undertake development certification services

Construction Certificates

Occupation Certificates

Development which complies with community standards

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.

City Strategy & Place Services

 

 

City Strategy

 

Place Services

 

Transport Planning

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

Co-ordinate opportunities / risks affecting 2025 outcomes.

Corporate planning and business improvement.

Review and benchmark services across the organisation

Ensure Council meets integrated/City Strategy planning requirements

Prepare policies, strategies, promoting and lobbying for more sustainable transport.

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)

Simplified business/service planning cycle, approach and support

Develop and agree a methodology for services review

Initiate the services review process

Engage Leadership Team and Councillors in planning process

Policies, strategies and plans relating to sustainable transport

Research and lobby State and Federal governments.

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).

Improve management of the business

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

Ensure Council is an industry leader.

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

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.

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

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.

Property Development

Property Development

 

Develop Councils property portfolio

Development of a property portfolio to deliver commercial returns.

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.

Civic Place Redevelopment

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

Successfully change manage the move to Civic Place facilities.

Acquire Darcy Street properties.

Manage investment and property portfolio.

Design and change manage the move

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

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.

More efficient services.

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.

 


Key Actions for Council 2010-14

Service Area

2010-11

2011-12

2012-13

2013-14

Development and Traffic Services

 

 

 

Technological enhancements. Introduction of 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.

Implement e-planning tools:

- enhance existing Track and Report

- establish Plan (requests for planning controls for properties)

- establish Assess (self assessment)

- on line lodgement of applications

Revise business practices/procedures arising from technology enhancements.

 

Review implementation of e-planning tools and explore further technology enhancements

Review impacts on technology on business processes and resource allocation and training/skills of planners.

Respond to changes to planning legislation and review operations of business unit.  

Seek external Quality Assurance Accreditation of business processes.

 

Review implementation of e-planning tools and explore further technology enhancements

Review impacts on technology on business processes and resource allocation and training/skills of planners.

Respond to changes to planning legislation and review operations of business unit.  

 

City Strategy & Place Services

 

 

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

Reform Places Services with an operational and strategic role

 

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

Planning relocation to Civic Place and Operations Centre

Imbed process improvement changes

 

Review Community Strategic Plan

Review Delivery Program

Develop 2013-14 Operational 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

Planning relocation to Civic Place and Operations Centre

 

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

Relocation to Civic Place and Operations Centre

 

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.

Implement parking monitoring programs for all areas and business centres

Provide a micro chipping animal service for Parramatta residents

Review, trial and evaluate mobile technology for use by field staff

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

Increase return rates of animals

Implement mobile technology for staff

Commence review of Enforcement Policies

Provide for on-line booking systems for PCA

 

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

Increase return rates of animals

Review the operation of the parking Review Panel

 

Town Planning & Urban Design

 

 

Develop public domain guidelines

Joint study of Epping planning controls with Hornsby Council

Review design competition guidelines.

Prepare amended S94A developer contributions plan.

Public exhibition of new draft LEP & DCP

Complete review of heritage list & prepare LEP amendment

Finalise LEP and commence consolidation with city centre LEP & DCP, together with review of City Centre controls

Develop planning controls for the River Road West/Rosehill precinct

Finalise  Parramatta Public Domain Guidelines for City Centre and local streets

Prepare and exhibit Westmead Precinct Planning Strategy

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

Commence review of land acquisition reservations

Develop project for designing City Centre Public Domain Upgrades as per Civic Improvement Plan

Develop Lanes Activation Projects for City Centre

 

Finalise LEP amendment in response to Heritage Review

Finalise consolidation of City Centre LEP & DCP and wider LEP & DCP

Develop Public Domain Guidelines for Centres

Finalise Westmead LEP amendments

Finalise LEP/DCP Amendments for River Road West/Rosehill Precinct

Finalise LEP amendments for review of land acquisition reservations

Develop  Parramatta Public Domain Guidelines for City Centre

Commence house keeping amendments relating to new LEP

Finalise project for Designing City Centre Public Domain Upgrades

Develop Lanes Activation Projects for City Centre

 

Review of Planning controls for the Woodville Road precinct

Review and updates to LEP & DCP

 

Property Development

 

 

Develop versatile buildings

Continue the commercialisation of Councils redundant lands through the LEP process

Consolidate and develop sites.

Develop sites owned by Council

Develop versatile buildings

Design partner 2nd major project

Continue the commercialisation of Councils redundant lands through the LEP process

Consolidate and develop sites.

Develop versatile buildings

Develop hubs

Market hubs

Invest in high yield investments

Start 2nd major project and investigate 3rd major project

Continue the commercialisation of Councils redundant lands through the LEP process

Consolidate and develop sites.

Start 3rd major project.

