NOTICE OF Council MEETING
The Meeting of Parramatta City Council will be held in the Council Chamber, Fourth Floor, 2 Civic Place, Parramatta on Monday, 28 May 2012 at 6:45pm.
ATTACHMENTS
Parramatta – the leading city at the heart of Sydney
30 Darcy Street Parramatta NSW 2150
PO Box 32 Parramatta
Phone 02 9806 5050 Fax 02 9806 5917 DX 8279 Parramatta
ABN 49 907 174 773 www.parracity.nsw.gov.au
“Think Before You Print”
TABLE OF CONTENTS
ITEM SUBJECT PAGE NO
11.3 Amended Delivery Program 2010/14 and 2012/13 Operational Plan, Fees and Charges 2012/13 and Updated Strategic Asset Management Plan
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)
Attachment 2 Draft 2012/13 Fees and Charges (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314)
Attachment 3 Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314)
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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) |
17/05/2012
11:32:22 AM
Parramatta City Council Draft Delivery Program 2010-14 Draft Operational Plan 2012-13 Delivering on the Community Vision Parramatta Twenty25 Parramatta’s Community Strategic Plan
Lord Mayor’s Message................................................................................................................................. 3
CEO’s Message.................................................................................................................................................. 5
About Parramatta’s 4-year Delivery Program 2010-14 and 1-year Operational Plan 2012-13..................................................................................................................................................................... 7
Parramatta Twenty25: What is it?........................................................................................................... 8
ABOUT PARRAMATTA........................................................................................................................................ 10
Council’s Delivery Program 2010-14................................................................... 11
Environment & Infrastructure............................................................................................................. 12
Community & Neighbourhoods................................................................................................................ 17
Economy & Development.......................................................................................................................... 24
Governance & Corporate....................................................................................................................... 34
Council’s 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 MAYOR’S MESSAGE
The Delivery Program was created to provide the basis for Council’s 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 Parramatta’s 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 city’s 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 OFFICER’S 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 region’s 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 Council’s 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 country’s 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 Parramatta’s 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 country’s 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 Parramatta’s 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 Parramatta’s 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 Council’s 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.
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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 Community’s and Organisation’s strategic objectives link to Council’s service areas
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Plan |
Strategic Objectives |
Service Areas |
Included in these service areas |
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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
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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
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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
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§ 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
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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 Council’s 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
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ABOUT PARRAMATTA
Parramatta City is located in Sydney’s 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 Parramatta’s 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.
Council’s Delivery Program 2010-14
Environment & Infrastructure
Council’s services that focus on Environment and Infrastructure work to:
Ø Maintain local roads and associated infrastructure and enhance cycleway and pedestrian networks
Ø Promote road safety and efficient traffic network through transport planning, parking and traffic facilities
Ø Minimise impacts associated with flooding
Ø Provide waste and street cleaning services to ensure the health and safety of the City and maintain its appearance
Ø Conserve and protect the natural systems and resources within the City
Ø Support Council service delivery through provision of trade and fleet services.
Key Challenges for the next 5 years:
Ø Ageing infrastructure – asset maintenance and renewal
Ø Infrastructure expansion to address population growth and changed conditions, particularly new technology
Ø Potential for increased negative impacts on the environment from population growth including increased waste, air pollution, stormwater run-off and consumption of resources
Ø Erosion of waterways including damage to sea walls in the Parramatta River
Ø Extreme weather events including drought and floods
Ø Long term management of waste and improved environmental outcomes through waste reduction
Ø Connecting bushland and waterways corridors through public and private land
Ø Finding new community volunteers to get involved in bushland and other environmental programs.
Ø People and places that are linked by sustainable communication networks
Ø Council assets that are sustainable.
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The key strategic objectives in Parramatta Twenty25 (Parramatta’s Community Strategic Plan) related to Environment and Infrastructure are: Ø Land and water that is protected, respected and sustained Ø People and places that are linked by sustainable transport
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To deliver these objectives, Council will use partnerships, advocacy, projects and/or service delivery to deliver the following strategies: Ø protect and rehabilitate high priority waterways and manage major impacts on medium and low priority waterways Ø protect and rehabilitate core bushland areas and manage major impacts on corridors and remnant bushland Ø reduce human impacts on Parramatta’s unique diversity of plants and animals Ø protect and manage significant natural landscape features and soil types Ø reduce the risk to the community due to natural or human made disasters Ø reduce the consumption of non-renewable and scarce resources Ø facilitate the sharing of information and ideas through remote communications Ø manage road congestion and safety while reducing the reliance on car use as a primary means of transport Ø increase the number of people using public transport, particularly for journeys to work Ø increase the number of people walking and cycling, particularly for journeys within the neighbourhood Ø refurbishment of new buildings to incorporate sustainable and environmentally appropriate elements wherever possible Ø new buildings to be developed by PCC to incorporate a high level of sustainability. |
Council’s 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) |
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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. |
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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. |
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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 |
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Civil Asset Management |
Management of built infrastructure in the public domain. |
Asset Management Strategies and Plans. |
Maintain public assets to an agreed standard. |
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Capital Projects |
Design and construct capital works to provide infrastructure and public space. |
Design, construction and project management. |
Provide new or upgraded public assets. |
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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. |
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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. |
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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. |
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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 |
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Natural Areas Management
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Ø Implement priority works under Natural Area Management plans including weeding and bush regeneration works. |
Ø Enhanced river/stream care - water quality Ø Expand bushwalking tracks in core areas
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Ø Green the CBD (extensive tree planting) Ø Increase community involvement in environmental restoration projects. |
Ø Increase community involvement in environmental restoration projects. |
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Roads, Footpaths & Drainage
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Ø Further develop Strategic Asset Management Plan for civil infrastructure Ø Implement priority works under Pedestrian Access Mobility Plan Ø Implement priority works through road restoration and rehabilitation program Ø Commence condition assess of bridges Ø Increase maintenance of stormwater assets Ø Energy efficient street lighting Ø Stormwater re-use strategies – strategy. |
Ø Implement priority works under Pedestrian Access Mobility Plan Ø Implement priority works through road restoration and rehabilitation program Ø Stormwater asset replacement - resulting from asset data capture project Ø Fundamental review. Assess impact of developments on infrastructure e.g. stormwater drainage Ø Incorporate climate/social mitigation and adaptation principles into all infrastructure planning Ø Stormwater re-use strategies – strategy. |
Ø Implement priority works under Pedestrian Access Mobility Plan Ø Implement priority works through road restoration and rehabilitation program Ø Stormwater re-use strategies – strategy
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Ø Implement priority works under Pedestrian Access Mobility Plan Ø Implement priority works through road restoration and rehabilitation program Ø Stormwater re-use strategies – strategy. |
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Ø Bus stop improvements Ø Park and ride – promotions. Ø Improve shared use cycleway connections including Parramatta Valley Cycleway |
Ø Program of sustainable transport initiatives (car share, car pool, travel plans, commuter, cycle events Ø Review parking charges (increase), linked to environment impact Ø Implement aspects of adopted Integrated Transport Plan. |
Ø Implement aspects of adopted City Centre Parking Strategy and Integrated Transport Plan. Ø Continue to implement bike network Ø Western Sydney Light Rail feasibility study Ø Western Sydney and City Centre Ring Roads
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Ø Respond to State Government initiatives Ø Implement aspects of adopted City Centre Parking Strategy and Integrated Transport Plan. |
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Waste & Sustainability Programs
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Ø Management of contracts for collection and processing of kerbside material. Ø Enhance recycling of kerbside cleanup materials. |
Ø Management of contracts for collection and processing of kerbside material. Ø Re-tender waste collection service. |
Ø Management of contracts for collection and processing of kerbside material. Ø Develop and progressively implement waste strategies to ensure waste to landfill is significantly reduced and resource recovery is optimised. Ø Review and update Council’s Waste Avoidance and Resource Recovery Plan.
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Ø Management of contracts for collection and processing of kerbside material. Ø Develop and progressively implement waste strategies to ensure waste to landfill is significantly reduced and resource recovery is optimised. |
Key performance measures
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Resident satisfaction measures |
Target |
Reporting Frequency |
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Percentage of resident satisfaction with the condition of Council managed roads |
50% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with street signage |
70% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with the condition of cycleways |
55% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with the condition of footpaths |
45% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with the condition and maintenance of bus stops |
65% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with Council promotion of sustainable transport |
50% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with Council’s management of bushland under its care and control |
70% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with Council waste collection services |
80% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with the cleanliness of streets, parks and public spaces |
75% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with Council’s management of human impacts on the environment |
50% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with Council efforts to increase recycling |
65% satisfied or very satisfied |
Annual |
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Percentage of resident satisfaction with cleanliness of waterways |
50% satisfied or very satisfied |
Annual |
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Other measures |
Target |
Reporting Frequency |
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Road pavement condition index (PCI) |
6.4 |
Annual |
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Number of metres of new footpath installed |
5,700 metres |
Annual |
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Length of stormwater system with upgraded capacity |
600 metres |
Annual |
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Number of drainage pits with upgraded capacity |
25 |
Annual |
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Number of new pedestrian crossings installed |
5 |
Annual |
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Average response rate (days) to customer requests regarding pollution incidents |
10 |
Quarterly |
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Length of waterways under Council control that are rehabilitated |
18 kilometres |
Annual |
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Percentage rate of diversion of residential waste from landfill |
43% |
Annual |
Community & Neighbourhoods
Council’s services that focus on Community and Neighbourhoods work to:
Ø Improve the social wellbeing of our communities, particularly those most in need
Ø Enhance the capacity of the community and non-government organisations working in Parramatta
Ø Maintain and enhance the community’s actual and perceived safety
Ø Broker partnerships with community and government agencies to maximise services available
Ø Address needs identified in planning documents relating to homelessness and affordable housing
Ø 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
Ø Provide library and information services to develop, support and promote community knowledge and learning opportunities
Ø 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:
Ø Responding to population growth and changing community needs
Ø Health e.g. addressing inequality in health outcomes and increasing demand for mental health services
Ø Improving housing affordability and reducing homelessness
Ø Reducing negative impacts of social inequality on individuals and communities
Ø Increasing both actual and perceived community safety
Ø Promoting social sustainability
Ø Stress on the Not for Profit Sector e.g. capacity building “of the community”
Ø Decreasing funding for community services.
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The key strategic objectives in Parramatta Twenty25 (Parramatta’s Community Strategic Plan) relating to Community and Neighbourhoods are: Ø A society that is healthy and compassionate Ø Neighbourhoods that are liveable and distinctive Ø 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: Ø fulfil Parramatta’s regional responsibilities by providing high level services to western Sydney Ø improve the health of Parramatta’s community by encouraging healthy lifestyles Ø develop a range of education opportunities to meet the needs of Parramatta’s community Ø develop affordable housing and accommodation to meet the needs of Parramatta’s residents Ø improve the quality of life for people who are requiring support Ø assist people to gain employment by providing access to skills development and other support Ø plan for concentrated growth of housing around transport and activity nodes rather than dispersed growth throughout the LGA Ø encourage business to locate and prosper in neighbourhood centres Ø reduce incidence of crime and ensure that Parramatta is perceived as a safe place by day and by night Ø improve the integration of natural and built environments Ø create clean and attractive streets and public places particularly around neighbourhood centres Ø provide local opportunities for recreation, leisure and sport Ø create a strong sense of neighbourhood identity Ø acknowledge and respect the Aboriginal community as the traditional custodians of Parramatta Ø protect and celebrate Parramatta’s rich multi-layered built and cultural heritage Ø support and promote community groups which create community interaction and cohesion. |
Council’s 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) |
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Children & Family Services |
Children & Family Services (child care services & facilities) |
Ø Provide facilities, staff & support to implement Children’s Services programs for the benefit of families & children. |
Ø High quality early learning services. |
Ø Children cared for in safe and supportive environments. Ø Early learning and development results in children with a firm basis for success in life. |
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Arts & Culture
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Arts Facilities and Cultural Programs |
Ø Manage and facilitate the provision of quality and accessible arts facilities and cultural programs for the City. |
Ø Providing Parramatta Artist Studios and coordinating Arts policy and programs Ø Providing affordable and accessible opportunities for production, presentation and participation in arts and culture. |
Ø To promote the City as a creative and vibrant place Ø To emphasise and challenge experiences of the historical and contemporary cultural heritage of the City. |
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|
|
Riverside Theatres and Connection Studios |
Ø Manage, co-ordinate and transact the business and administrative requirements of Riverside’s venue hire and performance venture activities. |
Ø Providing a diverse theatre program Ø Supporting development of new cultural products Ø Supporting professional development of artists Ø Providing a venue for community events. |
Ø To promote the City as a creative and vibrant place. Ø To develop awareness and understanding of Parramatta’s cultural heritage and identity. Ø To provide social, cultural and leisure benefits to individuals and communities. |
|
||
|
Community, Youth & Seniors’ Services |
Home support & community services (aged & disability services) |
Ø 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. |
Ø Social support Ø Health promotion Ø Lawn mowing Ø Support to carers Ø Low cost nutritional meals. |
Ø Improve the quality of life for older people and those with disabilities and enable them to remain in their homes. |
|
|
| Community Capacity Building |
Ø Build capacity of individual residents and their communities to actively engage and self advocate. Ø Work with Council, communities and the third sector to act as a catalyst for positive social change to build strong sustainable communities. |
Ø Deliver community events Ø Administer Community grants program Ø Attract external grants for social support/inclusion to Parramatta agencies Ø Active community groups supporting social service/inclusion in Parramatta. |
Ø Community members as positive participants and leaders in building and implementing community goals locally. Ø Community organisations which are strong and strategically focussed to understand and meet local community need. |
|
||
| Community Safety & Crime Prevention |
Ø Development and implementation of crime community crime prevention strategies. |
Ø Crime prevention measures including CCTV, CPTED and liaison with Police |
Ø Improved perception of safety in our City |
|
||
|
Parks & Open Space |
Open Space Management |
Ø Plan for the efficient management and enhancement of Council’s open space and recreation areas. |
Ø Implement Asset Management Strategies and Plans to construct and maintain open space assets. |
Ø Maximise the wide range of individual and community benefits derived from Council’s open space assets. |
|
|
| Parks Maintenance |
Ø Maintain and improve Council’s open space and recreation areas. |
Ø Contract and in-house parks maintenance including mowing, gardens and nursery. |
Ø Well maintained and safe parks and reserves. |
|
||
|
Library Services |
Library Services |
Ø Deliver quality Library services that respond to the communities needs for information, learning and leisure. |
Ø Providing libraries and maintaining library collections Ø Provide access to technology and to recreational and educational programs for the community. |
Ø 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 |
Ø Provide access to a range of quality community recreation and leisure facilities that meet the needs of the community Ø Provide management, development and support for a range of recreation programs. |
Ø Management of Granville and Parramatta Pools, Granville Youth and Community Recreation Centre, Woodville Golf Course and Council’s tennis facilities and associated recreation programs. |
Ø Socio-economic benefits, enhanced life skills and improved levels of physical fitness and health. Ø 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 |
Ø Develop and implement the NSW Early Learning Years Framework (ELYF) across Council’s Early Learning Centres |
Ø Develop and implement the NSW Early Learning Years Framework (ELYF) across Council’s Early Learning Centres
|
Ø Implement the Education and Care Services National Regulations across the Early Learning Centres.
|
Ø Develop an Implementation Plan for the next stage of the Education and Care Services National Regulations across the Early Learning Centres. |
|
Arts & Culture
|
Ø Establish professional ongoing performance production unit for Riverside Theatres Ø Negotiate new funding arrangement with State & Federal Governments for Riverside Theatres Ø Clarification and development of a gallery Ø Implement the Parramatta Cultural Trust Ø Facilitate the development of arts/business relationships – creative enterprise broker. Ø Negotiate new funding arrangement with State & Federal Governments for Parramatta Artists Studios Ø Review Arts Facilities and Cultural Places framework
|
Ø Promote cultural and creative industries Ø Review Arts Facilities and Cultural Places framework Ø Develop both short and long term development plans to enhance Riverside Theatres complex Ø Develop a mini-festival at Riverside Theatres Ø Facilitate expanded arts precinct and confirm Councils role in the development and future operations of the Old Kings School precinct Ø Negotiate new lease for Parramatta Artists Studios or relocate to Old Kings School |
Ø Develop promotional signage for Riverside throughout Parramatta City Centre Ø Refurbish Riverside foyers Ø Seek funding for development of Riverside Theatres. Ø Seek funding for Parramatta Artists Studios Ø Seek ongoing commitment for the Creative Broker position and for Pop Up Parramatta Ø Facilitate expanded cultural precinct and confirm Council’s role in the development and future operations of the Old Kings School precinct
|
Ø Make Riverside technology best practice in performance. Ø Facilitate expanded cultural precinct and confirm Councils role in the development and future operations of the Old Kings School precinct Ø Promote cultural and creative industries
|
|
Community, Youth & Seniors’ Services
|
Ø Resource and support the Parramatta Homelessness Interagency to develop its five year strategic plan to reduce homelessness in Parramatta Ø Social Enterprise identification and development Ø Community sector engagement and skill building Ø Establish baseline Social Wellbeing measure for Parramatta Ø Policy development around health and wellbeing, physical activity Ø Develop integrated CCTV Strategy and Policy Ø Develop LGA Crime Prevention Plan Ø Develop Sex Services Premises - Enforcement policy, standard operating procedures, Lobby State Govt for Legislative Change Ø Not for Profit Governance and Management Support Ø State of the community sector social research. Ø Access to Community Facilities (links to Strategic Asset Management) |
Ø Support the implementation of the Parramatta Homelessness Interagency’s Strategic Plan Ø Social Enterprise identification and development Ø Community sector engagement and skill building Ø Establish baseline Social Wellbeing measure for Parramatta Ø Implement policy around health and wellbeing, physical activity Ø Implement integrated CCTV Strategy and Policy 2010 Ø Implement LGA Crime Prevention Plan Ø Not for Profit Governance and Management Support Ø Social Networking Pilot - integrating disadvantaged people into valued activities. Ø Access to Community Facilities (links to Strategic Asset Management) Ø Expansion of programs to support young adults - HSC and Social and Health and Community Engagement Ø Programs to reach CALD communities - outreach and in partnership with community partners NGO's. Ø Expansion of over 50's Leisure and Learning Service across Parramatta.
|
Ø Support the implementation of the Parramatta Homelessness Interagency’s Strategic Plan Ø Social Enterprise identification and development Ø Community sector engagement and skill building Ø Implement ongoing measurement against baseline social well being measure for Parramatta Ø Implement integrated CCTV Strategy and Policy 2010 Ø Implement LGA Crime Prevention Plan Ø Social Networking Pilot - integrating disadvantaged people into valued activities. Ø Access to Community Facilities (links to Strategic Asset Management) Ø Expansion of over 50's Leisure and Learning Service across Parramatta. Ø Expansion of programs to support young adults - HSC and Social and Health and Community Engagement Ø Expanding Exhibition and public program / education programs to engage diverse communities, particularly those who are hidden. |
Ø Support the implementation of the Parramatta Homelessness Interagency’s Strategic Plan Ø Social Enterprise identification and development Ø Community sector engagement and skill building Ø Implement ongoing measurement against baseline social well being measure for Parramatta Ø Implement integrated CCTV Strategy and Policy 2010 Ø Implement LGA Crime Prevention Plan. Ø Expansion of over 50's Leisure and Learning Service across Parramatta. Ø Expansion of programs to support young adults - HSC and Social and Health and Community Engagement Ø Expanding Exhibition and public program / education programs to engage diverse communities, particularly those who are hidden. Ø Access to Community Facilities (links to Strategic Asset Management) |
|
Parks & Open Space |
Ø CBD park upgrades
|
Ø Stormwater re-use to irrigate ovals Ø Development of an additional playing field in the LGA
|
Ø CBD park upgrades Ø Stormwater re-use to irrigate ovals |
Ø CBD park upgrades Ø Development of a district park Ø Stormwater re-use to irrigate ovals. |
|
Library Services
|
Ø Develop major web presence for the Library Ø Development of community literacy project - Paint Parra Read.
|
Ø Develop and implement 24/7 reference service and major web presence for library Ø Develop flexible service delivery model for Library Ø Library collection development focussed on ebooks and eresources Ø Provide online access to collections Ø Implement new technology for visitors experience - pod casts tours Ø Renovation of branch libraries to create environmentally sustainable welcoming community spaces Ø Development of community literacy project - Paint Parra Read |
Ø Develop and implement new Library management system Ø Provide online access to collections Ø Programs to reach CALD communities - outreach and in partnership with community partners NGO's Ø Renovation of branch libraries to create environmentally sustainable welcoming community spaces
|
Ø Provide online access to collections Ø Programs to reach CALD communities - outreach and in partnership with community partners NGO's Ø Renovation of branch libraries to create environmentally sustainable welcoming community spaces |
|
Recreation Facilities & Programs
|
Ø Facilities audit mapped against / to recreation guidelines linking to transport Ø Accessibility of facilities e.g. public halls, community centres, sports grounds and programs. |
Ø Technology enhancements to facilities to allow online, cashless booking Ø Increased non-structured recreational facilities within parks Ø Enhancements to Woodville Golf Course Ø Facilities audit mapped against / to recreation guidelines linking to transport Ø Accessibility of facilities e.g. public halls, community centres, sports grounds and programs. Ø Refurbishment of Parramatta Town Hall roof |
Ø Facilities to allow online, cashless booking – further development & enhancement of systems Ø Advocate for accessible facilities e.g. gyms Ø Feasibility study indoor sports centre Ø Aquatic dome to assist in the development of Swim School / L2S Ø Refurbishment of Parramatta Town Hall roof Ø Review of the Sport and Recreation Plan Ø Refurbishment and upgrade of tennis courts at Caroline Chisholm
|
Ø Audit and delivery of a Tennis Facility Strategy Ø Feasibility study indoor sports centre Ø 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 Council’s libraries |
804,300 |
Annual |
|
Number of visits to Council’s 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
Council’s services that focus on Economy and Development work to:
Ø Support, develop and promote opportunities for sustainable business growth and improvement
Ø Attract visitors to Parramatta
Ø Improve the way Parramatta looks and works by enhancing public spaces and regenerating the City Centre and neighbourhood centres
Ø Express and promote the City’s identity by organising events and festivals that engage and reflect the entire Parramatta community
Ø Know, value and care for the City’s rich cultural heritage
Ø Maintain and improve the safety and amenity of Council residents, community and the environment by appropriately enforcing the relevant Acts and Regulations
Ø Effectively and equitably regulate the development and use of land.
Ø Promote quality urban design and sustainable land use management within the Parramatta Local Government Area.
Key Challenges for the next 5 years:
Ø Promote employment growth
Ø Harnessing the opportunities of human capital/knowledge based employment
Ø Target industry/employers to locate to Parramatta
Ø Protection of employment lands to ensure sustainable growth
Ø Creating a city with positive amenity/culture/buzz and target younger workers
Ø Redevelopment of key council owned lands including Civic Place
Ø Identifying appropriate lands for targeted industries
Ø Managing population growth and identifying appropriate land for new sustainable development
Ø Address the negative safety perceptions of Parramatta
Ø Developing and marketing the City's brand (how residents, workers and visitors identify with the city).
Ø Creating a city that is resilient to climate extreme
Ø Developing a green economy within the City
Ø Ensuring that services meet the needs of a diverse community, considering the issue of affordable housing and homelessness
Ø Seeking state and federal government support for key transport and infrastructure needs
Ø Responding to increasing incidence of unauthorised building and development works
Ø Increase market share for certification services
Ø Continue to improve the efficiency of development assessment services
Ø Responding to new planning system and related legislative changes
|
The key strategic objectives in Parramatta Twenty25 (Parramatta’s Community Strategic Plan) related to Economy & Development are: Ø Businesses that are dynamic, prosperous and socially responsible Ø 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: Ø plan for and promote the clustering of specific business and industry sectors in commercially appropriate locations Ø ensure that business is supported through education, training and research Ø develop and promote Parramatta as THE place to visit Ø encourage ethical businesses which act responsibly towards the community and natural environment Ø fulfil Parramatta’s regional responsibilities by providing high level cultural facilities to western Sydney Ø develop a range of creative industries and opportunities for artistic expression Ø provide an exciting and engaging range of events and entertainment opportunities Ø develop Parramatta as a leading City for research and development and technological innovation. Ø deliver profitable property and development projects |
Council’s 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 |
Ø Implement state, regional and local planning policies. |
Ø Provide advice to Council and stakeholders in all aspects of the DA process Ø Provide pre-lodgement information Ø Assess and determine DAs Ø Provide support to Council in appeals. |
Ø Guide and facilitate development. |
|
Planning Certificates |
Ø Provide statutory information for property owners and purchasers |
Ø S149 (Planning Certificates) |
Ø Provide accurate & timely property data |
|
|
Certification |
Ø Undertake development certification services |
Ø Construction Certificates Ø Occupation Certificates |
Ø Development which complies with community standards |
|
|
Traffic Facilities Management |
Ø To promote road safety and awareness, and promote a more efficient traffic network. |
Ø Traffic infrastructure works to manage the safety, speed and efficiency of traffic. Administration of Parramatta Traffic Committee and Traffic Engineers Advisory Committee. |
Ø Safer, more efficient road network in Parramatta. |
|
|
City Strategy & Place Services
|
City Strategy
Place Services
Transport Planning |
Ø Undertake and integrate strategic research, analysis and planning across social, environmental and economic areas Ø Co-ordinate opportunities / risks affecting 2025 outcomes. Ø Corporate planning and business improvement. Ø Review and benchmark services across the organisation Ø Ensure Council meets integrated/City Strategy planning requirements Ø Prepare policies, strategies, promoting and lobbying for more sustainable transport. |
Ø Research and analysis, strategic advice, initiate and develop innovative projects and manage strategic partnerships. Ø Integrate this activity across environmental, social, & economic areas, with a focus on making it work in places Ø Provide advice and analysis of Place based issues Ø Service level agreements and Project briefs (with partners) Ø Simplified business/service planning cycle, approach and support Ø Develop and agree a methodology for services review Ø Initiate the services review process Ø Engage Leadership Team and Councillors in planning process Ø Policies, strategies and plans relating to sustainable transport Ø Research and lobby State and Federal governments. |
Ø To ensure Parramatta City Council is a leader in the industry. Ø To provide comprehensive, timely and strategic information to decision makers Ø To prepare the Council for the challenges of the future Ø To foster innovation and creative problem solving Ø Integration of the “triple bottom line” into all Council business (and to the benefit of the community). Ø Improve management of the business Ø Improvements in efficiency, cost effectiveness or customer service of everything we do Ø Ensure Council is an industry leader. Ø Higher awareness of sustainable transport in Parramatta and recognition of Parramatta’s transport needs in State Government. |
|
Regulatory Services |
Community Law and Education |
Ø Parking patrols and program to provide vehicle turn over in CBD and public safety & enforce legislation. |
Ø Parking monitoring and enforcement through patrols and programs; school zones and mobility parking Ø Monitor animal control through registration, education and enforcement of legislation Ø Promote and educate the public on local laws enforcement of public areas. |
Ø Provide safe and orderly parking and enforcement that is fair and equitable Ø Promote a safe community through enforce of local laws Ø To protect the public and animal welfare by providing animal registration and enforcement. |
|
Environmental Health & Protection |
Ø Enforce and regulate relevant legislation relating to health, environment, development, construction and fire safety. |
Ø Monitor regulated premises through inspection programs. Ø Provide education, advice and enforcement of Health, Environment, Planning and related legislation. |
Ø To promote public safety, health and environmental standards Ø To protect and enhance the natural and built environment. |
|
|
Town Planning & Urban Design
|
Land Use Planning & S94 Management |
Ø Provide land use planning service for Council. |
Ø Create and amend LEPs, DCPs and other land use policy instruments Ø Consider and process applications for rezoning Ø Administer S94 and Heritage management and planning. |
Ø Control and guide development in a manner that is sustainable and consistent with both local and regional urban policy. |
|
Urban Design Services |
Ø Provide advice and input into development assessment, public domain plans/works and policy formulation relating to urban development. |
Ø Urban design advice on significant DAs Ø Advice and input to assist with the formulation of planning controls and guidelines Ø Administration and monitoring of design competitions Ø Advice and input into Council owned land development projects and guidelines. |
Ø Improvement of the urban landscape. |
|
|
Property Development |
Property Development
|
Ø Develop Council’s property portfolio |
Ø Development of a property portfolio to deliver commercial returns. |
Ø Increase PCC’s 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 |
Ø Deliver Civic Place consistent with Master Plan and Project Development Agreement. Ø Successfully change manage the move to Civic Place facilities. |
Ø Acquire Darcy Street properties. Ø Manage investment and property portfolio. Ø Design and change manage the move Ø Integrate workplace culture needs and service goals into our new Civic Place environment. |
Ø New community and Council facilities including public open space as well as commercial, retails and residential space Ø Stimulated economic activity and improved social and environmental outcomes. Ø More efficient services. |
|
|
Tourism & Events |
Cultural Heritage & Visitor Information (PHVIC) &Tourism Development |
Ø Promote engagement with Parramatta's unique identity and its cultural heritage, both historic and contemporary. Ø Develop and promote Parramatta as a destination for visitors. |
Ø Providing a range of heritage services and resources to various audiences. Ø Understanding the visitor market and their needs, recognising and promoting opportunities for enhanced visitor experiences. |
Ø Develop awareness and understanding of Parramatta’s cultural heritage and identity. Ø Increase visitor numbers to the city and enhance quality visitor experiences. |
|
Major Events |
Ø Provide a program of high quality, sustainable major and community events. |
Ø Directly producing events, and attracting events to Parramatta. |
Ø Position Parramatta as a creative and dynamic destination. Ø 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
|
Ø Technological enhancements. Introduction of on line planning tool. Development controls / standards. Self assessment Ø Capability of planners to assess applications for development in timely manner to encourage development and coherent of targets. Skills assessment. Resource allocation. |
Ø 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 Ø Revise business practices/procedures arising from technology enhancements.
|
Ø Review implementation of e-planning tools and explore further technology enhancements Ø Review impacts on technology on business processes and resource allocation and training/skills of planners. Ø Respond to changes to planning legislation and review operations of business unit. Ø Seek external Quality Assurance Accreditation of business processes.
|
Ø Review implementation of e-planning tools and explore further technology enhancements Ø Review impacts on technology on business processes and resource allocation and training/skills of planners. Ø Respond to changes to planning legislation and review operations of business unit.
|
|
City Strategy & Place Services
|
Ø Embed new reporting framework including year 1 of 4 year Delivery Program and Annual Report 2009-10 Ø Develop 2011-12 Operational Plan Ø Implement Service Review Ø Wireless City Ø Infuse TBL into core business Ø Implement the Environmental (Integrated Water) Improvement Program Ø Review and update Council’s Biodiversity Plan Ø Develop Homelessness Policy and Implementation Plan Ø Implement Affordable Housing Actions – year 1 – 2 Ø Manage strategic health and housing partnerships and projects Ø Undertake a series of activities to promote the city Ø Provide strategic information to business community and analysis changes in economic development – Biz Facts etc Ø Implement Town and Neighbourhood Centre Improvements Ø Coordinate planning for key city sites such as Horwood Place and Riverbank Ø Implement City Infrastructure Program including upgrades to Church Street North Parramatta Ø Reform Places Services with an operational and strategic role
|
Ø Develop 2012-13 Operational Plan Ø Plan for review of Community Strategic Plan Ø Review and update Council’s Climate Action Plan Ø Prepare and implement the Parramatta Estuary Management Plan Ø Homelessness Implementation Plan – year 1 Ø Implement Affordable Housing Actions year 2 – 3 Ø Manage strategic health and housing partnerships and projects Ø Undertake a series of activities to promote the city Ø Develop a business Tourism Strategy Ø Provide strategic information to business community and analysis changes in economic development – Biz Facts etc Ø Implement Town and Neighbourhood Centre Improvements Ø Coordinate planning for key city sites Ø Implement City Infrastructure Program Ø Planning relocation to Civic Place and Operations Centre Ø Imbed process improvement changes
|
Ø Review Community Strategic Plan Ø Review Delivery Program Ø Develop 2013-14 Operational Plan Ø Homelessness Implementation Plan – year 2 Ø Implement Affordable Housing Actions year 3 – 4 Ø Manage strategic health and housing partnerships and projects Ø Undertake a series of activities to promote the city Ø Implement Town and Neighbourhood Centre Improvements Ø Coordinate planning for key city sites Ø Implement City Infrastructure Program Ø Planning relocation to Civic Place and Operations Centre
|
Ø Develop 2014-15 operational plan Ø Review and update the Parramatta River Foreshore Plan Ø Review and update Council’s Environmental Policy and Targets. Ø Homelessness Implementation Plan – year 3 Ø Implement Affordable Housing Actions year 4 – 5 Ø Manage and Review strategic health and housing partnerships and projects Ø Undertake a series of activities to promote the city Ø Implement Town and Neighbourhood Centre Improvements Ø Coordinate planning for key city sites Ø Implement City Infrastructure Program Ø Relocation to Civic Place and Operations Centre
|
|
Regulatory Services
|
Ø Increase food/regulated inspection program to meet demands and food (agreement) act Ø Market and brand field staff and vehicles fit for purpose. |
Ø Increase food/regulated inspection program to meet demands and food (agreement) act. Ø Implement parking monitoring programs for all areas and business centres Ø Provide a micro chipping animal service for Parramatta residents Ø Review, trial and evaluate mobile technology for use by field staff |
Ø Increase food/regulated inspection program to meet demands and food (agreement) act. Ø Increase return rates of animals Ø Implement mobile technology for staff Ø Commence review of Enforcement Policies Ø Provide for on-line booking systems for PCA
|
Ø Increase food/regulated inspection program to meet demands and food (agreement) act. Ø Increase return rates of animals Ø Review the operation of the parking Review Panel
|
|
Town Planning & Urban Design
|
Ø Develop public domain guidelines Ø Joint study of Epping planning controls with Hornsby Council Ø Review design competition guidelines. Ø Prepare amended S94A developer contributions plan. Ø Public exhibition of new draft LEP & DCP |
Ø Complete review of heritage list & prepare LEP amendment Ø Finalise LEP and commence consolidation with city centre LEP & DCP, together with review of City Centre controls Ø Develop planning controls for the River Road West/Rosehill precinct Ø Finalise Parramatta Public Domain Guidelines for City Centre and local streets Ø Prepare and exhibit Westmead Precinct Planning Strategy Ø Prepare urban design analysis and planning controls for the auto alley precinct Ø Commence review of land acquisition reservations Ø Develop project for designing City Centre Public Domain Upgrades as per Civic Improvement Plan Ø Develop Lanes Activation Projects for City Centre
|
Ø Finalise LEP amendment in response to Heritage Review Ø Finalise consolidation of City Centre LEP & DCP and wider LEP & DCP Ø Develop Public Domain Guidelines for Centres Ø Finalise Westmead LEP amendments Ø Finalise LEP/DCP Amendments for River Road West/Rosehill Precinct Ø Finalise LEP amendments for review of land acquisition reservations Ø Develop Parramatta Public Domain Guidelines for City Centre Ø Commence house keeping amendments relating to new LEP Ø Finalise project for Designing City Centre Public Domain Upgrades Ø Develop Lanes Activation Projects for City Centre
|
Ø Review of Planning controls for the Woodville Road precinct Ø Review and updates to LEP & DCP
|
|
Property Development
|
Ø Develop versatile buildings Ø Continue the commercialisation of Council’s redundant lands through the LEP process Ø Consolidate and develop sites. |
Ø Develop sites owned by Council Ø Develop versatile buildings Ø Design partner 2nd major project Ø Continue the commercialisation of Council’s redundant lands through the LEP process Ø Consolidate and develop sites. |
Ø Develop versatile buildings Ø Develop hubs Ø Market hubs Ø Invest in high yield investments Ø Start 2nd major project and investigate 3rd major project Ø Continue the commercialisation of Council’s redundant lands through the LEP process Ø Consolidate and develop sites. |
Ø Start 3rd major project. |
|
Tourism & Events
|
Ø Develop a festival of international significance for Parramatta Ø Focus on marketing Parramatta as a centre for innovation Ø Engage resources for tourism development and management Ø Develop local tourism product Ø Develop a leisure brand for the City |
Ø Activate the river foreshore Ø Develop strategy to position Parramatta as an events destination Ø Engage resources for tourism development and management Ø Develop local tourism product Ø Develop a leisure brand for the City Ø Implement priority actions from the Visitation Strategy |
Ø Engage resources for tourism development and management Ø Develop local tourism product Ø Develop a leisure brand for the City Ø Implement priority actions from the Visitation Strategy Ø Attract major events to Parramatta |
Ø Develop Local Tourism Product Ø Implement priority actions from the Visitation Strategy Ø 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
Council’s services that focus on Governance and Corporate work to:
Ø Maintain the highest level of good governance, teamwork, probity, openness, accountability, timeliness and compliance with legislation
Ø Develop strategies which are relevant to Council’s partners and the community and set priorities for organisational focus and action
Ø Ensure Council services and projects reflect the needs of our community and partners are implemented according to adopted strategies
Ø Ensure Council finances and assets are strategically planned and managed to secure Council’s long term future
Ø 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:
Ø Future Pathways - 2025 Integrated Planning, Services Review continuous improvement
Ø Change Government - Open Government
Ø Technology
Ø Financial Sustainability
Ø Changing workforce
Ø Industry Leader - Best Practice
Ø Population Need - Customer Service
Ø Building leadership capability to deliver at all levels
Ø Cultural change
Ø Implementing IT solutions which minimise the need for HR operations and advice.
Ø New Operations Centre
Ø Strategic Management of assets to ensure acceptable service standards
|
The key strategic objectives are: Ø An organisation that plans its future, improves systems and processes, measures its success and compares its performance to others Ø Responsive and best practice management of Council’s finances, risk, procurement and assets Ø Build a high performance culture and Become an Employer of Choice Ø A well governed and led organisation that is service and community focussed and communicates effectively. |
Strategies to deliver these objectives include: Ø Stabilise the business financially Ø Improve technology to support business effectiveness Ø Champion innovation and continuous improvement Ø Demonstrate leadership in sustainability (triple bottom line) Ø Improve stakeholder relationship management Ø Embed a customer service culture internally and externally Ø Introduce a robust performance management system Ø Continue leadership development at all levels Ø Simplify ER/IR systems so managers can manage Ø Benchmark/market test all services to ensure value for money is being achieved Ø Implement HR Best Practice IT solutions Ø Implement the Strategic Asset Management Plan. Ø Sound governance process |
Council’s 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 |
Ø Provide Executive Management functions in Council |
Ø Effective leadership and management of the organisation |
Ø To be a well governed and customer focussed organisation that provides leadership within the community |
|
|
Governance, Quality & Corporate Performance |
Ø Provide support to the organisation in developing & maintaining high standards of corporate governance |
Ø Develop and implement corporate governance policies, procedures, systems and performance standards |
Ø 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 |
||
|
Ø Review & manage the Council’s integrated planning and reporting processes |
Ø Develop and monitor planning & reporting processes that meet organisational and statutory requirements |
Ø To achieve and be accountable for the best use of available resources in delivering the services required by the community |
|||
|
Ø Manage the development, implementation and ongoing effectiveness of Council’s business improvement and quality program |
Ø Develop and implement a continuous business improvement and quality process |
Ø To ensure that community and organisational services are delivered in the most efficient & effective manner |
|||
|
Audit & Legal |
Ø Ensure compliance with legislation and code of conduct around corruption prevention |
Ø Develop a Corruption Resistance Plan |
|
||
|
Councillor Support |
Ø Support Councillors to fulfil their roles and responsibilities Ø Manage Councillor Support Functions. |
Ø 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 |
Ø Provision of financial management, procurement, risk management and insurance management services and advice. |
Ø Budgeting, internal and external financial reporting, taxation compliance, investments and loans management Ø Rates management, accounts payable and receivable Ø Procurement including purchase order processing and tender management Ø Insurance claims and policy management Ø Risk management education, policy and practices. |
Ø To provide the financial information and advice to support organisational decision making Ø To fulfil statutory financial reporting and tax requirements Ø To ensure Council’s creditors are paid in an accurate and timely manner Ø To ensure that revenue due to Council is collected in an accurate and timely manner Ø To procure goods and services that are suitable for purpose and at the best possible price Ø To minimise risk to Council by having adequate insurances and risk management policies and practices in place. |
|
|
Ø More effective budgeting and financial management processes |
Ø Simplify and shorten the budget process Ø Introduce clear Finance measures in business planning (KPIs) Ø Simple bottom line agreed |
|
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|
Ø Whole of life costing and business risk analysis for all new business initiatives and service changes |
Ø Establish the guidelines and toolkit for whole of life costing and business risk Ø Implement a targeted education program for managers Ø Audit the effectiveness of whole of life costing and business risk guidelines and processes |
|
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|
Ø Prepare and implement a Long Term Financial Position Plan (LTFP) |
Ø Develop a credible 10 year Financial baseline and success model Ø Implement the LTFP Ø Connect the LTFP to Strategic Asset Management Plan and Council’s Community Plan (2025) |
|
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|
Ø Develop a risk management policy, procedures and assessment tools |
Ø Implement risk management policy, including establishment of an Enterprise Risk Management Committee |
|
|||
|
Ø Conduct risk assessments organisation wide |
Ø Continue to refine initial risk estimates for high level risks |
|
|||
|
Ø Risk analysis results in all business plans and projects |
Ø Incorporate a risk analysis section into all business and project plans. Provide training as required |
|
|||
|
Ø Review and implement a Business Continuity Framework (BCF) |
Ø Review existing documentation Ø Implement process of bring existing documentation up to date in consultation with business units. Ø Develop a policy, procedural framework and guidelines for BCF (Develop training package) |
|
|||
|
Ø Develop a procurement plan and procedures |
Ø Develop a procurement manual for Councillors to provide guidance on roles and responsibilities Ø Improve skill sets of those with procurement responsibilities |
|
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|
Ø Improved contract management and performance |
Ø Develop a contract register and expiry and review schedules Ø Continue to improve the standard conditions of contract and contract management manual Ø Training in contract management for key managers Ø Performance criteria built into all contracts Ø Monitor contract performance (including spot audits) |
|
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|
Human Resources Management |
Human resources and payroll |
Ø To provide the HR strategies, policies and services and build the managerial capability necessary to enable the PCC Delivery Plan |
Ø HR Strategy 2012 which will deliver PCC goals (rolling two-year reviews) Ø Best practice policies that managers understand and can action (move towards Manager HR Tool Kit) Ø Efficient/effective OHS claims management - premium reduction Ø Workplace audits and injury prevention Ø L&D solutions that meets cultural, technical and business needs Ø Enterprise bargaining and award negotiations (simplify) Ø Performance management framework including reward linkages Ø Cultural change - embed Guiding Principles at all levels Ø Improved Management capability to operate without HR operational advice Ø Reporting systems and frameworks that meet audience needs |