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 strategy to position Parramatta as an events destination

Engage resources for tourism development and management

Develop local tourism product

Develop a leisure brand for the City

Implement priority actions from the Visitation Strategy

Engage resources for tourism development and management

Develop local tourism product

Develop a leisure brand for the City

Implement priority actions from the Visitation Strategy

Attract major events to Parramatta

Develop Local Tourism Product

Implement priority actions from the Visitation Strategy

Attract major events to Parramatta

 


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

 

 

 

Other measures

Target

Reporting Frequency

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

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

60%

Annual

Mean time (net calendar days) for determination of DAs

40

Quarterly

Median time (net calendar days) for determination of DAs

35

Quarterly

Mean time (gross calendar days) for determination of DAs

60

Quarterly

Median time (gross calendar days) for determination of DAs

55

Quarterly

Percentage of DAs determined within 40 days (net calendar days)

75%

Quarterly

Percentage of food shops inspected

100%

Quarterly

Percentage of micro chipped animals returned to their owners

65%

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 Government

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.

New Operations Centre

Strategic Management of assets to ensure acceptable service standards

 

 

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

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.

Sound governance process

 


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)

Corporate, Governance & Councillor Services

Executive Management

Provide Executive Management functions in Council

Effective leadership and management of the organisation

To be a well governed and customer focussed organisation that provides leadership within the community

Governance, Quality & Corporate Performance

Provide support to the organisation in developing & maintaining high standards of corporate governance

Develop and implement corporate governance policies, procedures, systems and performance standards

To ensure that Council meets high governance standards in its statutory compliance, accountability, efficiency, transparency & responsiveness and operates in an honest, ethical and equitable manner

Review & manage the Councils integrated planning and reporting processes

Develop and monitor planning & reporting processes that meet organisational and statutory requirements

To achieve and be accountable for the best use of available resources in delivering the services required by the community

Manage the development, implementation and ongoing effectiveness of Councils business improvement and quality program

Develop and implement a continuous business improvement and quality process

To ensure that community and organisational services are delivered in the most efficient & effective manner

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 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 Councillors, Senior Staff and as a WESROC wide initiative

 

Finance Management

Financial and Management Accounting, Procurement, 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

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 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

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 Resources Management

Human resources and payroll

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

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

 

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

 

Information Communication & Technology

 

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.

 

 

Customer Relations & Communication

 

 

Customer contact centre, research & consultation, website & business information services

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 decision making

Accurate, easy to find information about Council services.

 

 

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

 

Strategic Asset and Property Management

 

 

 

Strategic Asset Management

 

 

 

Manage Councils assets strategically

 

 

Develop a strategic asset management plan and policy

 

 

 

Continue to develop Core Strategic Asset Management Plan

Complete paper and Business Case

 

 

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.

 

 

 

Key Actions for Council 2010-14

 

Service Area

2010-11

2011-12

2012-13

2013-14

Corporate, Governance & Councillor Services

 

 

Development and implement top 10 strategic priorities.

Review & redevelop internal communications plan

Councillor elections

Develop and implement top 10 strategic priorities

Review Code of Conduct

Implement policy review program.

Develop and implement top 10 strategic priorities

Implement policy review program

Implement revised IPR framework

Develop Councillor induction program

Implement Compliance Plan

Develop and implement top 10 strategic priorities

Implement policy review program

Implement Compliance Plan

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.

Review, update and implement long term financial plan and gap closing strategies

Budget 2013-14

Monthly reporting

Quarterly Reviews.

Review, update and implement long term financial plan and gap closing strategies

Budget 2014-15

Monthly reporting

Quarterly Reviews.

Human Resources 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 Communication & Technology

 

 

 

Core IT Systems Replacement

IT platform change

Intranet Phase 1

Review of IS and internal practices.

Data Centre Disaster Recovery ability

Complete server virtualisation

Replace/upgrade ICT Data Centre network, servers and storage.

Improve ICT Security governance

Implement GIS online internally within Council

Intranet Phase 2

Core ICT Systems continuous improvement

Implement new Library system

Implement Unified Communications

Implement GIS online for general public

Provide new ICT SLAs internal to Council

Desktop upgrade rollout

Core ICT systems continuous improvement

Optimising Wide Area Network

Core ICT systems continuous improvement

Optimising backup solution

Application/Desktop virtualisation

Online Data Archiving initiatives

Customer Relations & Communication

 

 

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.

Improve customer service via improved Knowledge Management practices

Enhance website content, expand social media interaction and increase online service transactions

Implement new on-line Community Voice consultation model

Implement Records Business Plan

Develop Customer Service Strategy

Review and implement Media Policy

Implement Ethnic Communications Plan

 

Finalise service delivery and relocation planning for new Civic Place facilities

Implement Customer Service Strategy

Introduce Customer Service Kiosks and self service options.