Ø Safe and healthy workplace - fair compensation to those injured Ø L&D solutions that drive business outcomes Ø Growth in leadership capability and succession Ø Attraction and retention of the best people Ø Reduction of HR cost Ø High performance culture and EOC brand Ø To ensure Council’s staff are paid in an accurate and timely manner
|
|
|
Ø Review, develop and Implement a new Strategic HR Plan for 2009-2017 |
Ø Develop an agreed strategy that addresses Council’s emerging issues around skills shortages Ø Research and develop a simple workforce plan Ø Review current plan and finalise new plan Ø Implement Plan |
|
|||
|
Ø Complete Council’s Enterprise Agreement |
Ø Scope and agree the organisations needs Ø Implement the project plan to deliver Collective Agreement Ø Development of a new salary system Ø Implement the Enterprise Agreement outcomes |
|
|||
|
Ø Develop a corporate social responsibility framework for Council staff |
Ø Develop a framework and plan for corporate social responsibility |
|
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|
Ø Develop and support managers to provide effective leadership and management (refer to 2.2.2 revised Organisational Culture Program) |
Ø Scope and deliver a foundation managers course for new managers Ø Develop an appropriately tailored Parramanagers program for level 2, 3 and 4 managers including a mentoring program |
|
|||
|
Ø Continue to develop the leadership and management capability of the organisation |
Ø Evaluate the Organisational Culture Program Ø Initiate revised Organisational Culture Program Ø Continue to deliver the Leadership Development Program |
|
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|
Information Communication & Technology
|
Information Technology and Geographic Information Systems |
Ø Provide IT and GIS services to Council. |
Ø Problem resolution of IT issues Ø Provision of GIS and IT support services Ø Aligning and updating technologies to suit PCC business needs |
Ø To ensure business continuity Ø To assist in enhancing business services within PCC. |
|
|
Ø Increase accessibility and availability of geo-spatial information |
Ø Geo-spatial information system (GIS) centre to be available on all desktops |
|
|||
|
Ø Target technology investments to improve efficiency |
Ø 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 Ø Implement replacement Council Online system Ø Implement online: Service Request lodgement, job application, rates payment, & property certificate requests Ø Review and better integrate Council’s asset applications in order to support both the Strategic Plan and the Strategic Asset Management Plan. |
|
|
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|
Customer Relations & Communication
|
Customer contact centre, research & consultation, website & business information services |
Ø 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 Ø Create and maintain Parramatta City Council website and various project websites. Manage Council's business records Ø Implement Information Management ‘Roadmap’. |
Ø Advice, referrals, products and services Ø Records management Ø PCC Website Ø Informed decision making, data research (findings, analysis & reporting) Ø Prepare Records Management Plan Ø Review and enhance knowledge management across the organisation Ø Implement a more effective and comprehensive Intranet Ø Develop options for utilising Wi-Fi in Parramatta |
Ø Complete satisfaction – first time, every time Ø Easy & quick access to accurate records Ø Informed decision making Ø Accurate, easy to find information about Council services. |
|
|
|
Communications and Marketing
|
Ø Improved communication internally and externally Ø Inform the community about Council events, services and programs Ø Ensure consistent and high quality messaging and branding to promote Parramatta Council and the City Ø Comply with legislative reporting requirements |
Ø Improved mechanism for effectively communicating with our internal and external stakeholders Ø Implement the External Communication, Brand and Marketing Plan, including clarification of roles and responsibilities Ø Produce the Annual Report |
Ø Review and redevelop Internal Communications Plan Ø Implement the revised Internal Communications Plan Ø Develop a branding blueprint for the city of Parramatta |
|
|
Strategic Asset and Property Management
|
Strategic Asset Management
|
Ø Manage Council’s assets strategically
|
Ø Develop a strategic asset management plan and policy
|
Ø Continue to develop Core Strategic Asset Management Plan Ø Complete paper and Business Case
|
|
|
Ø Investigate and implement new models of community use of facilities. |
Ø Research and complete draft policy. |
|
|
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|
Ø Increase environmental sustainability of Council’s assets. |
Ø Review vision and planning for sustainability Ø Establish regular monitoring and reporting program for resource use Ø Retrofit assets to reduce use of resources Ø Implement revised waste system across all assets Ø Engage staff in reducing environmental footprint Ø Reduce car fleet kilometres travelled and fuel use Ø Establish sustainability standards for all new Council developments. |
|
|
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|
Ø Establish systems to reduce environmental risk. |
Ø Plan for climate change adaptation Ø Improve erosion, spill control and clean-up controls and procedures Ø Involve and train staff in environmental risk management. |
|
|
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Key Actions for Council 2010-14
|
Service Area |
2010-11 |
2011-12 |
2012-13 |
2013-14 |
|
Corporate, Governance & Councillor Services
|
Ø Development and implement top 10 strategic priorities. Ø Review & redevelop internal communications plan |
Ø Councillor elections Ø Develop and implement top 10 strategic priorities Ø Review Code of Conduct Ø Implement policy review program. |
Ø Develop and implement top 10 strategic priorities Ø Implement policy review program Ø Implement revised IPR framework Ø Develop Councillor induction program Ø Implement Compliance Plan |
Ø Develop and implement top 10 strategic priorities Ø Implement policy review program Ø Implement Compliance Plan |
|
Finance Management
|
Ø Implement long term financial plan and gap closing strategies Ø Budget 2011-12 Ø Monthly reporting Ø Quarterly Reviews Ø Rollout of new financial IT systems. |
Ø Implement long term financial plan and gap closing strategies Ø Budget 2012-13 Ø Monthly reporting Ø Quarterly Reviews Ø Further development and value add from new IT systems Ø Implement Service Review improvements Ø Implement improvements to management reporting. |
Ø Review, update and implement long term financial plan and gap closing strategies Ø Budget 2013-14 Ø Monthly reporting Ø Quarterly Reviews. |
Ø Review, update and implement long term financial plan and gap closing strategies Ø Budget 2014-15 Ø Monthly reporting Ø Quarterly Reviews. |
|
Human Resources Management
|
Ø Develop 2010-12 HR strategic plan Ø Restructure HR service unit to deliver against plan Ø Rethink current consultative arrangements - simply Ø First stage of HR automation (SITSR) - plan for balance Ø Performance management system across PCC Ø Embed Guiding Principles at all levels Ø Start systemic review of policies and processes (including candidates for automation) Ø Benchmark HR services across Sydney councils - alternate service delivery options Ø Build managerial capability to operate with less HR operational support. |
Ø Develop 2011-13 HR Strategic Plan Ø Continue leadership development (Good to Great) Ø Introduce talent management and succession strategy - "future leaders" Ø Implement more online learning solutions Ø New service delivery models (e.g. L&D) and achieve service delivery economies with other Sydney councils Ø Provide more in-house training (e.g. Train the Trainer accreditation for technical training) Ø Automate more HR processes Ø Consolidate/improve performance management - lift focus on poor performance/up or out Ø Run employee engagement survey (designed in house) - simple, inexpensive and effective Ø Reduce cost of HR services (including ER/IR and level of operational advice). |
Ø Develop 2012-14 HR Strategic Plan Ø Introduce first of "manager self service" modules for HR Services through Chris21 - key processes won't involve HR at all Ø All HR policies and processes online and highly rated by managers (HR Toolkit) Ø HR business unit advisory roles become strategic rather than operational as managerial capability grows Ø Performance management system managed online/automated end to end Ø Automate future employee engagement surveys Ø Reduce cost of general HR services - redirect resources to L&D, strategic advice and better systems. |
Ø Develop 2013-15 HR Strategic Plan Ø Ensure full operational HR responsibility sits with line managers ("people leaders") Ø Position HR as providers of strategies, reliable systems, effective policies, service delivery broker/manager Ø HR retains role of leadership talent management/succession advisor - "building future leaders" program Ø Full automation of HR systems and processes - paperless - workflows - system controls apply policies Ø Reduce cost of HR services. |
|
Information Communication & Technology
|
Ø Core IT Systems Replacement Ø IT platform change Ø Intranet Phase 1 Ø Review of IS and internal practices. |
Ø Data Centre Disaster Recovery ability Ø Complete server virtualisation Ø Replace/upgrade ICT Data Centre network, servers and storage. Ø Improve ICT Security governance Ø Implement GIS online internally within Council Ø Intranet Phase 2 Ø Core ICT Systems continuous improvement Ø Implement new Library system |
Ø Implement Unified Communications Ø Implement GIS online for general public Ø Provide new ICT SLAs internal to Council Ø Desktop upgrade rollout Ø Core ICT systems continuous improvement Ø Optimising Wide Area Network |
Ø Core ICT systems continuous improvement Ø Optimising backup solution Ø Application/Desktop virtualisation Ø Online Data Archiving initiatives |
|
Customer Relations & Communication
|
Ø Review of customer channel and cost per service Ø Digital access to information Plan Ø Knowledge / Information Management by developing better search capability Ø Website redevelopment Ø Records management plan. Ø Change Research & Consultation delivery model. |
Ø Improve customer service via improved Knowledge Management practices Ø Enhance website content, expand social media interaction and increase online service transactions Ø Implement new on-line Community Voice consultation model Ø Implement Records Business Plan Ø Develop Customer Service Strategy Ø Review and implement Media Policy Ø Implement Ethnic Communications Plan
|
Ø Finalise service delivery and relocation planning for new Civic Place facilities Ø Implement Customer Service Strategy Ø Introduce Customer Service Kiosks and self service options. Ø Implement Social Media Strategy Ø Implement phase 2 intranet development Ø Review and implement a records communication plan Ø Review Community Engagement Policy |
Ø Embed new service delivery models in new Council facilities
|
|
Strategic Asset and Property Management
|
Ø Asset maintenance reflecting Strategic Asset Management Plan (SAMP) Ø Improve SAM systems and integrate
|
Ø Asset maintenance reflecting SAMP Ø Improve SAM systems and integrate Ø Upgrade Dundas Community Centre Ø Review encroachments on Council Lands Ø Acquire and activate an integrated Property Management System to manage Council's properties.
|
Ø Asset maintenance reflecting SAMP Ø Upgrade soccer fields at Barton Park Ø Purchase property for open space in Granville area Ø Review encroachments on Council lands Ø Implement and integrate a mobile data capture system for asset and property maintenance and replacement Ø Develop a strategic asset management plan and policy with links to LTFP Ø Develop and implement Capital Works Framework and Prioritisation Methodology and implement new Property Asset Maintenance and Capital Program to increase asset usage Ø Develop and implement Service Level Standards and Service Level Agreements Ø Establish sustainability standards for all Council Buildings.
|
Ø Ongoing asset maintenance and capital replacement to reflecting the SAMP Ø Purchase property for open space in Guildford area Ø Review encroachments on Council lands Ø 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 |
Council’s 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 |
- |
- |
|
|
PARKS AND OPEN SPACE |
|
|
|
|
|
Cultural Parks Program |
85 |
87 |
88 |
|
|
Pavilion Program |
595 |
490 |
490 |
|
|
Sportsground Program |
500 |
440 |
440 |
|
|
Playground Replacement |
430 |
440 |
450 |
|
|
Parks Program |
370 |
380 |
390 |
|
|
City of Trees |
185 |
160 |
170 |
|
|
Parra River Foreshore Stage 4 |
- |
480 |
- |
|
|
Biodiversity Protection |
40 |
40 |
40 |
|
|
Granville Park Masterplan Implementation |
- |
100 |
- |
|
|
George Kendall Riverside Park Masterplan Implementation |
- |
200 |
- |
|
|
Lake Parramatta Plan of Management |
100 |
- |
- |
|
|
LIBRARY SERVICES |
|
|
|
|
|
Library Resources |
750 |
750 |
800 |
|
|
Guildford Branch Library Upgrade Fit-out |
260 |
- |
- |
|
|
RECREATION FACILITIES AND PROGRAMS |
|
|
|
|
|
Public Halls & Community |
318 |
325 |
331 |
|
|
Recreation Facilities |
37 |
38 |
39 |
|
|
Aquatic Facilities Minor Capital Works |
53 |
54 |
55 |
|
|
Hambledon Cottage Minor Capital |
50 |
50 |
50 |
|
|
Major Capital Works Caroline Chisholm Tennis |
200 |
- |
- |
|
|
Total For Capital Projects |
4,466 |
4,169 |
3,482 |
|
|
|
|
|
|
|
|
Operating Projects |
|
|
|
|
|
ARTS AND CULTURE |
|
|
|
|
|
Riverside Theatres 25th Anniversary Celebration |
25 |
- |
- |
|
|
PARKS AND OPEN SPACE |
|
|
|
|
|
Wildlife Surveys |
50 |
- |
- |
|
|
Total For Operating Projects |
75 |
- |
- |
|
|
|
|
|
|
|
|
TOTAL FOR COMMUNITY AND NEIGHBOURHOODS |
4,541 |
4,169 |
3,482 |
|
Economy & Development
Financial Summary
Financial Summary
PROJECTS
|
(In $’000) |
2012/13 |
2013/14 |
2014/15 |
|
ECONOMY AND DEVELOPMENT |
|
|
|
|
Capital Projects |
|
|
|
|
DEVELOPMENT & TRAFFIC SERVICES |
|
|
|
|
Local Traffic Facilities |
159 |
162 |
166 |
|
Auslink Blackspot Program |
200 |
200 |
200 |
|
Rapid Deployment CCTV Cameras |
100 |
50 |
50 |
|
Design for the Intersection Granville |
40 |
- |
- |
|
CITY STRATEGY & PLACE SERVICES |
|
|
|
|
City Centre Streetscape |
1,755 |
1,913 |
1,951 |
|
Neighbourhood Improvement Program |
1,486 |
1,515 |
1,546 |
|
Local Bike Facilities |
160 |
170 |
170 |
|
Foreshore Improvement Plan |
35 |
40 |
30 |
|
Urgent Works - Arthur Phillip |
402 |
100 |
100 |
|
Urgent Works - Caroline Chisholm |
462 |
100 |
100 |
|
Urgent Works - Elizabeth Macarthur |
412 |
100 |
100 |
|
Urgent Works - Lachlan Macquarie |
304 |
100 |
100 |
|
Urgent Works - Woodville |
309 |
100 |
100 |
|
Cycle Route Maintenance |
50 |
50 |
50 |
|
Contaminated Lands - Investigation |
450 |
450 |
- |
|
Parramatta River Estuary Management |
100 |
100 |
- |
|
Greening the CBD |
150 |
150 |
- |
|
Adaptation to Extreme Weather |
100 |
50 |
50 |
|
Foreshore Improvement |
500 |
- |
- |
|
Light Rail Feasibility |
1,000 |
- |
- |
|
Improvements to Wentworth Street Car Park |
- |
500 |
500 |
|
City Centre Cycle Routes |
70 |
- |
- |
|
PROPERTY DEVELOPMENT |
|
|
|
|
Civic Place Project Management |
875 |
625 |
428 |
|
Strategic Property Acquisition |
1,100 |
- |
- |
|
Lennox Bridge Carpark Site |
100 |
100 |
50 |
|
Operations Centre |
19,520 |
10,760 |
60 |
|
Phillip Street, Parramatta Riverbank |
300 |
300 |
100 |
|
Cowper Street, Granville |
- |
50 |
150 |
|
Macquarie Street, Parramatta |
100 |
100 |
50 |
|
Property Development (Specific Sites) |
310 |
650 |
500 |
|
Darcy Street Upgrade |
150 |
- |
- |
|
TOURISM AND EVENTS |
|
|
|
|
Heritage Centre Building Minor Capital Works |
76 |
88 |
90 |
|
Heritage Centre Core Exhibition Renovation |
100 |
125 |
- |
|
Cultural Collection and Archive Storage |
50 |
30 |
- |
|
Total For Capital Projects |
30,925 |
18,679 |
6,641 |
|
|
|
|
|
|
Operating Projects |
|
|
|
|
CITY STRATEGY & PLACE SERVICES |
|
|
|
|
Economic Development |
550 |
550 |
550 |
|
Waterways Rehabilitation Masterplan |
50 |
50 |
50 |
|
Floodplain Risk Management Roads |
120 |
120 |
120 |
|
Rydalmere Technology Precinct |
85 |
- |
- |
|
Coordinator-Homelessness |
107 |
97 |
- |
|
Review of Parra Twenty25 Community Strategic Plan |
50 |
- |
- |
|
Big Ideas Implementation |
100 |
100 |
100 |
|
Place Activation |
30 |
- |
- |
|
Engage Strategy to Attract NSW Government to Parramatta |
150 |
- |
- |
|
Crime Prevention - LGA Wide Crime Prevention |
50 |
- |
- |
|
TOURISM AND EVENTS |
|
|
|
|
Parramasala |
300 |
300 |
300 |
|
Cultural Heritage Collection Conservation and Asset Management |
10 |
10 |
- |
|
Total For Operating Projects |
1,602 |
1,227 |
1,120 |
|
|
|
|
|
|
TOTAL FOR ECONOMY AND DEVELOPMENT |
32,527 |
19,906 |
7,761 |
Governance & Corporate
Financial Summary
Financial Summary
PROJECTS
|
(In $’000) |
2012/13 |
2013/14 |
2014/15 |
|
|
GOVERNANCE AND CORPORATE |
|
|
|
|
Capital Projects |
|
|
|
|
INFORMATION COMMUNICATION & TECHNOLOGY |
|
|
|
|
IT Equipment Replacement Program |
159 |
162 |
166 |
|
STRATEGIC ASSET & PROPERTY MANAGEMENT |
|
|
|
|
Floodprone Property Acquisition |
- |
433 |
- |
|
Libraries & Child Care Facility |
212 |
216 |
221 |
|
Internal Business Unit Relocations, Refurbishment |
100 |
100 |
100 |
|
Refurbishment of Wentworth Street Carpark |
200 |
- |
- |
|
|
|
|
|
|
Total For Capital Projects |
671 |
912 |
486 |
|
|
|
|
|
|
Operating Projects |
|
|
|
|
INFORMATION COMMUNICATION & TECHNOLOGY |
|
|
|
|
IT Business Improvement eParra |
57 |
58 |
60 |
|
STRATEGIC ASSET & PROPERTY MGT |
|
|
|
|
Fair Value Assets and Condition Assessments |
140 |
140 |
140 |
|
|
|
|
|
|
Total For Operating Projects |
197 |
198 |
200 |
|
|
|
|
|
|
TOTAL FOR GOVERNANCE AND CORPORATE |
869 |
1,110 |
686 |
|
|
|
|
|
|
Grand Total |
58,073 |
42,139 |
29,038 |
FINANCIAL MANAGEMENT FRAMEWORK
Financial Management Objectives
The primary objective of Council’s financial planning is to ensure Council’s continued financial sustainability. A couple of years ago, the analysis of Council’s financial situation and longer term financial forecasts showed that there was an unsustainable gap between operating expenditure and revenue that needed to be addressed. Not addressing this operational deficit would ultimately jeopardise the adequate funding of capital expenditure to maintain existing community assets and the additional expenditure required to provide necessary infrastructure for the future development of a rapidly growing City. In the past two years, as part of implementing the integrated planning framework, Council developed a Long term Financial Plan (LTFP) and Strategic Asset Management Plan (SAMP). As part of the current year’s budgeting cycle, Council has reviewed and updated the LTFP to reflect material changes that have eventuated since last year.
One of the key objectives of the LTFP was to achieve a financially sustainable position by 2014/15 by rigorously reviewing the way it delivers its services and ensuring that it derives optimum returns from revenue opportunities, particularly the return on its property portfolio.
The objective for 2014/15 is to achieve a balanced budget in terms of the operating result - excluding revenue from capital grants and contributions. Operating income from rates, charges, fees, grants, contributions and other revenue will be matching operating expenditure, including interest on loans and depreciation. In addition to the annual operating result Council needs to focus on some other key financial parameters. These include the prudent build up and use of reserve funds (internally and externally restricted), liquidity and unrestricted cash (reflected in a healthy working capital position), borrowings and debt servicing, asset replacement and maintenance and new capital project initiatives.
By focusing on these key areas and setting targets for each of them over the period of the Delivery Program, Council aims to improve the financial health of the organisation to a desirable level that can be sustained in the long term.
To achieve this financial stability and sustainability of the organisation for the long term, a number of related financial management objectives have been adopted –
· Delivering an operating surplus before capital income by 2014/15
· Achieving a debt service ratio of under 8%
· Restricting new loan borrowings and reducing debt levels
· Managing the growth in employee costs
· Increasing the proportion of non-rates revenue compared with total revenues
· Maintaining and enhancing the existing asset base so that current service levels are not compromised
· Undertaking additional capital expenditure to support Parramatta’s position as Sydney’s second CBD
The achievement of these objectives will be facilitated by a number of key strategies:
ü Implementing a new industrial relations framework
ü Comprehensive review of all service areas both external and internal
ü IT systems replacement
ü Property strategy to optimise returns on Council’s portfolio
ü Rating strategies
ü Proactive asset maintenance and replacement
ü Minimising deviations from budget targets across the organisation
Details of how these strategies are included in Council’s Long Term Financial Plan. The rating strategy is outlined in the next section.
Key Financial Management Issues
Restrictions on revenue
Local Government is significantly restricted in its capacity to raise increased revenue to fund community services. The primary source of revenue is rates and annual charges. In 2012/13 Council will derive 62.6% of total operating revenue from ordinary rates, special rates and annual charges. As noted above, IPART determines the maximum amount by which rate revenue can increase and this has been fixed at 3.6% for 2012/13. The average over the last 7 years was 3.2%.
In determining the 2012/13 rate peg, IPART has taken into consideration growth of 3.4% in the past year in the Local Government Cost Index. IPART has subtracted a productivity adjustment of 0.2% from the increase in the index and for this year only added a carbon price advance of 0.4%, to determine a rate peg amount of 3.6%.
The fees and charges that Council determines for the supply of goods and services have in most cases been increased by around 4% to reflect increased costs associated with their supply. There are a number of fees imposed by Council which are determined by State Government legislation. In some cases these have not been increased for several years despite increases to Council in the costs of providing the service.
Increasing costs of services
While Council’s revenue raising capacity is limited, it must face increasing costs that in some areas are outstripping the income needed to fund them. In 2012/13, employee costs account for 51% of total Council operating expenditure excluding depreciation. In recent years employee costs had been growing by a rate that exceeded the increase in revenues from rates, fees and charges. The continuation of this trend would have been unsustainable. The growth in employee costs was attributable to an increase in staff numbers as a result of implementing new services and enhancing some existing services, the provisions of the salary and wages system that was then operating together with the normal award increases and significant increases in on-costs such as superannuation.
Action was taken in 2008 to impose a “freeze” on staff recruitment and following a review of staffing requirements, 10 positions from the establishment positions were removed averaging $1 million per annum in savings. In addition, a new industrial relations framework was negotiated and in late 2010 a new salary and wages system was implemented. The new arrangements will result in significant savings in employee costs of approximately $1M per annum.
Council’s current financial position, like all Councils, has also been adversely impacted by cost shifting from other levels of government. The Local Government and Shires Association regularly surveys Councils on the impact of cost shifting and Parramatta can identify around $8 million of annual costs that have been transferred to Council.
Council’s financial position has also been affected by the impact of a number of Government and utility charges that have increased at a greater rate than Council’s revenues. Council’s costs are also forecast to be impacted by the Carbon tax – particularly energy costs and costs related to the disposal of waste. Council whilst reviewing its charges for services such as domestic waste which are expected to be directly impacted by the carbon tax has decided to have a phased approach to passing on the cost to ratepayers.
Council has also provided a number of service enhancements in recent years in response to the needs of a rapidly growing City. These enhancements have covered a range of activities including extensive development of the arts, tourism promotion, organisational development, improved customer service and infrastructure maintenance. While some of those enhancements have been partially funded by grant funds and new revenue from parking meters, Council has nevertheless had to pick up a cost that is now part of its core operations.
Debt levels and servicing costs
Core Infrastructure Borrowings
In 1996 Council adopted a policy to restrict new annual borrowings so as not to exceed the amount of principal to be repaid in the same financial year. This had the effect of ensuring that the level of debt did not increase. In 2000/01 the debt level under this policy was $29.3 million. Since then Council did not take up its allocated borrowing under this policy in some years, and the debt under this policy in June 2013 is forecast to be $20.25M
One-off Borrowings for Major projects (Big 7)
In 2001/02 Council adopted a one-off strategy to borrow an additional $15 million (in three instalments of $5 million over three years) to fund major capital projects referred to as “The Big Seven” major capital items. These loans are being progressively repaid over a period of 15 years, and will be fully repaid in 2017/18.
Civic Place Borrowings
Council also received two special loan allocations totalling $55 million for strategic property acquisitions in respect of the Civic Place Redevelopment Project – $35 million in the latter part of the 2002/03 financial year and $20 million in 2003/04. These loans were taken up on an interest – only basis, with the servicing costs being met by income derived from leasing the properties purchased and interest income from the unexpended loan portfolio. These loans were renewed in June 2008 on an interest – only basis for a period of five years. However, the terms of the new loans include the flexibility to make repayments or redraw on the $55 million facility according to Council’s needs in relation to Civic Place financial requirements.
As part of the 2011/12 budget, $6.2M has been set aside for reducing the Civic Place Debt which is due for re-negotiation in June 2013.
In February 2012, there has been a significant change to the Civic Place project arrangements, with the contract negotiated in July 2006 with Grocon being ended following mutual agreement. At the time of updating this plan, Council was yet to consider alternative options in relation to the Civic Place project. Therefore it is considered as a prudent strategy, to include any new Civic Place loans borrowings in June 2013 on a principal and interest expense basis (current arrangements are on an interest only basis), and the debt servicing impact of this is included in the financial estimates included in this plan.
One-off Borrowings – Operations Centre
Council has plans to develop a new Operations Centre which will replace its current Works Depot and centralise some other Council functions from their existing locations. The new development will be fully funded from the sale of existing properties but short term borrowing of $10M million for up to 12 months will be required to allow the project to proceed.
Subject to short term borrowing requirements, Council has determined that it maintain a debt service ratio (debt service costs/revenue from continuing operations excluding capital grants & contributions) of less than 8%.
Projected new borrowings for each year and outstanding debt levels at the end of each year are shown in the graph below:
Council proposes borrowing $13.43 million in 2012/13. In accordance with Council’s borrowing policy, $3.43 million will be borrowed to fund Council’s infrastructure projects. A special borrowing of $10 million will be made to fund Council’s new Operations Centre which will replace the current Works Depot and centralise some other Council functions from their existing locations. The new development will be funded from the sale of existing properties but a short term interim borrowing of $10M million will be required to allow the project to proceed.
The provider of the 2012/13 loan program will be determined by seeking quotations from major lending institutions in accordance with Council’s borrowing policy. All loans are secured by way of mortgage over Council’s Ordinary Revenue.
The following graph illustrates Council’s indebtedness and projections of outstanding debt from 2012/13 to 2021/22 under the base scenario. Council aims for its debt service ratio to remain below 8% however there are exceptions in the years when loan principals are repaid on the Civic Place and Operations Centre debt.
Local Infrastructure Renewal Scheme (LIRS)
The NSW Government has recognised that investment in infrastructure is needed across NSW, and as part of its NSW 2021 State Plan, the Government has committed to increase expenditure on critical infrastructure.
To achieve this, among other strategies, the NSW Government has committed to implementing a Local Infrastructure Renewal Scheme (LIRS) which aims to provide a 4% interest subsidy to assist those councils with legitimate infrastructure backlogs to cover the cost of borrowing.
Councils' recently developed Strategic Asset Management Plan (SAMP) reveals that there is a significant gap between the actual expenditure on existing Council infrastructure and buildings assets and the amount required to be spent to maintain the existing service level for the community. This gap is around $6.5M/yr in capital expenditure and $1M/yr in maintenance expenditure.
In this regard, Council's Long term Financial Plan has provided for an additional $6M/yr on capital expenditure and $1M/yr on maintenance expenditure from the 2015/16 year. The financial plan could not deliver this funding requirement earlier than this date due to other competing priorities around long term financial sustainability including achieving a net operating surplus before capital revenue by 2014/15 which could be sustained in future years and building a healthy level of reserve funds.
The NSW Government’s LIRS provides the opportunity for Council’s to implement the SAMP recommendations in a timely manner starting 2012/13 rather than in 2015/16 as currently planned due to funding constraints. It is proposed to borrow $20M in 3 annual instalments of $6.5M, $6.5M and $7M respectively The interest subsidy would add up to $4.85M over a 10 year period (in nominal terms).
As part of Council’s loan application, NSW Treasury Corporation will conduct a financial assessment of Council. Following this exercise, Council will receive a comprehensive report from Treasury Corporation which would focus on Council’s key financial risks and performance.
Council’s application for loan funding under the LIRS is subject to approval by the assessment panel. Therefore the planned expenditure (capital expenditure and debt servicing) associated with this loan borrowing is subject to the funding being made available. The financial statements of Council incorporating impact of the LIRS borrowing are therefore included as a separate scenario (titled Base plus LIRS borrowing) and would only eventuate if Council’s LIRS application were to be successful.
Base Plus LIRS Borrowing Scenario
2012/13 BUDGET (Base Scenario)
Operating and Capital Budget 2012/13
Council has resolved to adopt a budget that delivers an operating deficit result before capital income of $1,778M. The tables and graphs below show a summary of the revenue and capital funding sources for the 2012/13 budget.
Council plans to spend
$58.1 million on projects in 2012/13. This money pays for roads, footpaths,
parks, sports fields, nature reserves, waterways and refurbishing our neighbourhood
centres and the CBD. This budget includes projects planned for investment in
the future (Capital Projects, $54.6 million) and new operating initiatives
(Operating Projects, $3.5 million).
 |
|||
 |
|||
The detailed Operating Statement showing a net operating result reconciliation to the services result for the period 2012/13 to 2014/15 is shown on pages 75 to 77 of this document.
INCOME AND EXPENSES ESTIMATES 2012/13 TO 2014/15
Council has developed a 10 year long term financial plan to generate the following estimates of income and expenses for 2012/13 to 2014/15. The Plan is available as a separate document and includes forecasts extending to 2021/22.
The forward estimates have as their base the 2012/13 Budget, with appropriate assumptions where actual financial information is uncertain or not available. The key assumptions for 2012/13 are shown below. The assumptions for the years beyond 2012/13 are detailed in Council’s Long Term Financial Plan.
|
Rates *** |
3.6% rate pegging confirmed. Additional special rate variation of 0.7% included in estimates as approved by IPART. Growth of $400,000 |
|
User Charges and Fees |
4% in general, but some have been increased more to reflect costs, statutory fees not changed |
|
Investment Interest Rate |
5% |
|
Annual Charges |
10% domestic waste management. No change to stormwater management charge |
|
Grants and Contributions |
3% plus specific known additional grants financial assistance grant 7% |
|
Section 94 Development Contributions |
3% |
|
Other Revenue |
3% |
|
Employee Expenses |
In line with salary system provisions and award entitlements |
|
Materials and Contracts and Other Expenses |
3% |
Note: Budget and Forward Estimates exclude any impact of asset sales
*** Following the adoption by Council of the Draft Amended Delivery Program 2010/11 to 2013/14 and Draft Operational Plan 2012/13, Council received advice from the Department of Local Government in the form of an addendum to the guidelines for special variation to rates, that IPART in relation to the Carbon Price Advance (to reflect equitable treatment to all councils) have now made a decision to allow Council to apply for modifications to Council’s previously approved special variation percentages by:
· Allowing an additional variation of 0.4% in 2012/13, and
· Reducing the approved variation in 2013/14 by 0.1%
The tables and statements included in this document do not reflect the impact of this amendment, as it is subject to IPART review and approval in June 2012.
Operating result comparison against previous alternatives (Base Scenario)
Operating Statement (Base Scenario)
|
Description ($000) |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
REVENUE |
|
|
|
|
RATES AND ANNUAL CHARGES |
108,172 |
114,307 |
119,200 |
|
SPECIAL RATES |
6,505 |
6,784 |
7,076 |
|
USER CHARGES AND FEES |
26,952 |
27,642 |
28,287 |
|
INTEREST |
4,415 |
4,415 |
4,415 |
|
OTHER REVENUES |
9,427 |
9,699 |
10,721 |
|
GRANTS – SERVICES |
13,060 |
13,834 |
14,622 |
|
CONTRIBUTIONS & DONATIONS – SERVICES |
3,196 |
3,305 |
3,417 |
|
GRANTS - MP PROJECTS - (Operating) |
980 |
980 |
980 |
|
CONTRIBUTIONS & DONATIONS - MP PROJECTS (Operating) |
20 |
20 |
20 |
|
TOTAL OPERATING REVENUE |
172,727 |
180,987 |
188,739 |
|
GRANTS - MP PROJECTS - (Capital) |
1,608 |
1,333 |
931 |
|
CAPITAL CONTRIBUTIONS AND DONATIONS |
4,766 |
4,909 |
5,056 |
|
TOTAL CAPITAL REVENUE |
6,373 |
6,242 |
5.987 |
|
TOTAL REVENUE |
179,100 |
187,229 |
194,726 |
Operating Statement (Base Scenario) cont’d
|
Description ($000) |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
EXPENSES |
|
|
|
|
EMPLOYEE COSTS |
75,140 |
77,900 |
80,614 |
|
BORROWING COSTS |
4,580 |
5,081 |
4,939 |
|
MATERIALS & CONTRACTS |
30,687 |
31,340 |
32,244 |
|
OTHER OPERATING EXPENSES |
32,107 |
33,853 |
33,617 |
|
TOTAL SERVICES EXPENSES |
142,515 |
148,174 |
151,414 |
|
OPERATING PROJECTS |
3,459 |
3,013 |
2,911 |
|
DEPRECIATION |
28,532 |
29,976 |
33,064 |
|
TOTAL OPERATING EXPENSES |
174,505 |
181,164 |
187,388 |
|
|
|
|
|
|
NET OPERATING RESULT |
4,595 |
6,066 |
7,338 |
|
|
|
|
|
|
OPERATING RESULT BEFORE CAPITAL REVENUE |
(1,778) |
(176) |
1,351 |
|
|
|
|
|
|
CAPITAL PROJECTS – EXPENDITURE |
54,615 |
39,126 |
26,127 |
|
CAPITAL PROJECTS FUNDING FROM RESERVES |
54,615 |
39,126 |
26,127 |
|
NET CAPITAL PROJECTS RESULT |
0 |
0 |
0 |
Reconciliation of Net Operating Result to Services Result (Base Scenario)
|
Description ($000) |
2012/13 |
2013/14 |
2014/15 |
|
SURPLUS/(DEFICIT) FROM CONTINUING OPERATIONS |
4,595 |
6,066 |
7,338 |
|
PLUS DEPRECIATION |
28,532 |
29,976 |
33,064 |
|
PLUS OPERATING PROJECTS |
3,459 |
3,013 |
2,911 |
|
LESS RESTRICTED REVENUE |
13,878 |
14,026 |
14,063 |
|
LESS LOAN PRINCIPAL PAYMENTS |
17,105 |
6,036 |
5,955 |
|
LESS TRANSFER TO RESERVE |
16,869 |
17,021 |
22,323 |
|
PLUS TRANSFER FROM RESERVE TO FUND SERVICES |
20,304 |
7,864 |
10,302 |
|
SERVICES RESULT |
9,038 |
9,836 |
11,274 |
BALANCE SHEET (Base Scenario)
|
Balance Sheet Description (in $000) |
2012/13 |
2013/14 |
2014/15 |
|
ASSETS |
|
|
|
|
Current assets |
|
|
|
|
Cash and cash equivalents |
$6,000 |
$6,000 |
$6,000 |
|
Investments |
$60,580 |
$58,759 |
$73,941 |
|
Receivables |
$13,043 |
$13,043 |
$13,043 |
|
Inventories |
$141 |
$141 |
$141 |
|
Other |
$500 |
$500 |
$500 |
|
Non-current assets classified as held for resale |
$0 |
$0 |
$0 |
|
Total current assets |
$80,264 |
$78,443 |
$93,625 |
|
|
|
|
|
|
Non-current assets |
|
|
|
|
Receivables |
$527 |
$527 |
$527 |
|
Investments |
$27,500 |
$27,500 |
$27,500 |
|
Infrastructure property, plant & equipment |
$3,603,339 |
$3,609,698 |
$3,600,145 |
|
Intangible assets |
$4,288 |
$3,471 |
$2,655 |
|
Investments accounted for using equity method |
$2,754 |
$2,754 |
$2,754 |
|
Total non-current assets |
$3,638,408 |
$3,643,950 |
$3,633,581 |
|
|
|
|
|
|
Total assets |
$3,718,672 |
$3,722,393 |
$3,727,206 |
|
|
|
|
|
|
LIABILITIES |
|
|
|
|
Current liabilities |
|
|
|
|
Payables |
$14,500 |
$14,500 |
$14,500 |
|
Interest bearing liabilities |
$6,036 |
$5,955 |
$6,107 |
|
Provisions |
$21,121 |
$21,928 |
$22,767 |
|
Total current liabilities |
$41,656 |
$42,383 |
$43,374 |
|
|
|
|
|
|
Non-current liabilities |
|
|
|
|
Interest bearing liabilities |
$69,603 |
$66,493 |
$62,935 |
|
Provisions |
$1,003 |
$1,043 |
$1,084 |
|
Total non-current liabilities |
$70,606 |
$67,536 |
$64,019 |
|
|
|
|
|
|
Total liabilities |
$112,262 |
$109,918 |
$107,393 |
|
|
|
|
|
|
Net assets |
$3,606,410 |
$3,612,475 |
$3,619,813 |
|
|
|
|
|
|
EQUITY |
|
|
|
|
Retained earnings |
$883,523 |
$889,588 |
$896,926 |
|
Reserves |
$2,722,887 |
$2,722,887 |
$2,722,887 |
|
Total equity |
$3,606,410 |
$3,612,475 |
$3,619,813 |
CASH FLOW STATEMENT (Base Scenario)
|
Budget Cash Flow Statement (in $'000) |
2012/13 |
2013/14 |
2014/15 |
|
Cash flows from operating activities |
|
|
|
|
Receipts: |
|
|
|
|
Rates and annual charges |
114,677 |
121,091 |
126,277 |
|
User charges and fees |
26,952 |
27,642 |
28,287 |
|
Investment revenue and interest |
4,415 |
4,415 |
4,415 |
|
Grants and contributions |
23,630 |
24,381 |
25,026 |
|
Other |
9,427 |
9,699 |
10,721 |
|
Payments: |
|
|
|
|
Employee benefits and on-costs |
(74,326) |
(77,053) |
(79,733) |
|
Materials and contracts |
(32,417) |
(32,847) |
(33,699) |
|
Borrowing costs |
(4,580) |
(5,081) |
(4,939) |
|
Other |
(33,837) |
(35,360) |
(35,073) |
|
Net cash provided (or used in) operating activities |
33,942 |
36,888 |
41,283 |
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
Receipts: |
|
|
|
|
Sale of investments |
0 |
1,821 |
0 |
|
Sale of real estate assets |
43,000 |
1,745 |
1,530 |
|
Sale of infrastructure, property, plant and equipment |
1,824 |
1,863 |
1,902 |
|
Payments: |
|
|
|
|
Purchase of investments |
(20,541) |
0 |
(15,182) |
|
Purchase of real estate |
|
|
|
|
Purchase of infrastructure, property, plant and equipment |
(54,615) |
(39,126) |
(26,127) |
|
Net cash provided by (or used in) investing activities |
(30,332) |
(33,697) |
(37,877) |
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
Receipts: |
|
|
|
|
Borrowings and advances |
13,495 |
2,845 |
2,549 |
|
Payments: |
|
|
|
|
Borrowings and advances |
(17,105) |
(6,036) |
(5,955) |
|
Net cash provided by (or used in) financing activities |
(3,610) |
(3,191) |
(3,406) |
|
|
|
|
|
|
Net increase/(decrease) in cash and cash equivalents |
0 |
0 |
0 |
|
Cash and cash equivalents at beginning of reporting period |
6,000 |
6,000 |
6,000 |
|
Cash and cash equivalents at end of reporting period |
6,000 |
6,000 |
6,000 |
|
** Increase/Decrease |
0 |
0 |
0 |
RESERVES SUMMARY (Base Scenario)
|
Transfers to and From Reserves (in $'000) |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
External Reserves |
|
|
|
|
|
|
|
|
|
Loans |
|
|
|
|
Opening Balance |
$444 |
$477 |
$521 |
|
Plus Transfers to Reserve |
$13,495 |
$2,845 |
$2,549 |
|
Less Transfers from Reserve |
($13,462) |
($2,801) |
($2,502) |
|
Closing Balance |
$477 |
$521 |
$568 |
|
|
|
|
|
|
Grants and Contributions |
|
|
|
|
Opening Balance |
$1,645 |
$1,798 |
$1,811 |
|
Plus Transfers to Reserve |
$3,309 |
$3,069 |
$2,705 |
|
Less Transfers from Reserve |
($3,156) |
($3,056) |
($2,691) |
|
Closing Balance |
$1,798 |
$1,811 |
$1,825 |
|
|
|
|
|
|
Section 94 Contributions |
|
|
|
|
Opening Balance |
$22,341 |
$24,651 |
$28,280 |
|
Plus Transfers to Reserve |
$5,994 |
$6,186 |
$6,385 |
|
Less Transfers from Reserve |
($3,684) |
($2,557) |
($2,475) |
|
Closing Balance |
$24,651 |
$28,280 |
$32,190 |
|
|
|
|
|
|
Domestic Waste |
|
|
|
|
Opening Balance |
$4,220 |
$3,919 |
$4,011 |
|
Plus Transfers to Reserve |
$1,899 |
$2,392 |
$2,959 |
|
Less Transfers from Reserve |
($2,200) |
($2,300) |
($2,400) |
|
Closing Balance |
$3,919 |
$4,011 |
$4,570 |
|
|
|
|
|
|
Open Space Special Rate |
|
|
|
|
Opening Balance |
$786 |
$473 |
$93 |
|
Plus Transfers to Reserve |
$2,248 |
$2,345 |
$2,446 |
|