Implement Social Media Strategy

Implement phase 2 intranet development

Review and implement a records communication plan

Review Community Engagement Policy

Embed new service delivery models in new Council facilities

 

Strategic Asset and Property Management

 

 

Asset maintenance reflecting Strategic Asset Management Plan (SAMP)

Improve SAM systems and integrate

 

Asset maintenance reflecting SAMP

Improve SAM systems and integrate

Upgrade Dundas Community Centre  

Review encroachments on Council Lands

Acquire and activate an integrated Property Management System to manage Council's properties.

 

Asset maintenance reflecting SAMP

Upgrade soccer fields at

Barton Park

Purchase property for  open      space in Granville area 

Review encroachments on Council lands

Implement and integrate a mobile data capture system

for asset and property

maintenance and replacement

Develop a strategic asset management plan and policy with links to LTFP

Develop and implement

Capital Works Framework

and Prioritisation Methodology

and implement new Property

Asset Maintenance and

Capital Program to increase

asset usage

Develop and implement 

Service Level Standards and

Service Level Agreements

Establish sustainability standards for all Council Buildings.

 

 Ongoing asset maintenance   and capital replacement  to reflecting  the  SAMP

 Purchase property for  open    space in Guildford area

Review encroachments on Council lands

Continue to manage the upgrading program of

Council's built assets


 

Key performance measures

Resident satisfaction measures

Target

Reporting Frequency

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

Percentage of customer service requests responded to within agreed timeframe

Improvement on prior result

Quarterly

Percentage of calls resolved at first point of contact

80%

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

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

OHS Premium

Reduce 10%

Annual

 

 


 

 

 

 

 

 

Councils Operational Plan 2012-13

 

 


Environment & Infrastructure

 

 

 

Financial Summary

 

 

 

Financial Summary

 

PROJECTS

 

(In $000)

2012/13

2013/14

2014/15

ENVIRONMENT AND INFRASTRUCTURE

 

 

 

Capital Projects

 

 

 

NATURAL AREAS MANAGEMENT

 

 

 

Walking Track Construction

110

115

120

Restoration of Natural Areas

550

560

570

Waterways Restoration

320

330

340

ROADS, FOOTPATHS AND DRAINAGE

 

 

 

Drainage Improvements

60

70

60

Street Furniture

100

100

100

Civil Construction Program

370

385

400

Flood Mitigation Big 7

360

365

370

Kerb & Gutter Repair & Maintenance

1,000

1,000

1,100

Drainage Construction Big 7

520

530

540

Roads to Recovery

372

360

-

Pedestrian Access Mobility Program

1,200

1,250

1,350

Roads Repair & Maintenance

5,075

5,171

5,268

Fishladder Construction

300

-

-

Water Quality Improvement Program

300

300

300

Street Lighting Upgrade Program

120

85

95

Bridge Assets - Safety Upgrades

130

137

145

TRADES AND FLEET MANAGEMENT

 

 

 

Light Commercial Replacement

743

765

788

Passenger Vehicle Replacement

2,546

2,622

2,701

Small Plant Replacement

56

59

62

Heavy Plant Replacement

855

898

943

WASTE AND SUSTAINABILITY PROGRAMS

 

 

 

Sustainable Water Program

50

50

50

Waste and Sustainability Improvement Program - Capital Works

215

215

215

Paid Parking

3,200

-

-

 

 

 

 

Total For Capital Projects

18,552

15,366

15,517

 

 

 

 

Operating Projects

 

 

 

NATURAL AREAS MANAGEMENT

 

 

 

Bushland Resources Management

433

435

436

Asbestos Removal

53

54

55

Protection of Aboriginal Heritage

25

25

25

Waterways Litter Reduction

53

54

55

ROADS, FOOTPATHS AND DRAINAGE

 

 

 

Catchment Modelling Roads

100

100

100

WASTE AND SUSTAINABILITY PROGRAMS

 

 

 

Environment Education Program

20

20

20

Waste and Sustainability Improvement Program - General Operating

900

900

900

 

 

 

 

Total For Operating Projects

1,584

1,588

1,591

 

 

 

 

TOTAL FOR ENVIRONMENT AND INFRASTRUCTURE

20,137

16,954

17,108

 

 


Community & Neighbourhoods

 

 

Financial Summary

 

 

 

Financial Summary

PROJECTS

 

 

(In $000)

2012/13

2013/14

2014/15

COMMUNITY AND NEIGHBOURHOODS

 

 

 

Capital Projects

 

 

 

CHILDREN AND FAMILY SERVICES

 

 

 

Frances Fisk Early Learning Centre Upgrade

125

-

-

ARTS AND CULTURE

 

 

 

Riverside Plant & Equipment

133

135

138

Riverside Foyer Carpet

70

-

-

Riverside - Piano's

65

-

-

Riverside - Digital Signage (Internal)

100