Less Transfers from Reserve |
($2,561) |
($2,725) |
($1,769) |
|
Closing Balance |
$473 |
$93 |
$770 |
|
|
|
|
|
|
Suburban Infrastructure Special Rate |
|
|
|
|
Opening Balance |
$1,025 |
$1,034 |
$1,434 |
|
Plus Transfers to Reserve |
$1,750 |
$1,824 |
$1,903 |
|
Less Transfers from Reserve |
($1,741) |
($1,424) |
($1,406) |
|
Closing Balance |
$1,034 |
$1,434 |
$1,931 |
|
|
|
|
|
|
CBD Infrastructure Special Rate |
|
|
|
|
Opening Balance |
$4,510 |
$4,712 |
$4,700 |
|
Plus Transfers to Reserve |
$2,223 |
$2,317 |
$2,416 |
|
Less Transfers from Reserve |
($2,021) |
($2,329) |
($1,951) |
|
Closing Balance |
$4,712 |
$4,700 |
$5,165 |
|
|
|
|
|
|
Economic Development Special Rate |
|
|
|
|
Opening Balance |
$259 |
$252 |
$333 |
|
Plus Transfers to Reserve |
$692 |
$722 |
$753 |
|
Less Transfers from Reserve |
($699) |
($641) |
($644) |
|
Closing Balance |
$252 |
$333 |
$442 |
|
|
|
|
|
|
Stormwater Levy |
|
|
|
|
Opening Balance |
$392 |
$404 |
$365 |
|
Plus Transfers to Reserve |
$1,382 |
$1,431 |
$1,481 |
|
Less Transfers from Reserve |
($1,370) |
($1,470) |
($1,470) |
|
Closing Balance |
$404 |
$365 |
$376 |
|
Total External Reserves |
$37,720 |
$41,548 |
$47,837 |
|
Internal Reserves |
|
|
|
|
|
|
|
|
|
Plant Replacement |
|
|
|
|
Opening Balance |
$1,994 |
$2,093 |
$2,185 |
|
Plus Transfers to Reserve |
$4,299 |
$4,436 |
$4,578 |
|
Less Transfers from Reserve |
($4,200) |
($4,344) |
($4,494) |
|
Closing Balance |
$2,093 |
$2,185 |
$2,269 |
|
|
|
|
|
|
Employee Leave Entitlements |
|
|
|
|
Opening Balance |
$1,490 |
$2,418 |
$2,418 |
|
Plus Transfers to Reserve |
$928 |
$0 |
$1,581 |
|
Less Transfers from Reserve |
$0 |
$0 |
$0 |
|
Closing Balance |
$2,418 |
$2,418 |
$3,999 |
|
|
|
|
|
|
Property |
|
|
|
|
Opening Balance |
$1,015 |
$1,217 |
$1,419 |
|
Plus Transfers to Reserve |
$202 |
$202 |
$266 |
|
Less Transfers from Reserve |
$0 |
$0 |
$0 |
|
Closing Balance |
$1,217 |
$1,419 |
$1,685 |
|
|
|
|
|
|
Property Development and Investment |
|
|
|
|
Opening Balance |
$7,521 |
$29,644 |
$18,824 |
|
Plus Transfers to Reserve |
$43,000 |
$1,745 |
$1,530 |
|
Less Transfers from Reserve |
($20,877) |
($12,565) |
($1,539) |
|
Closing Balance |
$29,644 |
$18,824 |
$18,815 |
|
|
|
|
|
|
Civic Place Redevelopment |
|
|
|
|
Opening Balance |
$451 |
$51 |
$51 |
|
Plus Transfers to Reserve |
$0 |
$0 |
$0 |
|
Less Transfers from Reserve |
($400) |
$0 |
$0 |
|
Closing Balance |
$51 |
$51 |
$51 |
|
|
|
|
|
|
Computer |
|
|
|
|
Opening Balance |
$373 |
$373 |
$373 |
|
Plus Transfers to Reserve |
$928 |
$1,401 |
$3,638 |
|
Less Transfers from Reserve |
($928) |
($1,401) |
($3,638) |
|
Closing Balance |
$373 |
$373 |
$373 |
|
|
|
|
|
|
Insurance |
|
|
|
|
Opening Balance |
$527 |
$527 |
$527 |
|
Plus Transfers to Reserve |
$0 |
$0 |
$500 |
|
Less Transfers from Reserve |
$0 |
$0 |
$0 |
|
Closing Balance |
$527 |
$527 |
$1,027 |
|
|
|
|
|
|
Open Space |
|
|
|
|
Opening Balance |
$429 |
$504 |
$582 |
|
Plus Transfers to Reserve |
$75 |
$78 |
$81 |
|
Less Transfers from Reserve |
$0 |
$0 |
$0 |
|
Closing Balance |
$504 |
$582 |
$663 |
|
|
|
|
|
|
Council Election |
|
|
|
|
Opening Balance |
$462 |
$3 |
$149 |
|
Plus Transfers to Reserve |
$141 |
$146 |
$152 |
|
Less Transfers from Reserve |
($600) |
$0 |
$0 |
|
Closing Balance |
$3 |
$149 |
$301 |
|
|
|
|
|
|
Parking Meters |
|
|
|
|
Opening Balance |
$3,497 |
$1,142 |
$1,920 |
|
Plus Transfers to Reserve |
$3,483 |
$3,438 |
$3,399 |
|
Less Transfers from Reserve |
($5,838) |
($2,660) |
($2,792) |
|
Closing Balance |
$1,142 |
$1,920 |
$2,527 |
|
|
|
|
|
|
Prior Year Revenue |
|
|
|
|
Opening Balance |
$4,550 |
$490 |
$490 |
|
Plus Transfers to Reserve |
$0 |
$0 |
$0 |
|
Less Transfers from Reserve |
($4,060) |
$0 |
$0 |
|
Closing Balance |
$490 |
$490 |
$490 |
|
|
|
|
|
|
Asset Renewal |
|
|
|
|
Opening Balance |
$3,596 |
$6,466 |
$7,829 |
|
Plus Transfers to Reserve |
$3,000 |
$1,500 |
$1,500 |
|
Less Transfers from Reserve |
($130) |
($137) |
($145) |
|
Closing Balance |
$6,466 |
$7,829 |
$9,184 |
|
|
|
|
|
|
Other Reserves |
|
|
|
|
Opening Balance |
$3,744 |
$2,332 |
$3,709 |
|
Plus Transfers to Reserve |
$0 |
$1,401 |
$1,525 |
|
Less Transfers from Reserve |
($1,412) |
($24) |
($24) |
|
Closing Balance |
$2,332 |
$3,709 |
$5,210 |
|
Total Internal Reserves |
$47,260 |
$40,476 |
$46,594 |
|
|
|
|
|
|
Total External Reserves |
$37,720 |
$41,548 |
$47,837 |
|
Total Internal Reserves |
$47,260 |
$40,476 |
$46,594 |
|
Total Reserves |
$84,980 |
$82,024 |
$94,431 |
Operating result comparison against previous alternatives (Base Plus LIRS Borrowing Scenario)
Operating Statement (Base + LRIS Borrowing Scenario)
|
Description ($000) |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
REVENUE |
|
|
|
|
RATES AND ANNUAL CHARGES |
108,172 |
114,307 |
119,200 |
|
SPECIAL RATES |
6,505 |
6,784 |
7,076 |
|
USER CHARGES AND FEES |
26,952 |
27,642 |
28,287 |
|
INTEREST |
4,415 |
4,415 |
4,415 |
|
OTHER REVENUES |
9,427 |
9,699 |
10,721 |
|
GRANTS – SERVICES |
13,060 |
13,834 |
14,622 |
|
CONTRIBUTIONS & DONATIONS – SERVICES |
3,196 |
3,305 |
3,417 |
|
GRANTS - MP PROJECTS - (Operating) |
980 |
980 |
980 |
|
CONTRIBUTIONS & DONATIONS - MP PROJECTS (Operating) |
20 |
20 |
20 |
|
TOTAL OPERATING REVENUE |
172,727 |
180,987 |
188,739 |
|
GRANTS - MP PROJECTS - (Capital) |
1,608 |
1,333 |
931 |
|
CAPITAL CONTRIBUTIONS AND DONATIONS |
4,766 |
4,909 |
5,056 |
|
TOTAL CAPITAL REVENUE |
6,373 |
6,242 |
5.987 |
|
TOTAL REVENUE |
179,100 |
187,229 |
194,726 |
Operating Statement (Base + LRIS Borrowing Scenario) cont’d
|
Description ($000) |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
EXPENSES |
|
|
|
|
EMPLOYEE COSTS |
75,140 |
77,900 |
80,614 |
|
BORROWING COSTS |
4,580 |
5,235 |
5,257 |
|
MATERIALS & CONTRACTS |
30,687 |
31,340 |
32,244 |
|
OTHER OPERATING EXPENSES |
32,107 |
33,853 |
33,617 |
|
TOTAL SERVICES EXPENSES |
142,515 |
148,328 |
151,732 |
|
OPERATING PROJECTS |
3,459 |
3,013 |
2,911 |
|
DEPRECIATION |
28,532 |
29,976 |
33,064 |
|
TOTAL OPERATING EXPENSES |
174,505 |
181,318 |
187,706 |
|
|
|
|
|
|
NET OPERATING RESULT |
4,595 |
5,912 |
7,020 |
|
|
|
|
|
|
OPERATING RESULT BEFORE CAPITAL REVENUE |
(1,778) |
(330) |
1,033 |
|
|
|
|
|
|
CAPITAL PROJECTS – EXPENDITURE |
61,115 |
45,626 |
33,127 |
|
CAPITAL PROJECTS FUNDING FROM RESERVES |
61,115 |
45,626 |
33,127 |
|
NET CAPITAL PROJECTS RESULT |
0 |
0 |
0 |
Reconciliation of Net Operating Result to Services Result (Base + LRIS Borrowing Scenario)
|
Description ($000) |
2012/13 |
2013/14 |
2014/15 |
|
SURPLUS/(DEFICIT) FROM CONTINUING OPERATIONS |
4,595 |
5,912 |
7,020 |
|
PLUS DEPRECIATION |
28,532 |
29,976 |
33,064 |
|
PLUS OPERATING PROJECTS |
3,459 |
3,013 |
2,911 |
|
LESS RESTRICTED REVENUE |
13,878 |
14,026 |
14,063 |
|
LESS LOAN PRINCIPAL PAYMENTS |
17,105 |
6,602 |
7,105 |
|
LESS TRANSFER TO RESERVE |
16,869 |
17,021 |
22,323 |
|
PLUS TRANSFER FROM RESERVE TO FUND SERVICES |
20,304 |
8,621 |
11,816 |
|
SERVICES RESULT |
9,038 |
9,873 |
11,320 |
BALANCE SHEET (Base + LIRS Borrowing Scenario)
|
Balance Sheet Description (in $000) |
2012/13 |
2013/14 |
2014/15 |
|
ASSETS |
|
|
|
|
Current assets |
|
|
|
|
Cash and cash equivalents |
$6,000 |
$6,000 |
$6,000 |
|
Investments |
$60,581 |
$58,040 |
$71,754 |
|
Receivables |
$13,043 |
$13,043 |
$13,043 |
|
Inventories |
$141 |
$141 |
$141 |
|
Other |
$500 |
$500 |
$500 |
|
Non-current assets classified as held for resale |
$0 |
$0 |
$0 |
|
Total current assets |
$80,265 |
$77,724 |
$91,438 |
|
|
|
|
|
|
Non-current assets |
|
|
|
|
Receivables |
$527 |
$527 |
$527 |
|
Investments |
$27,500 |
$27,500 |
$27,500 |
|
Infrastructure property, plant & equipment |
$3,609,839 |
$3,622,698 |
$3,620,145 |
|
Intangible assets |
$4,288 |
$3,471 |
$2,655 |
|
Investments accounted for using equity method |
$2,754 |
$2,754 |
$2,754 |
|
Total non-current assets |
$3,644,908 |
$3,656,950 |
$3,653,581 |
|
|
|
|
|
|
Total assets |
$3,725,173 |
$3,734,674 |
$3,745,019 |
|
|
|
|
|
|
LIABILITIES |
|
|
|
|
Current liabilities |
|
|
|
|
Payables |
$14,500 |
$14,500 |
$14,500 |
|
Interest bearing liabilities |
$6,602 |
$7,105 |
$7,902 |
|
Provisions |
$21,121 |
$21,928 |
$22,767 |
|
Total current liabilities |
$42,223 |
$43,533 |
$45,169 |
|
|
|
|
|
|
Non-current liabilities |
|
|
|
|
Interest bearing liabilities |
$75,538 |
$77,778 |
$79,425 |
|
Provisions |
$1,003 |
$1,043 |
$1,084 |
|
Total non-current liabilities |
$76,540 |
$78,820 |
$80,509 |
|
|
|
|
|
|
Total liabilities |
$118,763 |
$122,353 |
$125,678 |
|
|
|
|
|
|
Net assets |
$3,606,410 |
$3,612,320 |
$3,619,341 |
|
|
|
|
|
|
EQUITY |
|
|
|
|
Retained earnings |
$883,523 |
$889,433 |
$896,454 |
|
Reserves |
$2,722,887 |
$2,722,887 |
$2,722,887 |
|
Total equity |
$3,606,410 |
$3,612,320 |
$3,619,341 |
CASH FLOW STATEMENT (Base + LIRS Borrowing Scenario)
|
Budget Cash Flow Statement (in $'000) |
2012/13 |
2013/14 |
2014/15 |
|
Cash flows from operating activities |
|
|
|
|
Receipts: |
|
|
|
|
Rates and annual charges |
114,677 |
121,091 |
126,277 |
|
User charges and fees |
26,952 |
27,642 |
28,287 |
|
Investment revenue and interest |
4,415 |
4,415 |
4,415 |
|
Grants and contributions |
23,630 |
24,381 |
25,026 |
|
Other |
9,427 |
9,699 |
10,721 |
|
Payments: |
|
|
|
|
Employee benefits and on-costs |
(74,326) |
(77,053) |
(79,733) |
|
Materials and contracts |
(32,417) |
(32,847) |
(33,699) |
|
Borrowing costs |
(4,580) |
(5,235) |
(5,257) |
|
Other |
(33,837) |
(35,360) |
(35,073) |
|
Net cash provided (or used in) operating activities |
33,942 |
36,734 |
40,965 |
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
Receipts: |
|
|
|
|
Sale of investments |
0 |
2,541 |
0 |
|
Sale of real estate assets |
43,000 |
1,745 |
1,530 |
|
Sale of infrastructure, property, plant and equipment |
1,824 |
1,863 |
1,902 |
|
Payments: |
|
|
|
|
Purchase of investments |
(20,541) |
0 |
(13,714) |
|
Purchase of real estate |
|
|
|
|
Purchase of infrastructure, property, plant and equipment |
(61,115) |
(45,626) |
(33,127) |
|
Net cash provided by (or used in) investing activities |
(36,832) |
(39,477) |
(43,409) |
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
Receipts: |
|
|
|
|
Borrowings and advances |
19,995 |
9,345 |
9,549 |
|
Payments: |
|
|
|
|
Borrowings and advances |
(17,105) |
(6,602) |
(7,105) |
|
Net cash provided by (or used in) financing activities |
2,890 |
2,743 |
2,444 |
|
|
|
|
|
|
Net increase/(decrease) in cash and cash equivalents |
0 |
0 |
0 |
|
Cash and cash equivalents at beginning of reporting period |
6,000 |
6,000 |
6,000 |
|
Cash and cash equivalents at end of reporting period |
6,000 |
6,000 |
6,000 |
|
** Increase/Decrease |
0 |
0 |
0 |
RATES, FEES AND CHARGES
Ordinary and Special Rates Income
The Independent Pricing & Regulatory Tribunal determines the maximum amount by which NSW Councils may increase their general rate income above the general income for the previous year. For the 2012/13 financial year IPART has announced that the increase is 3.6%. IPART has approved Council for a special variation to rates in 2012/13 of 0.7% in addition to the rate pegging increase.
Land Valuation
In 2012/13 Council will be using land values as at 1 July 2010 to calculate rates. Valuations are determined by the NSW Government’s Valuer General.
Ordinary Rates
Rates are determined on the categorisation of land. Council’s ordinary rating structure consists of two categories – residential and business rates. These categories in turn have sub-categories determined by the location of the land as detailed in the tables on the following pages.
Special Rates
The Local Government Act provides that a council may make a special rate for or towards meeting the cost of any works, services, facilities or activities provided or undertaken, or proposed to be provided or undertaken, by the Council within the whole or any part of the Council’s area. In 2012/13 Council proposes to make a number of special rates and the details of these rates and the works and services that the special rates will fund are included in the following pages.
It is proposed that the use of the special rates levied for Infrastructure include maintenance and/or operational phases of approved special rate projects not just capital upfront expenditure, as part of a prudent lifecycle approach to asset management.
Pensioner Rebates
All NSW councils give a mandatory rebate of up to $250 to eligible pensioners. Parramatta City Council is one of the few Councils that grants an additional voluntary rebate of up to $100 to eligible pensioners. Funding of around $670,000 is required for this additional voluntary rebate.
Council proposes to make the following Ordinary and Special Rates in 2012/13 following IPART’s approval for the special variation noted earlier.
Ordinary Rates
|
RATE |
# of Assessments |
Minimum Rate ($) |
Ad Valorem Rate in ($) |
Valuation (1 July 2010) |
Notional Yield ($) |
|
Residential* |
32,230 |
|
.00264836 |
11,703,327,143 |
30,994,628 |
|
Residential* |
25,143 |
580.60 |
|
2,197,361,557 |
14,570,438 |
|
Subtotal |
57,373 |
|
|
|
45,565,066 |
|
Business General |
1,170 |
|
0.01217397 |
501,187,919 |
6,101,446 |
|
Business General |
178 |
591.90 |
|
5,976,137 |
105,359 |
|
Business CBD |
1254 |
|
0.02162403 |
834,549,300 |
18,046,318 |
|
Business CBD |
348 |
591.90 |
|
4,978,872 |
205,982 |
|
Business CBD#2 |
9 |
|
0.03560188 |
76,196,000 |
2,712,721 |
|
Business ICA |
1222 |
|
0.01307191 |
1,238,838,016 |
16,193,978 |
|
Business ICA |
92 |
591.90 |
|
2,483,924 |
54,455 |
|
Business ICA#2 |
1 |
|
0.01307191 |
53,000,000 |
692,811 |
|
Subtotal |
4,274 |
|
|
|
44,113,070 |
|
Total Ordinary Rates |
61,647 |
|
|
|
89,678,135 |
Special Rates
|
PURPOSE |
# of Assessments |
Base Amount ($) |
Ad Valorem Rate in ($) |
Valuation (1 July 2010) |
Notional Yield ($) |
|
61,531 |
|
0.00006253 |
16,617,898,868 |
1,039,090 |
|
|
Open Space Acquisition & Embellishment |
61,531 |
17.01 |
|
|
1,046,724 |
|
Infrastructure* |
59,928 |
|
0.00007793 |
15,701,703,696 |
1,250,177 |
|
Infrastructure* |
59,928 |
6.94 |
|
|
433,135 |
|
CBD Infrastructure |
1,611 |
|
.00209047 |
915,898,612 |
1,914,663 |
|
Economic Development |
2,595 |
|
.00038115 |
1,782,372,520 |
679,359 |
|
Total Special Rates |
|
|
|
|
6,363,148 |
|
Total Ordinary and Special Rates |
96,041,283 |
|
less Pensioner Rebates |
-2,627,894 |
|
less Internal Rates Contra |
-489,640 |
|
Net Total Ordinary and Special Rates |
92,923,749 |
* As per advice from the Division of Local Government, it was recommended that Council amend its Rating Structure due to the fact that the Residential CBD Rate had 97.6% of Ratepayers on the minimum Rate. “The overriding characteristic of local government rating is that the assessments are primarily and predominantly determined via the ad valorem method whereby the incidence of any rate burden is split differentially based on the value of rateable property.” As a consequence of this advice, Council has merged it Residential & Residential CBD Rate. This has also resulted in the CBD Residential Infrastructure Special Rate being obsolete and merged with the Suburban Infrastructure Special Rate. It has been renamed as “Infrastructure Special Rate”.
Special Rates 2012/13
The table below details the percentage of the total yield that the base amount will produce for each of the following special rates:
|
Special Rate |
Base Amount Yield % |
|
Open Space Acquisition and Embellishment |
50% |
|
Infrastructure |
25% |
Impact on average ratepayers
The following tables show the average impact on ratepayers and include Special Rates, Waste Management Charges and the Stormwater Management Charge.
|
|
2011/12 |
2012/13 Rates |
|
|
($) |
($) |
||
|
|
Combined Rates |
Combined Rates |
Increase Per Qtr |
|
Average Residential Property |
1,132.89 |
1,201.52 |
17.16 |
|
Average Business General Property |
4,919.13 |
5,019.56 |
25.11 |
|
Average Business CBD Property |
12,786.59 |
13,235.18 |
112.15 |
|
Average Business CBD # 2 |
292,860.62 |
305,391.03 |
3,132.60 |
|
Average Business ICA |
12,346.67 |
13,043.34 |
174.17 |
|
Average Business ICA #2 |
691,034.58 |
719,597.33 |
7,140.69 |
SPECIAL RATES INCOME AND EXPENDITURE
The following tables show the estimated income and expenditure for each of the special rates.
|
Name: Suburban Infrastructure Enhancement - Infrastructure |
Start Date: 2000/01 |
Finish Date: On going |
||
|
Purpose: To fund urban infrastructure (roads, kerb and gutter, improvement to town centres and waterways) |
||||
|
Rating Base: All rateable properties outside the Central Business District |
||||
|
Income and Expenditure ($000) |
||||
|
Estimated Balance (01/07/2012) |
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
|
102 |
592 |
658
|
36 |
|
|
Projects to be funded from Special Rates |
||||
|
Type of Works |
Description |
Budget ($,000) |
||
|
Fair Value of Assets |
Legislative requirement for Asset Revaluation of Buildings, Land, Plant & Equipment, Office Furniture & Other Structures. |
140 |
||
|
Civil Construction Program |
Footpath and Kerb & Gutter construction at various streets in the LGA |
370 |
||
|
Flood Mitigation |
Rehabilitation of various creeks in the LGA to safely accommodate flood waters and convey it to downstream rivers without causing damages.
|
148 |
||
|
Total |
658 |
|||
|
Name: Suburban Infrastructure Enhancement - Environment |
Start Date: 2000/01 |
Finish Date: On going |
|||
|
Purpose: To fund urban infrastructure (roads, kerb and gutter, improvement to town centres and waterways) |
|||||
|
Rating Base: All rateable properties outside the Central Business District |
|||||
|
Income and Expenditure ($,000) |
|||||
|
Estimated Balance (01/07/2012)
|
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
||
|
563 |
823 |
888 |
498 |
||
|
Projects to be funded from Special Rates |
|||||
|
Type of Works |
Description |
Budget ($,000) |
|||
|
Creek and foreshore stabilisation works at eight locations identified in the Council adopted Environmental Improvement Program |
320
|
||||
|
Fishladder Construction
|
Construction of the final (fourth) fishway opposite the Cumberland Hospital weir to allow fish access to the upper Parramatta River Catchment |
300 |
|||
|
Waterways Litter Reduction |
Litter removal from waterways and adjoining creek banks following rain events |
53 |
|||
|
Wildlife Surveys |
Wildlife surveys of core Bushland areas to establish baseline data on fauna diversity |
50 |
|||
|
Sustainable Water Program |
Stormwater reuse project Doyle Ground Parramatta and soil improvement study at 2 sportsgrounds to minimise irrigation requirements |
50 |
|||
|
Waterways Rehabilitation Masterplan |
Preparation of the Duck River catchment Rehabilitation Masterplan and wetlands plan of management (with Auburn Council) |
50 |
|||
|
Parramatta River Estuary Management Plan |
Finalisation of the Parramatta River Estuary Study and Plan on behalf of 7 foreshore councils |
50 |
|||
|
Catchment Modelling – flood studies |
Contribution towards flood study modelling in accordance with adopted plan |
15 |
|||
|
Total |
888 |
||||
|
Name: Suburban Infrastructure Enhancement - Neighbourhood |
Start Date: 2000/01 |
Finish Date: On going |
||
|
Purpose: To fund urban infrastructure (roads, kerb and gutter, improvement to town centres and waterways) |
||||
|
Rating Base: All rateable properties outside the Central Business District |
||||
|
Income and Expenditure ($000) |
||||
|
Estimated Balance (01/07/2012) |
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
|
358 |
332 |
195 |
495 |
|
|
Projects to be funded from Special Rates |
||||
|
Type of Works |
Description |
Budget ($000) |
||
|
CAP Neighbourhood Improvement Program |
Ongoing upgrades to Streetscape and infrastructure across the city. This includes upgrades to footpaths, laneways and the foreshore. |
195 |
||
|
Total |
195 |
|||
|
Name: Economic Development |
Start Date: 2000/01 |
Finish Date: N/A
|
|
|
Purpose: To support the achievement of Regional Economic Plan targets for employment in the Parramatta Primary Centre |
|||
|
Rating Base: All rateable properties in the Parramatta Primary Centre |
|||
|
Income and Expenditure ($000) |
|||
|
Estimated Balance (01/07/2012) |
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
259 |
692 |
699 |
252 |
|
Projects to be funded from Special Rates |
|||
|
Type of Works |
Description |
Budget ($000) |
|
|
Economic Development |
The economic development project’s goals are to help Parramatta transition into a fully-functioning second city for Sydney, and to help grow employment in the primary area. The 2012 allocation covers strategy and brand development, high-level advocacy, business growth/attraction, support for liveability |
639 |
|
|
Rydalmere Technology Precinct |
The Rydalmere project includes Studies to enable the possible transition of the Brodie Street precinct into a Technology Precinct |
60 |
|
|
Total |
699 |
||
|
Name: Open Space Acquisition & Embellishment |
Start Date: N/A |
Finish Date: N/A |
|
|
Purpose: To fund acquisition of open space and embellishment of Parks and Public Domain |
|||
|
Rating Base: All rateable properties in the Parramatta Local Government Area |
|||
|
Income and Expenditure ($000) |
|||
|
Estimated Balance (01/07/2012) |
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
786 |
2,248 |
2,561 |
473 |
|
Projects to be funded from Special Rates |
|||
|
Type of Works |
Description |
Budget ($000) |
|
|
Bushland restoration & regeneration works to 5 core areas of the bushland reserves to reduce the extent of noxious weeds & enable improved public access to the bushland sites |
550 |
||
|
Pavilion Program |
Replacement &/or upgrading of sporting pavilions & amenities buildings within parks |
500 |
|
|
Walking Track Construction
|
Provision of bush walking tracks within the public open space & natural areas |
110 |
|
|
Parks Program |
Minor park improvements including fencing; paths; seating; picnic shelters; landscaping plus matching funding for grant funded projects by NSW Sport & Recreation |
70 |
|
|
Sportsground Program |
Improvements to sporting fields including rebuilding, drainage, irrigation, fencing & floodlighting |
400 |
|
|
Cultural Parks Program |
Restoration of headstones & monuments at the 3 heritage cemeteries & historic memorials & monuments within parks. |
85 |
|
|
Bushland Resources Mgt |
Bushland restoration & regeneration works to 5 core areas of the bushland reserves to reduce the extent of noxious weeds & enable improved public access to the bushland sites |
433 |
|
|
Asbestos Removal |
Removal & or related control measures to manage asbestos materials regularly illegally dumped within bushland reserves |
53 |
|
|
Playground Replacement |
Replacement of 4-5 children’s’ playgrounds per annum within parks & reserves. This ensures the equipment installed is modern, well used & complies with relevant safety standards |
30 |
|
|
Protection of Aboriginal Heritage |
Management & protection of known aboriginal heritage sites within the parks, waterways & other public natural areas. This includes identification, interpretative signage, monitoring, protective fencing & investigations. |
25 |
|
|
Environmental Education |
Resource funding for various annual environmental education displays, programs & projects including Australia Day, World Environment Day, National Tree Day, assistance to schools. Funding for Spring Garden Competition promotion & advertising. |
20 |
|
|
City of Trees |
Annual tree planting program to provide additional street & parks trees to green the city & enhance neighbourhood streetscapes. Provision of shade trees around park playgrounds & sporting fields. |
85 |
|
|
Contaminated Lands - Investigation |
Investigate identified parks & reserves with contamination history to determine the type and extent of contamination
|
200 |
|
|
Total |
2,561 |
||
|
Name: CBD Infrastructure Enhancement |
Start Date: 2000/01 |
Finish Date: N/A |
||
|
Purpose: To support the improvement of the Infrastructure in the CBD |
||||
|
Rating Base: Land categorised as Business CBD and Business Centre of Activity # 2 |
||||
|
Income and Expenditure ($000) |
||||
|
Estimated Balance (01/07/2012) |
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
|
4,510 |
2,223 |
2,021 |
4,712 |
|
|
Projects to be funded from Special Rates |
||||
|
Type of Works |
Description |
Budget ($000) |
||
|
City Centre Streetscape |
Ongoing upgrades to Streetscape and infrastructure across the city. This includes upgrades to footpaths, laneways and the foreshore. |
1,721 |
||
|
Foreshore Improvement |
This project is part of the revitalisation of the Parramatta River Foreshore and involves the construction of a children’s playground on the northern riverbank. |
120 |
||
|
Darcy Street Property Upgrades |
Upgrade of Darcy Street Properties |
150 |
||
|
Place Activation |
Pilot study on innovative activation programs in urban centres to economically and socially enliven centres. These programs will assistance local business and deliver innovative events for local neighbourhood centres throughout the LGA. |
30 |
||
|
Total |
|
2,021 |
||
|
Name: Parking Meters Revenue, Expense and Usage |
|||
|
Income and Expenditure ($000) |
|||
|
Estimated Balance (01/07/2012) |
Estimated Income |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
3,497 |
Gross Income 4,696 |
5,838 |
1,142 |
|
Operational Expenditure* 1,213 |
|||
|
Net 3,483 |
|||
|
*Excludes depreciation |
|||
|
Services and Projects to be funded from Parking Meter Revenue |
|||
|
Type of Works |
Description |
Budget ($000) |
|
|
Purchase and deployment of wireless mobile digital CCTV cameras for crime prevention, enforcement, detection and public safety. |
100 |
||
|
Paid Parking Plan |
Purchasing and installation of new parking meters and associated management system |
3,200 |
|
|
Footpath and Access |
Pedestrian Access and Mobility Program |
1,200 |
|
|
Major Events |
Major Events Program |
470 |
|
|
Major Events |
Parramasala - Contribution for Australian Festival of South Asian Culture to supplement funding from Events NSW |
300 |
|
|
Arts Services |
Artist Studios Projects |
227 |
|
|
Urban Designers |
Improving Urban Design |
341 |
|
|
Total |
5,838 |
||
Annual Charges—Stormwater Management Charge
In accordance with the Local Government Amendment (Stormwater) Act 2005, Parramatta City Council introduced a Stormwater Management Charge in the 2006/07 year. The Stormwater Management Charge is levied on all parcels of rateable urban land within the City of Parramatta categorised for rating purposes as Residential or Business (including all sub categories), not being vacant land or land owned by the Crown, or land held under lease for private purposes under the Housing Act 2001 or the Aboriginal Housing Act 1998.
Council administers a comprehensive waterways management program that is underpinned by its long-term strategic plan, Rivers of Opportunity, available for download from -
www.parracity.nsw.gov.au/home/publications/list_of_publications
A database of prioritised waterways activities required to fulfil the plan is being implemented as available funds allow. As the principal authority responsible for the management of stormwater, Council:
· maintains 438 km of stormwater discharge drainage pipes for stormwater conveyance.
· implements essential flood mitigation measures to protect life, property and infrastructure.
· conserves the natural waterways of the City.
· protects bushland and other natural assets from the impacts of urban runoff by implementing purpose-built pollution control traps and water retention systems.
The maintenance and operational costs associated with stormwater infrastructure throughout the City of Parramatta are estimated at $1.4 million per annum. This cost includes maintenance of drainage systems, ongoing management of impacts from stormwater runoff on natural areas and the cleaning of pollution control devices within the public domain.
|
Name: Stormwater Revenue, Expense and Usage |
|||
|
Services and Projects to be funded from Stormwater Revenue |
|||
|
Estimated Balance (01/07/2012) |
Estimated Income |
Estimated Expenditure |
Estimated Balance (30/06/2013) |
|
391 |
1,382 |
1,370 |
403 |
|
Service/Project |
Description |
Source of Funds |
Budget, ($000) |
|
Riparian Maintenance |
Protection of the City's natural waterways from the impacts of urban runoff such as weeds and litter |
SL |
450 |
|
Stream Health and Waterways Monitoring |
Monitoring of the waterways to determine the effectiveness of the implemented measures |
SL |
120 |
|
Pollutant Trap Cleaning |
Ongoing maintenance of pollution control devices to protect the City's waterways |
SL |
150 |
|
Stormwater Reuse Parks |
Provision of stormwater harvesting and reuse facilities in parks and reserves |
SL |
130 |
|
Drainage Maintenance |
Upgrading the existing stormwater system to maximise efficient conveyance of runoff for the protection of life and property |
SL |
520 |
|
|
|
TOTAL |
1,370 |
|
|
SR Special Rate GR General Revenue G Grants L Loans D Developer Contrib. SL Stormwater Levy |
|
|
|
Stormwater Services & Projects funded from sources other than the Annual Charge |
|||
|
Service / Project |
Description (In $’000) |
Source of Funds |
Budget |
|
Sustainable Water Program |
Water conservation and reuse measures in accordance with adopted 4 year Waterways Environmental Improvement program |
SR |
50 |
|
Water Quality Improvement |
Capital works projects to improve water quality eg. Pollutant treatment assets |
L |
300 |
|
Water ways Rehabilitation Master planning |
Sub-catchment master planning to address degraded riparian and estuarine corridors |
SR |
50 |
|
Floodplain Risk Mgmt Planning |
Whole of catchment planning to address floodplain risk and prioritised flood mitigation measures |
GR,G |
120 |
|
Flood Mitigation Program |
Capital works projects to address flood mitigation and to minimise flood damage / risk |
GR, SR |
360 |
|
Catchment Modelling Program |
Catchment based modelling for flood mitigation, drainage alleviation and water quality improvement |
GR, SR |
100 |
|
Drainage Construction Program |
Capital works projects to improve local drainage systems and hence stormwater flooding problems |
GR |
520 |
|
Waterways Restoration |
Restoration of natural waterways in terms of bank stabilisation, weed control, native planting and channel improvement works |
SR |
320 |
|
Waterways Litter Reduction |
Removal of litter from priority waterways after rain events |
SR |
53 |
|
Drainage Improvements to Future RDS Areas |
Areas flagged for increased residential development will have existing drainage assets upgraded and amplified to meet increased stormwater run off demands |
D |
60 |
|
|
SR- Special Rate; GR - General Revenue; G - Grants; L - Loans; D - Developer Contribution; SL - Stormwater Levy |
TOTAL |
1,933 |
Annual Charges—Stormwater Management Charge
|
Annual Charge Per Assessment |
|
|
All parcels of rateable urban land categorised as Residential or Residential CBD excluding Strata properties |
$25.00 |
|
All strata properties categorised as Residential or Residential CBD |
$12.50 |
|
Estimated Yield |
$1,071,213 |
|
|
|
|
|
|
|
Business Properties |
Annual Charge Per Assessment |
|
Per 350sq metres or part thereof capped at $200 |
|
|
All parcels of rateable urban land categorised as Business (all sub categories) including Business Strata properties |
$25.00 |
|
Estimated Yield |
$ 194,349 |
|
|
|
|
Total Estimated Yield |
$1,265,562 |
Domestic Waste Management Charges
Domestic Waste Management services are provided on a full cost recovery basis. Costs are determined by contractor charges for collection, management and treatment of waste, and the costs for education and environmental awareness programs and associated Council overheads necessary to manage the service. In 2012/13 the charges will increase by 10%. The increased charge reflects an ongoing improvement in Council’s approach to waste management and resource recovery.
Domestic Waste Management Availability Charge
Section 496 of the Local Government Act, 1993 specifies that councils must make and levy an annual charge for the provision of Domestic Waste Management services for each parcel of rateable land for which the service is available. The charge levied is proportionate to the administrative costs of providing the service.
Commercial Waste Management Charges
Section 501 of the Local Government Act 1993 provides that a council may make an annual charge for Commercial Waste Management Services. The annual charge may be levied on each parcel of rateable land for which the service is provided or proposed to be provided. The council may make the charge for the service according to the actual use of the service. Commercial Waste Management services are provided on a full cost recovery basis. Costs are determined by contractor charges, disposal costs and associated Council overheads necessary to manage the service. Commercial charges apply to individual enterprises which have opted to use Council’s service.
Annual Charges—Waste Management Services
Annual Charge for the provision of Waste Management Services under Section 501 and Section 496 of Local Government Act 1993 to be levied are as follows:
|
Service Level |
Service Mix |
Pickup Frequency |
Fees |
Annual Charge per Property |
Yield |
|
|
Domestic |
|
|
|
|
|
|
|
Basic Service |
Domestic Waste Collection |
1per week |
140 Ltr $319.99 |
240 Ltr $482.31 |
|
$18,427,047.11 |
|
|
Collection of Recyclables |
1per fortnight |
Included |
Included |
|
|
|
|
Collection of garden waste |
1per fortnight |
Included |
Included |
|
|
|
Additional Services |
Per bin |
1per week |
140 Ltr $319.99 |
240 Ltr $482.31 |
|
|
|
|
Recycling
|
1per fortnight |
|
|
240 Ltr $92.95 |
$22,493 |
|
|
Garden Waste
|
1per fortnight |
|
|
240 Ltr $92.95 |
$14,872 |
|
Unoccupied Land |
Availability |
Not applicable |
|
|
$55.20 |
$41,565 |
|
|
|
|
|
|
TOTAL |
$18,505,977 |
|
Commercial |
|
|
|
|
|
|
|
Basic Service |
Commercial Waste Collection |
1 per week |
140 Ltr $327.77 |
240 Ltr $493.91 |
|
$1,273,957 |
|
Additional Services |
Per Bin Collection Waste |
1 per week |
140 Ltr $327.77 |
240 Ltr $493.91 |
|
|
|
|
Recycling (new) |
1per fortnight |
|
|
240 Ltr $97.24 |
$21,198 |
|
|
Garden waste (new) |
1per fortnight |
|
|
240 Ltr $97.24 |
$6320 |
|
This statement does not include the impact of rebates given by Council and therefore differs from the financial statements |
|
|
|
|
TOTAL |
$1,301,475 |
|
Excludes GST |
|
|
TOTAL DOMESTIC & COMMERCIAL WASTE |
$19,807,452 |
||
Section 611 Charges
Section 611 of the Local Government Act 1993 provides that Council may make charges on persons for the time being in possession, occupation or enjoyment of a rail, pipe, wire, pole, cable, tunnel or structure laid, erected, suspended, constructed or placed on, under or over a public place.
Where applicable, such charges will be made in 2012/13 and will be based on the nature and extent of the benefit enjoyed by the person concerned.
|
Draft 2012/13 Fees and Charges (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
Parramatta City Council
Strategic Asset Management Plan
March 2012
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
TABLE OF CONTENTS
Executive summary
1. Introduction
1.1 Background
1.2 Planning Relationships
2. Policy
2.1 Background
2.2 Relationship to Legislation
2.3 Scope
2.4 Purpose
2.5 Asset Policy Statements
2.6 Roles and Responsibilities
2.7 Key elements of Asset Management
2.7.1 Stakeholders
2.7.2 Asset Services
2.7.3 Finance
2.7.4 Asset Systems and Decision Making Supports
2.8 Policy Guidelines
3. Levels of Service
3.1 Service Levels Outcomes
3.1.1 Reliability
3.1.2 Quality
3.1.3 Capacity
3.1.4 Condition
3.2 Consultation Process
4. Future Demand
4.1 Demand Forecast
4.2 Population Forecasts
4.3 Changes in Technology
4.4 Demand Management Plan
4.5 New Assets from Growth
5. Risk Management
5.1 Risk Management Policy
5.1.1 Scope
5.1.2 Purpose
5.1.3 Responsibilities
5.1.4 Procedure
5.2 Critical Assets
6. Life Cycle Management
6.1 Lifecycle Management Strategy. 31
6.2 Responsibility for Assets
6.3 Work Categories
6.3.1 Operations
6.3.2 Maintenance
6.3.3 Rehabilitation
6.3.4 New works
6.4 Asset Data
6.5 Asset hierarchy
6.6 Asset Inspections
6.7 Asset Revaluations
6.8 Asset Valuations
6.9 Asset Category – Infrastructure Assets
6.9.1 Background
6.9.2 Network Analysis
6.9.3 Key Life Cycle Issues
6.9.4 Asset Capacity and Performance
6.10 Asset Category - Buildings
6.10.1 Background
6.10.2 Network Analysis
6.10.3 Key Life Cycle Issues
6.10.4 Asset Capacity and Performance
6.11 Asset Category – Land
6.11.1 Background
6.11.2 Network Analysis
6.11.3 Key Life Cycle Issues
6.11.4 Asset capacity
6.12 Financial Forecasts
6.12.1 Operations and Maintenance Expenditure
6.12.2 Renewal Expenditure
6.12.3 New Asset Expenditure Forecasts
6.12.4 The Funding Gap
6.13 Asset Management Practice and Improvements
6.13.1 Asset Management Gap Analysis
6.13.2 Asset Management Improvement Plan
6.13.3 Monitoring and Review Procedures
TABLE OF FIGURES
Figure 1-1: Integrated Planning Framework
Figure 1-2: Resourcing Strategy Framework
Figure 2-1: Improvement Cycle
Figure 2-2: Asset Information and Financial Hierarchy
TABLES
Table 3-1 Strategic Objectives and Service Level Outcomes
Table 4‑1 Demand Factors, Projections and Impact on Services
Table 6-1 Definition of road condition
Table 6-2 Condition of existing road network
Table 6-3 Operations and Maintenance Forecast for Infrastructure and Land Assets
Table 6-4 Operations and Maintenance Expenditure Trends for Building Assets
Table 6-5 Renewal Budgets for Infrastructure and Land Assets
Table 6-6 Major Repair/Renewal Expenditure for Building Assets
Table 6-7 Asset Expenditure for Renewals
Table 6-8 New Asset Expenditure Forecasts
Table 6‑9 Infrastructure Service Level and Funding Analysis
APPENDIX A Asset Management Policy
APPENDIX B Draft Standard Operating Procedures for Enterprise Risk Management
APPENDIX C Draft Improvement Plan in Gantt Chart Format
The Strategic Asset Management Plan (SAMP) was developed 2011 and has been reviewed and updated in March 2012 to reflect changes in the recently updated Draft Delivery Program 2010/11 to 2013/14 and 2012/13 Operational plan.
|
|
|
|
|
|
|
|
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
Executive summary
This Strategic Asset Management Plan (SAMP) formalises and documents the process of providing the framework to guide the financial and physical requirements for the performance of Council’s Infrastructure, Building and Land assets into the future.
In accordance with the Local Government Act 1993, and under Parramatta City Council’s charter, the Council is required ‘to bear in mind that it is the custodian and trustee of public assets and to effectively account for and manage the assets for which it is responsible’. Further the Council is ‘to have regard to the long term and cumulative effects of its decisions’. This Strategic Asset Management Plan has been prepared in order to give effect to Council’s responsibilities and to best manage these assets for the community.
The objective of asset management is to enable assets to be managed such that agreed Levels of Service are consistently delivered in the most cost effective way. Levels of Service are established by Council taking the communities expectations, legislative requirements and available funding into account. While it has been acknowledged that Council does not have any clear Levels of Service informed by community consultation, evidence to date indicates that service provision has been at a level that has satisfied the Parramatta community. Future customer Levels of Service are to be determined at the next review of the Strategic Plan taking customer expectations into account.
Growth forecasts indicate that additional Infrastructure, Buildings and Land assets will be required in new growth areas to accommodate additional demand for services. Acquiring new assets will commit Council to additional funding to service the ongoing operation and maintenance of the assets. These future costs are identified and considered in developing financial forecasts.
Over recent years there have been insufficient funds for road infrastructure renewal, this has resulted in a significant drop in overall pavement condition. This combined with aging infrastructure and increasing traffic volume will only accelerate pavement deterioration.
It needs to be understood that the road network is ageing and unless Council is prepared to inject substantial funds, the road network will face major deterioration over the next decade and beyond. In the long term, delayed rehabilitation is more costly for very little benefit in life extension. An assessment undertaken by Fugro PMS estimates that an annual figure of $12.5 million is required to lift the road pavement condition to the desired Level of Service in the next ten years.
Footpaths, drainage and bridges all have a backlog of renewal works and require an annual expenditure to raise the condition of the assets to the desired service level.
In preparing this asset management plan, it has been identified that in recent year, renewals expenditure on building assets has been insufficient, resulting in a significant backlog of required works. This plan establishes that annual expenditure of $3.3 million and $3.2 million over the next twenty years for maintenance and renewal works is required to recover the existing backlog and sustain the desired service levels.
The current service level for the land assets is assessed to be fair to good and the desired service level is good. In order to raise the assets to the desired service level the required annual expenditure is $2.5 million over the next ten years. This annual expenditure will also take care of the current backlog of $1.6 million.
A gap analysis has been undertaken as part of this asset management plan highlighting areas for improvement and best practice to further develop Council’s asset management planning practices. An improvement plan has been included in this document.
The SAMP would be reviewed and updated periodically for any significant changes. Any updates since the plan was first developed in 2011 are shown in italics.
1. Introduction
The SAMP which was developed last year is being reviewed and updated in March 2012 to reflect changes brought about in the recently updated Draft Delivery Program 2010/11 to 2013/14 and 2012/13 Operational plan. Council has also recently put in an application for the local infrastructure renewal scheme for addressing infrastructure renewal backlog. Council’s application for loan funding under the local infrastructure renewal scheme (LIRS) which is subject to funding being made available aims to bring forward previously planned additional capital expenditure of $6M/yr on asset renewal in 2015/16 to 2012/13 (this is subject to the funding being made available).
Some of the tables in the plan have been updated to reflect the allocations under the draft devilry program and consequently the Funding Gap for the various categories of assets.
1.1 Background
Parramatta City Council (PCC) is following the guidelines that accompany the Local Government Amendment (Planning and Reporting) Bill, 2009 in the development of this Strategic Asset Management Plan. The Bill makes the development of a Strategic Asset Management Plan a mandatory requirement for NSW Local Governments. The NSW legislation is consistent with the national frameworks developed by the Local Government and Planning Ministers’ Council. The national frameworks are:
· Framework 1: Criteria for Assessing Financial Sustainability
· Framework 2: Asset Planning and Management
· Framework 3: Financial Planning and Reporting
The primary role of assets is to support the delivery of services that deliver Council’s long term objectives. As Council’s assets age there are increased maintenance, refurbishment and disposal costs which increase the cost of the services that they support. It is currently estimated that Parramatta City Council has approximately $1.5 billion of depreciating physical assets.
The cost of asset creation or acquisition is generally less than 20%[1] of the life cycle cost of an asset which includes operation, refurbishment and disposal costs. Before any asset is purchased or constructed the life cycle costs and risks must to be considered as they will place an increased burden on Council’s budget. In an extreme position, Councils can make themselves financially unsustainable in the longer term with an aggressive asset creation program that does not consider the life cycle costs.
The objective of this plan is to identify the balance between service delivery requirements to maximise the achievement of Council’s long term objectives and the life cycle costs of asset ownership within agreed risk tolerances. The information currently available for each asset groups dictates the level of sophistication of the strategy for that asset class.
As the Strategic Asset Management Plan moves to an advanced[2] plan, demand analysis and a more detailed lifecycle cost analysis will recommend assets that are to be acquired or disposed to support service delivery within the confines of the budget.
Asset planning and management is supported by a continuous improvement program that has limited resources within Council. This document identifies work that needs to be undertaken to more effectively plan and manage Council’s assets. In subsequent years the asset planning process will become more embedded as a business process leading to planned asset strategies that will be reflected in Council’s four year delivery program.
1.2 Planning Relationships
The current Council planning framework has been revised to align with the legislated planning framework in the Local Government Amendment (Planning and Reporting) Bill 2009 and the Planning and Reporting Guidelines for Local Government in NSW.[3] This plan has been developed in line with the legislated framework.
The legislated framework addresses the balance between the resources available against the long term aspiration objectives of Council to ensure that there is not an over commitment to resources (particularly assets) in the short term.
The long term community plan for Parramatta City Council is outlined in Parramatta Twenty25. This document provides a long term objectives (expressed in terms of directions) for Council and the strategies to achieve those objectives. It should be noted that Parramatta Twenty25 includes objectives in which Council will perform an advocacy role of guiding the private sector and other entities in delivering the objectives in the plan.
Ten key strategic priorities have been developed and linked to a strategy in the long term community plan. These priorities also guide the four-year delivery program. As both the long term community plan and the four year delivery program require community consultation, a strategy has been implemented to ensure that the priorities align with community requirements.
Figure 1-1: Integrated Planning Framework
As part of this planning process, Council has also prepared a Resourcing Strategy which includes a Long Term Financial Plan, an Asset Management Policy and Strategy and the Workforce Management Plan. Parramatta Twenty25, the Delivery Program and Operational Plan have informed and been informed by the Resourcing Strategy.
Figure 1-2: Resourcing Strategy Framework
This Asset Management Policy and Strategy establish a framework to guide the planning, construction, maintenance and operation of the infrastructure necessary to achieve the objectives of Parramatta Twenty25 and the Delivery Plan 2010-2014.
Underpinning the Asset Management Policy and Strategy are individual Asset Management Plans for the various classes of assets held by Council.
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Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
2. Policy
Council adopted an Asset Management Policy on the 19th April 2010.
2.1 Background
Assets play a vital role in enabling services to fulfil the environmental, social, cultural (including governance) and economic outcomes for the community. Parramatta City Council is responsible for ensuring that the billions of dollars of community assets under its ownership, care and control are cost effective in achieving the long term community objectives of the city.
Having sustainable assets requires Council to be accountable in maintaining and wisely using existing assets to meet required levels of service throughout the assets life.
Asset management requires the planning and acquisition of assets to meet current and future service delivery demands. Informed decisions are required about which assets are needed, where and in what numbers and at what cost. Asset investment decisions are made with careful consideration about the needs, costs and risks of maintaining and operating assets over their useful lives, including the ultimate retirement of assets. This approach recognises that the decisions made during any phase of an asset’s life will affect performance and costs in another phase.
Best practice across Council’s asset portfolio will result in:
· Assets that meet the requirements of the community at minimal cost
· Knowledge about the impact that assets will have on Council’s budget over the long term
· Informed asset investment decisions based on sound knowledge of asset performance
· A program that minimises the risks of asset ownership
· Cost effective management and operation of existing assets
Asset management planning is a relatively new, yet ongoing business discipline that will need to be embedded into Council’s planning, budgeting, operation and reporting frameworks. Council will need to adopt a continuous business improvement program to realise the substantial benefits that can be expected from strategic asset planning.
2.2 Relationship to Legislation
Due to the significant risks to Council associated with assets and the impact that assets can have in supporting the objectives of Council, the NSW Department of Local Government is passing legislation[4] to mandate that a Strategic Asset Management Plan be integrated into Councils planning and budget processes as one of the Resource Plans.
The legislation is consistent with the national financial sustainability framework. The legislation requires that a four year Delivery Program be developed to move closer to the objectives and strategies in the Long Term Community Plan. The Resourcing Strategy of assets, funds and workforce need to inform and support the Long Term Community Plan and the four year Delivery Program of the Council.
The plan will include all assets owned by Council and any new asset solutions proposed in the Long Term Community Plan and four years Delivery Program. The asset acquisition, operation, maintenance, renewal and disposal schedules in the Strategic Asset Management Plan will form an input to the Long Term Financial Plan.
2.3 Scope
This policy applies to all physical assets and their components with a useful life of more than one year.
Council has developed an asset hierarchy for the management, planning and reporting of assets. The asset hierarchy can be found in Section 6.2.
The asset hierarchy may be modified as the requirements of the community change and / or the cost benefit of managing an asset a particular level deems it necessary to change the hierarchy.
2.4 Purpose
This policy provides the overall framework to guide the sustainable management of Council’s asset portfolio as a resource for service delivery or as an investment portfolio for revenue. The policy will ensure that:-
· Assets are effectively and efficiently managed through the course of their life cycles
· There is a clear direction for informed decision making
· Community needs and expectations are met
· Best value practices are incorporated into asset management strategies and implementation activities
· Exposure to risk is managed through the application of sound operational principles and practices
· Sustainable development is based on the recognition that planning must include social, ecological, economic and cultural principles
· There is continual improvement in asset management and service delivery
2.5 Asset Policy Statements
It is a policy that:-
· Council will comply with all asset related legislation and guidelines including the development of an annual Strategic Asset Management Plan
· Council’s assets will be managed using a “life cycle” approach in accordance with recognised best practice asset management techniques
· Council’s assets will be utilised to their fullest potential to maximise usage and economic performance
· Council will continually monitor, audit and review its asset portfolio to ensure it is responsive to service delivery needs and meets the objectives set by Council
· Council’s assets will be regularly maintained to ensure that they continue to function as built for the duration of their life
· Council’s asset class management plans (included in the Strategic Asset Management Plan) will guide the funding allocations for all asset purchase, maintenance, rehabilitation and replacements
· Council will establish acceptable risk tolerances for assets
· Prior to the approval of any significant asset acquisition or renewal a detailed demand study, financial appraisal, risk assessment and community consultation will be undertaken
· Returns will be maximised from Council’s asset investment portfolio;
· The disposal of any asset shall be in accordance with Council’s asset disposal policies and procedures
· Council will undertake regular community engagement to determine satisfaction with the Levels of Service
2.6 Roles and Responsibilities
The roles and responsibilities for the management of assets to be followed within Council are detailed in the Council’s Asset Roles and Responsibilities document (TRIM Reference: D01063500). Key positions in relation to Asset Management are:-
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The Council: |
Owns all assets and acts as a steward for the assets. The Council will set the asset management policy and vision. Ensures that resources are available for asset management activities. |
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Executive Team: |
Reviews the Strategic Asset Management Plan (including the four year asset Delivery Program) and asset business cases in line with this policy. Advises Council on asset matters. |
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Strategic Asset Management Planning Board: |
Strategic Asset Management Planning Board (SAMP Board) has been established. The objective of this Board is to acknowledge, endorse and review Best Value Asset Management framework for Council and to take the concept back to their teams and drive the processes within their Units. Executive Team and the Council will review and decide on major asset management strategies and programs.
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Strategic Asset Manager:
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Is delegated by Council to act in the capacity of asset owner and make recommendations to Council. Responsible for the development of the Strategic Asset Management Plan which recommends the most sustainable use of available funds across the asset portfolio. Reviews all new asset acquisitions to ensure they are consistent with Council’s long term objectives, that the life cycle costs have been considered and that the asset can be funded within agreed risk tolerances. The Strategic Asset Manager also manages the asset system. |
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Service Manager: |
Uses assets to provide a service to the community. Provides the level of service requirements maximises asset utilisation and reports on asset performance. |
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Asset Manager: |
The person in Council who is in the best position to manage an asset with the required skills and experience. The Asset Manager may be a service manager or the service manager may allocate the management of an asset to an individual in a specialist role (e.g. facility manager). |
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Asset Service Provider: |
Is appointed by the Asset Manager to undertake work in relation to an asset. Some examples include design engineers, surveyors, maintenance officers, security officers. |
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Tenant |
A person or entity that rents or occupies a property. |
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Research and Consultation Team (RCT) |
Council has a Research and Consultation Team (RCT), this team conducts surveys and engages with the community on services needed and level of services provided. RCT mainly consult with the Residents' Panel, however they do consultation with the larger community on service delivery such as with the Library, Childcare Centres, Swimming Pools, Riverside Theatres, Parks, Halls, Infrastructure, Heritage and Information Centres. CRT also uses the database of the users of these particular services, for example CRT consults through surveys with people who use and hire the halls, people who are on the library database. On average RCT does between 15 to 25 consultation and / or surveys per annum |
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Residential Panel |
Resident Panel is a group of over 2250 residents who volunteer to be involved in community consultation processes. The Panel is a source of advice and is important in shaping the future of the Parramatta Local Government Area.
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2.7 Key Strategies (KS) for fundamental elements of Asset Management
2.7.1 Stakeholders
2.7.1.1 Internal: Strategic Asset Management Planning Board will ensure that all the internal stakeholders are involved.
2.7.1.2 External: External stakeholders are engaged through Research and Consultation Team (RCT).
· KS1: In consultation with the stakeholders develop, implement, review asset management plans, policies and framework to ensure sustainable asset service delivery in the most effective and efficient manner.
Goal: The first cut of Strategic Asset Management Plan (SAMP) and Asset Management Plans for Infrastructure, Building and Land are to be developed and adopted within the next 3 months. These Plans will be reviewed as required.
· KS2: The strategy for community and stakeholders is to implement a continuous improvement cycle for delivering target asset services within the next 12 months. The goal is to develop, implement, monitor and review the continuous improvement cycle.
Figure 2-1: Improvement Cycle
2.7.2 Asset Services
Strategies of Asset Services are:
· KS3: Implement service level agreement with asset service providers
Goal: Develop, implement, monitor and improve specific, measurable, achievable, relevant, timely service level agreement with asset service providers within the next 6 months.
· KS4: Council is given priority to maintain assets network to its existing size.
However as result of population growth and community future demands some new assets will be required.
Goal: Develop business case framework dealing with creating new assets to justify the need, option analysis, economical, social and environmental impacts and ensure all financial impact of the asset over its life cycle documented and Council could sustain the new services within the next 3 months.
2.7.3 Finance
Strategies for Finance are:-
· KS5: Develop strategies to close asset financial gap.
A number of initiatives are currently being researched and explored some of these are:
• Target service delivery.
• Introduction of cyclic and plan preventative maintenance plans.
• Dealing with ageing infrastructure - maintaining the current assets network rather than enlarging it.
• Explore asset amalgamation/ reduction in asset network
• Asset Ownership: Asset hires vs. asset acquisition e.g. for plant and equipment where/when it is economical.
• Introduction of user pay. Reduce the subsidy on non essential assets.
· KS6: Develop and implement asset financial system such that all activities in terms of maintenance, capital works and disposal could easily be tracked against individual assets.
This is vital for asset performance measurement and reporting.
The definition and policy has been adopted. The new financial/asset system has been set up with this requirement.
2.7.4 Asset Systems and Decision Making Supports
Strategy for asset systems and decision making supports is:
· KS7: Implement a fully integrated total asset management system
Goals:
• Design, develop, implement a fully integrated asset management system which can assist the Council with the asset life cycle management, decision making and performance management within the next 3 years.
• Improve the currency and accuracy of the asset data within the next 12 months.
Introducing cyclic maintenance and replacement including cyclic inspection and using the result to develop a priority plan, for preventative maintenance and asset replacement program, will not only change work activities from being an estimated 90% reactive to 90% proactive (planned work), but also optimises asset life cycle, reduce the cost and the risks of asset failure.
PCC Goals KPI’s Service Activity Asset Type Asset Class Asset Category Asset Subcategory ACTIVITY
Figure 2-2: Asset Information and Financial Hierarchy
By having activity cost, operation cost and income against individual asset, it will be possible to determine the economical benefit /or losses of particular asset. The financial and economical impact of assets will help Council and the community to make educated decisions on the level of asset services and whether to keep and maintain replacement or create new or disposal of asset.
2.8 Policy Guidelines
Policy guidelines are detailed in the Asset Management Policy that is located in
Appendix A.
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Item 11.3 - Attachment 3 |
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
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The objective of asset management is to enable assets to be managed such that agreed Levels of Service are consistently delivered in the most cost effective way. Levels of Service are established by Council taking the communities expectations, legislative requirements and available funding into account. |
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Elements of Asset Management |
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1- Stakeholder consultation 2- Asset Services
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Key Strategies |
Goal |
Goal Priority |
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KS1 |
In consultation with the stakeholders develop, implement, review asset management plans, policies and framework to ensure sustainable asset service delivery in the most effective and efficient manner. |
The first cut of SAMP and Asset Management Plans for Infrastructure, Building and Land are to be developed and adopted within the next 3 months. These plans will be reviewed as required. |
G1 |
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KS2 |
Develop clear Levels of Service informed by community consultation. The strategy for community and stakeholders is to implement a continuous improvement cycle for delivering target asset services |
The goal is to develop, implement, monitor and review the continuous improvement cycle for community consultation within the next 12 months.
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G3 |
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2- Asset Services |
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KS3 |
Implement service level agreement with asset service providers
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Develop, implement, monitor and improve specific, measurable, achievable, relevant, timely service level agreement with asset service providers within the next 6 months.
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G2 |
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KS4 |
Give priority to maintain assets network to its existing size As result of population growth and community future demands some new assets will be required, the strategy is to: 1- Minimise new asset creation 2- Make sure any new asset created providing vital services to the community and they are sustainable.
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Develop business case framework dealing with creating new assets to justify the need, option analysis, economical, social and environmental impacts and ensure all financial impact of the asset over its life cycle documented and Council could sustain the new services |
G1 |
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3- Finance |
Key Strategies |
Goal |
Priority |
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KS5 |
Develop strategies to close asset financial gap |
A number of initiatives are currently being researched and explored some of these are: • Target service delivery. • Introduction of cyclic and plan preventative maintenance plans. • Dealing with ageing infrastructure - maintaining the current assets network rather than enlarging it. • Explore asset amalgamation/ reduction in asset network • Asset Ownership: Asset hires vs. purchase asset • Introduction of user pay. Reduce the subsidy on non essential assets |
G1 |
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KS6 |
Develop and implement asset financial system such that all activities in terms of maintenance, capital works and disposal could easily be tracked against individual assets
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This is vital for asset performance measurement and reporting.
The definition and policy has been adopted. The new financial/asset system has been set up with this requirement.
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G1 |
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4- Asset Systems and Decision Making Supports |
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KS7 |
Implement a fully integrated total asset management system
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• Design, develop, implement a fully integrated asset management system which can assist the Council with the asset life cycle management, decision making and performance management within the next 3 years • Improve the currency and accuracy of the asset data within the next 12 months |
G1 |
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Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
3. Levels of Service
3.1 Service Levels Outcomes
Each of the asset management plans deals specifically with the service levels for each asset category. These service levels have been combined to deliver four asset related service level outcomes. The service level outcomes are:
· Reliability
· Quality
· Capacity
· Condition
Each of the service level outcomes is related directly to Council’s Community Strategic Plan – Parramatta Twenty25 (see Table 3-1). These service level outcomes are essential to ensure the asset portfolio is not only maintained to a satisfactory level but also caters for the future demands of the community whilst balancing the potential risks to the community and the Council.
3.1.1 Reliability
To ensure the asset base performs as required it is essential that the asset, no matter what type of asset, it should be reliable and fit for purpose. As a service outcome the Councils customers will require assets that are reliable and can be relied upon to deliver the services that are not only expected, but the services that are required.
3.1.2 Quality
In addition to asset condition, quality is also very important. In this regard Council should determine the quality of the assets required for the city area. Quality will have more to do with manner and type of the asset rather than its condition. An asset may be poor in quality yet have a condition which is described as good.
3.1.3 Capacity
Council will maintain assets that have capacity to meet the needs of the current and future generations. Whilst this may be difficult in some cases, particularly drainage assets, strategies should be implemented that will help minimise any adverse effects of future demand.
3.1.4 Condition
In order for Councils assets to assist in meeting the strategic goals and assist in attaining the target asset condition it will be fundamental that assets are in the appropriate condition. The determinate of appropriate condition in various assets and asset categories will be dependent on the service levels adopted by the Council.
3.2 Consultation Process
In August 2010 Council conducted a survey on the Delivery Program (previously known as the Management Plan Survey) to understand resident satisfaction with Council’s delivery of services and to assist with:
1. Forward planning, including Council’s Delivery Plan (budgets and projects)
2. Service planning, including Council Units/Services using resident satisfaction indicators to measure service delivery and understand service requirements so information could be used to develop and improve service plans through target services delivery.
The 2010 survey was conducted in the field from 19th June to 15th July 2010 and also conducted online and via post with the Residents’ Panel. The survey was sent to all Resident Panel members and 734 completed responses were collected. This represents a confidence level of 95% certainty +/- 3.6% (on a population of 150,000 residents). The sample is considered representative of the general Parramatta community aged 19 and above.
The Residents’ Panel is an advisory body to Parramatta City Council. It help’s Councillors make decisions on Council investments and services, that is based on ongoing feedback.
Parramatta City Council’s Resident Panel is a group of over 2250 residents who volunteer to be involved in community consultation processes. The Panel is a source of advice and is important in shaping the future of the Parramatta Local Government Area.
No clear customer levels of service can be interpreted from the above survey. An additional survey that is more clearly focussed on customer satisfaction with assets is required to produce an indication of customer levels of service.
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Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
Table 3-1 Strategic Objectives and Service Level Outcomes
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Parramatta City Council’s Strategic objectives |
What does it mean? |
How we will know we are reaching out strategic objective |
Key Performance Indicators include: |
Service Level Outcome |
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Land and water that is protected, respected and sustained |
Parramatta’s natural environment including the Parramatta River, its creeks and tributaries will be protected and enhanced. |
The health of our waterways is improving (includes impact of development and stormwater). Our land is fit for human occupation. There is an increase in vegetation cover that improves the land, stabilises the soil and cleanses the water. The community values its natural heritage |
Waterways condition (SIGNAL index) Proportion of vegetation cover across the City. Levels of water consumption. % of known contaminated land that is remediated |
Reliability (eg stormwater infrastructure meets the needs of the City) Quality (eg reducing stormwater pollutants from entering waterways through the use of gross pollutant traps that protect the natural environment) Capacity (eg maintaining the natural structure of waterways while managing water flows to ensure they do nor worsen floods or erosion) Condition ( eg enhancing bushland and vegetation corridors) |
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A society that is healthy and compassionate |
Parramatta’s residents will be healthy, well educated and gainfully employed. People who are in need or who are experiencing difficulties will find the help they need. |
There are sufficient services and support for people in need of assistance. The health of people in the community improves. There are improved schooling and learning opportunities |
Wellbeing index Job opportunities accessible for vulnerable people Proportion of public health services v private Trend in waiting lists for housing and other key services People with vocational or higher education |
Quality (eg ensuring buildings and public areas are accessible) Capacity (eg appropriate community services and facilities to meet residents needs) Condition ( eg managing public health risks) |
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Businesses that are dynamic, prosperous and socially responsible
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Parramatta’s CBD and local neighbourhoods will continue to grow and attract leading businesses. They will be supported through education, training and research. |
Businesses are stable and maintain a long term presence in the City. More businesses are contributing to community services. Increasing proportions of jobs for the resident workforce |
Commercial vacancy rates Retail and commercial rental rates Proportion of businesses contributing to community services Local jobs per resident workforce population Distribution of income Unemployment rates Industry output |
Capacity (eg supporting major commercial property investment in the CBD - including Civic Place and developing infrastructure to support the visitor/tourism sector)
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Neighbourhoods that are liveable and distinctive |
Neighbourhoods will be clean, green and safe – and home to community-minded residents and successful businesses. New development will be located close to shows, jobs and transport and residents will have access to local sport and leisure facilities. |
Residents are satisfied with the shops, open space and leisure facilities in their neighbourhoods. There is a decrease in the incidence of household and personal crime and the perception of feeling safe is increased amongst residents and visitors. Residents feel comfortable where they live. Neighbourhoods are clean and attractive |
Resident level of satisfaction with neighbourhood amenities Urban housing intensification Incidents of crime and perceptions of safety |
Reliability (eg safety by design and graffiti reduction) Quality (eg regenerating town centres and provision of community facilities including recreation facilities public toilets, bins, seats, signs etc) Capacity (eg ensuring infrastructure accommodates current and future needs) Condition ( eg developing and maintaining high quality streetscapes) |
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A community that is diverse and cohesive |
The people of Parramatta are proud of the individual, community and cultural differences that make up this city and celebrate its diversity |
People value and enjoy the built and cultural heritage. People appreciate each other and the City’s cultural diversity. People living and working in Parramatta appreciate and acknowledge the traditional land owners. |
Perceptions of harmony
Contact with neighbours Community involvement in public decision making Rate of social and voluntary participation
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Quality (eg meeting the diverse needs of the community including range of community facilities) Condition ( eg ensuring heritage assets continue to be protected and conserved) |
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People and places that are linked by sustainable transport and communication networks
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Most people coming into Parramatta will use public transport. Residents will walk or cycle when moving around neighbourhoods. New technology will mean people communicate and work in different ways. |
People can access their workplaces easily. Transport is available for all. More people are using public transport than private vehicles. People have access to a variety of good quality and reliable communication tools. People can safely use a variety of transport modes. |
Mode of travel to work Frequency and reliability of public transport. Reduction in car usage. Reduction in community transport waiting lists. % who rate ease of travelling around the area as adequate or better. % implementation of cycleways and footpaths Phone and internet access |
Reliability (eg implementing appropriate traffic management measures) Condition (eg creating pedestrian friendly environment)
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A city that is innovative and inspirational |
Parramatta will be renowned as a centre for the arts, technology and research – supporting and encouraging local talent |
Our community enjoys and participates highly in the City’s arts and cultural activities. Most people like the look and the feel of the City Parramatta’s role in research and innovation is visible |
Satisfaction with the way the City looks and feels Transition from education to work Rating of the variety and quality of arts and cultural events (adequate or better) |
Quality (eg providing high level cultural facilities such as Riverside Theatres)
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Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
4. Future Demand
4.1 Demand Forecast
Factors affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, economic factors, agricultural practices, environmental awareness and climate change.
The Parramatta local government area has been analysed by suburb using Australian Bureau of Statistics data to determine the future demands for services throughout the area. Parramatta Twenty25 estimated the infrastructure requirements based on the population demand for services.
A number of trends that will impact on service delivery are shown in Table 4-1.
Table 4‑1 Demand Factors, Projections and Impact on Services
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Demand factor |
Present position (2009) |
Projection (2025) |
Impact on services |
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Population |
Estimated Resident Population 167,431 |
Expected Population 194,747
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Population growth will place an increased demand for the provision of Infrastructure assets |
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Demographics |
Mid-point age range 30-34 % Population older than 45 is 33%
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Mid-point age range 30-34 % Population older than 45 is 34% |
The trend towards an aging population will place a higher demand on some infrastructure assets |
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Transportation Changes |
Environmental responsibility, rising fuel prices and increasing traffic all increase the need for an integrated transport system with a reduced reliance on the use of private motor vehicles |
Transport infrastructure will need to provide for increase use of public transport, encourage the use of bicycles and include accessible footpath networks |
The design and provision of transport networks will need to address future needs |
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Increasing Costs |
The costs associated with asset construction, maintenance and renewal is increasing at a greater rate than Council’s revenues |
Costs increases are forecast to continue |
The need to carefully plan infrastructure is increasing in importance. A focus on maximising the service that can be delivered within the funding limitations is required. |
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Environment and Climate Change |
Current position is known |
Future position is uncertain, but indications are that change is likely. |
Some infrastructure assets may be impacted by change such as more severe weather events. Additional costs may be incurred to fund environmental initiatives |
There is currently no formal procedure to take this into account in determining demand forecasts for the Council’s assets.
4.2 Population Forecasts
The Department of Planning as part of its Metropolitan Strategy’s initiative provided indicative population forecasts for each local government area in Sydney. Parramatta City Council commissioned an independent consultant to look at the likelihood of Parramatta meeting the assigned target and identify the suburbs in which growth is likely to occur. To ensure the integrity of the empirical analysis suburbs with similar demographic characteristics were grouped together.
• Carlingford, Dundas, Ermington and Rydalmere is expected to see a decline in the number of residents of 2,261. A breakdown of the age structure indicates that this group of suburbs have an aging population with little movement of people either in or out of the area. The predicted decline may be reversed if there is redevelopment which would attract new families into the area.
• Epping and Eastwood there has been a movement of young families into the suburbs replacing retirees and older people over the last Census period of 2001 to 2006. At the same time there had been a pronounced decline in the 20 to 29 year olds living in the region. These trends are likely to continue into the future.
• South Granville, Granville, Guildford and Merrylands show a relatively high population growth of 17.9 percent to 2026. In the inter-census period of 2001 to 2006 there was a large increase in the number of young children in these suburbs. This may be a function of migration and/or high fertility rates. These suburbs have also seen a fall in the 30 to 39 year olds living in the area. This suburb group has also seen an increase in the West Asian and Middle East communities. It is anticipated that these trends will continue for a couple of census periods before growth slows down.
• The Parramatta, North Parramatta, Harris Park and Rosehill group of suburbs encompasses the Parramatta CBD. The Parramatta CBD has seen a large increase in multi dwelling building in the years 2001 to 2006. This same period shows an increase in the population of 56.2 percent to 6,683 residents. The majority of this growth was in the 20 to 29 age group moving into the area. This trend of 20 to 29 year olds moving into city style living in the CBD has spilt over to the surrounding suburbs. It is difficult to predict how long this group will remain in the area. The continued forecasted high growth in population for these suburbs is dependent on those moving into the area staying in the area and starting families, together with the continued pattern of young people coming into the area.
• Northmead, Wentworthville and Toongabbie is expected to have population growth in the 20 to 34 age group, particularly in the 25 to 29 age group. The proximity to Westmead Hospital has some influence on younger people moving in to live close to work. There has also been some spill-over affect from those wanting to live closer to the Parramatta CBD. These suburbs are likely to see a continued loss in people over 40 moving out.
• Winston Hills has an aging population. This population group is less mobile than its younger counterparts and hence the expected drop in residents by 2,445 or 23.6 percent. The fall in population is likely as a result of young people moving out of established family households.
4.3 Changes in Technology
The main areas where technology changes may affect the delivery of services are in the areas of construction materials and methods which may potentially increase the life of some assets and reduce susceptibility to damage.
Demand and usage changes may occur as a result of the development of cost effective renewable energy transport options.
Changes in technology may also increase costs in some areas. For instance, in the area of libraries, if the function of a library is moving more towards providing access to electronic services, this will require a change in the layout and fit-out for library.
4.4 Demand Management Plan
A formal Demand Management Plan does not currently exist, however non asset based demand management solutions are continuously being developed as part of the Councils ongoing performance improvement strategies.
A Demand Management Plan needs to cover the management of demand changes by:
· managing existing assets
· upgrading existing assets
· providing new assets to meet demands
· managing the demand for services provided by the assets including consideration of non-asset solutions.
4.5 New Assets from Growth
The forecasts demonstrate that new infrastructure assets will be required to meet future growth. Council will acquire these assets from private land development activities and from its own construction works.
Acquiring these new assets will commit council to fund ongoing operation and maintenance for the assets for the period that the service provided from the assets is required. These future costs are identified and considered in developing financial forecasts.
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
5. Risk Management
5.1 Risk Management Policy
Parramatta City Councils Risk Management Policy states:
Council will manage risks across all aspects of its management and performance of functions and processes. Council will systematically devise, implement and continually improve measures for the management of risks in order to minimise or eliminate financial or other losses to Council, arising from personal injury, financial loss, damage to assets, the environment and the good reputation of Council.
Council has adopted AS/NZS ISO 31000:2009 Risk Management Principles and Guidelines as the basis for its risk management policy. It will collect information on risks from risk owners and record these in a centralised database. All risks identified are to be assessed by the Enterprise Risk Management Committee (ERMC) and any changes or movements reported to Executive Management.
Council is committed to making the necessary resources available to assist those accountable and responsible for managing risk. Council will ensure that risk management performance will be measured and reported.
5.1.1 Scope
The Enterprise Risk Management policy applies to all Councillors, Officers, Staff, Volunteers Contractors and Visitors to the extent that their respective involvement with Council can contribute to or have some influence on the risk associated with Councils business operations and activities. The intention is to ensure the impact of any risk is dealt with to ensure harm or loss is minimised and opportunities or potential is maximised.
5.1.2 Purpose
· Ensure Enterprise-Wide Risk Management is integrated into Council’s strategic, operational and tactical planning processes so that harm or loss can be minimised
· Achieve adequate, equitable and appropriate services and facilities for the community at a reduced level of risk
· Have regard to the long-term and cumulative commitment by Council to social, economic, environment and governance objectives review and update these so as to clearly identify the application of risk management
· Deal with any potential conflicting interests through the assessment of all risks by the Enterprise Risk Management Committee
· Through the integration of Enterprise–Wide Risk Management Council seeks to demonstrate its accountability, dealing with risk and integrity, maintaining an up to date and accurate database
5.1.3 Responsibilities
|
CEO |
The CEO is responsible for Council`s Enterprise-Wide Risk Management program. |
|
Group Managers |
Each Group Manager has responsibility to ensure all risks associated with its functions and processes are identified and managed effectively. |
|
Managers, Service Managers, Team Leaders, Supervisors, Staff, Volunteers, Contractors |
Council Officer, delegate, volunteer and contractor is responsible for actively managing risks associated with the functions they perform.
|
|
Commercial and Risk |
Facilitate the collection of risk ids across Council and compile these into a central register. Coordinate the review of risks by the ERMC and report changes/findings monthly to Executive Team. |
|
Enterprise Risk Management Committee (ERMC) |
Assess risk ids as both uncontrolled and controlled and record those assessments in a central register. Review policy and associated guidelines and provide a point of contact/assistance for other staff. |
|
Control Owners |
Each Control Owner has responsibility to ensure that controls associated with their functions and processes are identified and maintained effectively. |
5.1.4 Procedure
The Standard Operating Procedures for Enterprise Risk Management within Appendix B reflects the approach to be taken and options available for the recording and assessment of risks. Please note that this document is still in draft form.
5.2 Critical Assets
Council does not have a current method in place for determining its critical assets, however from local knowledge and experience the below assets have been identified as critical to the operation of Council business.
|
Critical Asset |
Why is asset critical? |
How is the risk mitigated? |
||
|
Infrastructure |
Roads |
Hassall Street |
Roads are classed as Regional roads and experience high volumes of traffic, have high percentage of heavy vehicles and more severe accidents. |
Regional Roads are inspected six monthly by the RTA and a program of works is forwarded to Council. Council undertakes any minor works generated from service requests. There are no response times documented however key performance indicators are being produced as part of the COMBI review currently being undertaken by Council. |
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Parkes Street |
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O’connell Street |
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Rawson Road |
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Wellington Road |
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Loftus Street |
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Macquarie Street |
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Merrylands Road |
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Mombri Street |
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Pitt Street |
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Bold Street |
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Boundary Road |
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Clyde Street |
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Ferndell Street |
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Hector Street |
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Memorial Drive |
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Railway Parade |
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Mona Street |
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Railway Terrace |
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Randle Street |
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North Rocks Road |
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Fitzwilliam Road |
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Station Road |
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Oxford Street |
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The Portico |
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Albert Street |
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Pennant Street |
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Victoria Road |
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Bettington Road |
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Darcy Road, Park Parade |
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Macarthur Harris Street |
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Barney Street |
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Wentworth Avenue |
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|
Drainage |
Lake Parramatta Dam |
The failure of the dam will cause major flooding downstream around North Parramatta and potentially loss of life. |
Council has invested substantial capital to monitor the dam in respect to any movement, seepage and rainfall data via a telemetry system. The dam is also inspected on a 3 times a week frequency as per the Dam Safety Committee requirement. Emergency plans have been put in place with Council’s LEMO Phil Littlewood when there is any imminent danger of the dam failing. |
|
|
Briens Road culvert |
The culvert drains a large catchment and is located beneath a Briens Road. The culvert is approximately 20 metres wide and 15 metres deep, and consists of four box culverts. The culvert has experienced partial blockages during storm events. A full blockage could occur during a 1 in 50 or 1 in 100 year storm and would cause flooding to private properties. |
Briens Road culvert is inspected quarterly, and during and/or following storm events.
|
||
|
McCoy Park Basin Toongabbie |
The Basin is a flood mitigation structure to control and reduce the impact of flooding to downstream properties. |
This structure is inspected on a monthly basis in accordance with Dam Safety Committee Requirements. Capital has been invested in a monitoring system to monitor water depths in the basin during flood events via a telemetry system. Emergency Plans are also in place with Council’s LEMO Phil Littlewood when there is any imminent danger of the basin failing. |
||
|
Footpaths |
Ada St |
Footpaths in the CBD have a high volume of pedestrians and pose a high risk to Council. |
Footpaths in the CBD are inspected on a daily basis as part of the daily cleaning undertaken. There are no response times documented however key performance indicators are being produced as part of the COMBI review currently being undertaken by Council. |
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Aird St |
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Albion St |
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Anderson St |
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Argus Lane |
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Argyle St |
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Campbell St |
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Charles St |
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Church St |
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Cowper St |
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Darcy St |
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Fennell St |
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Fitzwilliam St |
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George St |
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Great Western Hwy |
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Grose St |
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Harold St |
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Harris St |
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Hassall St |
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Horwood Place |
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Hunter St |
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Kendall St |
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Lamont Parade |
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Little St |
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Macquarie St |
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Marion St |
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Marist Place |
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Market St |
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Marsden St |
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O'Connell St |
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Palmer St |
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Parkes St |
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Philip St |
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Pitt St |
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Ross St |
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Smith St |
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Sorrell St |
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Station St |
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Una St |
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Union St |
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Valentine Ave |
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Victoria Rd |
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Villiers St |
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Wentworth St |
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Wigram St |
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Wilde St |
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|
Bridges |
Moxhams Road bridge |
Moxhams Road bridge is a timber bridge that has a tendency for termite attack. |
Termite inspection undertaken every six months. Timber components of bridge are replaced about every ten years. |
|
|
Land |
Regional Parks |
Campbell Hill Pioneer Reserve |
Parks and Reserves that are used by a large number of residents and at a regular frequency.
|
No action is taken by Council to mitigate the risk of critical land assets.
Playgrounds are inspected for a annual audit by KICO and quarterly by Parks staff. |
|
Lake Parramatta Reserve |
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|
District Parks |
Binalong Park |
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|
Boronia Park |
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Caber Park |
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|
Doyle Ground |
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Dundas Park/Curtis Oval |
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Granville Memorial Park |
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Granville Park |
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Prince Alfred Park |
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Ray Marshall Reserve |
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Upjohn Park |
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Robin Thomas Park |
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|
Historic Cemeteries & parks with Heritage significance |
All Saints Cemetery |
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Colquhoun Park |
||||
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Elizabeth Farm Reserve |
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Experimental Farm Reserve |
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James Ruse Reserve |
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K13 Submarine Memorial Park |
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Walter Lawry Methodist Memorial Park |
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|
St Patrick’s Cemetery |
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|
Key natural areas/ bushland reserves
|
Duck River Reserve |
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|
Edna Hunt Sanctuary |
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Galaringi and Eric Mobbs Memorial Park |
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George Kendall Riverside Park |
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John Curtin Reserve |
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Ponds/Subiaco Creek Reserve |
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Reynolds Park |
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Third Settlement Reserve |
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Toongabbie Creek Reserve |
||||
|
Vineyard Creek Reserve
|
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|
Buildings |
Administration Building |
Buildings that have high occupancy rates, are used by vulnerable groups and are used during emergency operations are classed as critical. |
No inspections are undertaken on building assets, however there are required response times for service requests on defects. |
|
|
Depot – Moreton St |
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|
Council Chambers |
||||
|
Child Care Buildings |
||||
|
Parramatta Town Hall |
||||
|
Granville Town Hall |
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|
Dundas Community Centre |
||||
|
Gilford Community Centre |
||||
|
Telopea Community Centre |
||||
|
Granville Swimming Pool Building |
||||
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
6. Life Cycle Management
6.1 Lifecycle Management Strategy
A lifecycle management strategy focuses on economic and physical management options and strategies from initial planning through to disposal stages of an asset.
Lifecycle Management aims to develop decision support information, to model future asset maintenance and rehabilitation requirements and compare these predictions with historical expenditure trends.
The lifecycle management strategies for each asset category will outline:
· The objectives for the asset category
· Supporting data for each asset category
· Network analysis
· Key life-cycle management issues
· Asset capacity and performance
· Asset valuation
If the cost of all the asset strategies exceeds the available budget Council will need to allocate funds to those assets that are of the highest priority.
6.2 Responsibility for Assets
Asset managers have the asset management skills and experience to plan and manage the assets over their useful lives. The asset manager will liaise with service managers to determine their requirements for the development of the asset strategy. The “Parramatta City Council Asset Roles and Responsibilities” explains how these relationships work in practice.
The mapping links the service manager (person who uses the asset) with the asset managers (people with the technical skills for the asset’s management). Asset managers need to ask service managers what their expectations are from the asset. If done correctly these expectations will reflect the community’s requirements. These expectations are called levels of service and are an advanced asset planning concept. The levels of service for all of Council’s assets will be further developed in future asset plans.
6.3 Work Categories
The modelling of the lifecycle of assets requires the input of data including asset economic life, estimates of remaining life, average expenditures and asset replacement costs. The effective economic life of any asset is linked to the maintenance carried out on that asset during its life span.
Any estimate of asset economic life of an asset assumes a certain level of maintenance in order to achieve that life but will ensure the asset condition does not deteriorate ahead of its time. Maintenance activities will not result in an increase in the economic life of an asset. Rehabilitation activities are carried out so as to extend the economic life of an asset. Therefore the asset net book value will increase as a result of rehabilitation activity as the condition of the asset is restored to reflect its original condition. Asset rehabilitation should be carried out at the appropriate time as delays in some cases may cause rapid deterioration and as a result, increase the cost for rehabilitation.
The management activities to achieve the levels of service are identified in the following work categories:
· Operations
· Maintenance
· Rehabilitation
· New works
6.3.1 Operations
Asset operation is necessary to keep the asset appropriately utilised. Operational costs are running cost to service the asset.
6.3.2 Maintenance
Routine maintenance includes the day to day work required to keep assets operating at required service levels, and falls into two broad categories:
· Planned (proactive) Maintenance: Proactive inspection and maintenance works planned to prevent asset failure
· Unplanned (reactive) Maintenance: Reactive action to correct asset malfunctions and failures on an as required basis (i.e. emergency repairs)
Maintenance is defined in each section of the lifecycle strategy, and includes:
· All repairs/maintenance which are not classified as rehabilitation
A key element of advanced Asset Management Planning is determining the most cost-effective mix of planned and unplanned maintenance.
6.3.3 Rehabilitation
These works are defined as being:
· The rehabilitation of existing assets to their original size and capacity, or,
· The replacement of the entire component of the asset with the equivalent size or capacity, or,
· The replacement component of the asset works which dose not increase the capacity of the assets.
6.3.4 New works
Projects (including land purchase) for the extension or upgrading of assets required to cater for growth or additional levels of service, including:
· Works which create an asset that did not exist in any shape or form, or
· Works which improve an asset beyond its original size or capacity, or
· Upgrade works which increase the capacity of an asset, or
· Works designed to produce an improvement in the standard and operation of the asset beyond its original capacity.
6.4 Asset Data
Council has recently started using an asset register called TechnologyOne Works and Assets. Council is currently doing an analysis of the capabilities of TechnologyOne to assess what other programs are required to be integrated with TechnologyOne to fulfil all requirements. TechnologyOne is not at present linked to a Geographic Information System (GIS), however this will be required in the future.
Council has a strategy in place to improve the quality of the data that is maintained within TechnologyOne.
This strategy includes assets in the following asset categories:
· Infrastructure assets
· Building assets
· Land assets
6.5 Asset hierarchy
The asset hierarchy is a logical way of aggregating assets for maintenance, operation, asset management, asset planning and asset financial reporting. As long as there is one source of asset data at the lowest level there can be a number of asset hierarchies. Council has been able to create one hierarchy that supports all of the requirements listed in the first sentence.
For example all the amenities in parks are aggregated for asset planning purposes; the asset strategy is developed at that aggregated level, yet the assets are maintained at the component level for each amenity building and the amenities can be aggregated with other buildings for financial reporting purposes.
The aggregation of the assets in the asset hierarchy allows assets to be mapped to the services that they support. Some assets support one service (e.g. library buildings support library services) whilst other assets support a range of services (e.g. administration buildings support all services occupying the building, IT equipment supports almost every service).
|
Asset Type |
Asset Class |
Asset Category |
|
Infrastructure |
Roads, Bridges and Footpaths |
Bridges |
|
Footpaths |
||
|
Cycle ways |
||
|
Roads |
||
|
Other Infrastructure |
Street Furniture |
|
|
Public Lighting |
||
|
Parking Meters |
||
|
Laneways |
||
|
Other Infrastructure |
||
|
Stormwater Infrastructure |
Flood Control |
|
|
Natural Water Courses |
||
|
Drains |
||
|
Park Infrastructure |
Park Infrastructure |
|
|
Buildings |
Administration and Operation Buildings |
Administration Buildings |
|
Operation Buildings |
||
|
Civic Place Buildings |
Council Chambers |
|
|
Macquarie House |
||
|
Administration Building 38 Darcy Street |
||
|
Connection Arcade and Darcy Street Shops |
||
|
Community, Library and Social Services Buildings |
Child Care Buildings |
|
|
Baby Health Centres |
||
|
Buildings Leased for Community Services |
||
|
Libraries |
||
|
Culture, Tourism and Recreation Buildings |
Heritage and Visitor Information Centre |
|
|
Town Halls and Community Halls |
||
|
Park Buildings |
||
|
Swimming Pools |
||
|
Riverside Theatre |
||
|
Property Investment Portfolio Buildings |
Property Investment Portfolio Buildings |
|
|
Multi-Story Car Parks |
Multi-Story Car Parks |
|
|
Land |
Community |
Open Space (park) |
|
Recreation Facility Land |
||
|
Land Under Administration and Operation Buildings |
||
|
Civic Place Land |
||
|
Property Investment Portfolio Land |
||
|
Land Under Roads |
6.6 Asset Inspections
Asset inspections are designed to identify defects that have the potential to create a risk of damage or inconvenience to the public and may impact on overall asset life. The asset inspections are to be aligned with the hierarchy and recommend outcomes that may require maintenance or changes to maintenance or operational processes.
6.7 Asset Revaluations
According to legislation AAS 27 released in 1996 Councils are required to revaluate their assets every five years. Council has adopted to do revaluations every three years.
Revaluations of Infrastructure assets were first undertaken in 2009/2010, and in 2007/2008 for Buildings and Land.
Some of the revaluation data is suspect due to the methods used, for example the footpath assets were evaluated by using aerial photographs and taking the year of development of the areas into account. Not all footpaths were constructed at the same time as the roads and houses, and therefore the valuation for footpaths is lists the condition as worse than it actually is.
6.8 Asset Valuations
Parramatta City Council is responsible for management of assets with replacement value of approximately $4.3 billion. This Strategic Asset Management Plan just deals with infrastructure, land and building assets as detailed below;
|
Asset Group |
Replacement Cost ($000’s)2009/10 values |
|
Infrastructure |
1,200,089 |
|
Roads |
664,583 |
|
Footpaths |
111,646 |
|
Bridges |
89,237 |
|
Drainage |
267,104 |
|
Kerbs |
67,519 |
|
Buildings + Other Structures |
270,567 |
|
Libraries |
9,211 |
|
Childcare Centres |
6,453 |
|
Community Halls |
9,583 |
|
Town Halls |
9,602 |
|
Toilet Facilities |
3,203 |
|
Baby Health Centres |
1,011 |
|
Amenities Buildings |
14,858 |
|
Administration Buildings |
22,300 |
|
Club Houses |
9,103 |
|
Commercial Buildings |
34,802 |
|
Cultural Buildings |
4,736 |
|
Theatres/Performing Arts Centres |
31,083 |
|
Depot Buildings |
3,969 |
|
Residential Buildings |
1,988 |
|
Sporting Club Buildings |
3,172 |
|
Swimming Pool Buildings |
14,635 |
|
All Other Buildings |
8,997 |
|
Other Structures |
81,861 |
|
Land |
2,755,993 |
|
Community Land |
2,211,505 |
|
Operational Land |
497,065 |
|
Investment Properties |
8,379 |
|
Land Improvements |
39,044 |
|
Total |
4,226,649 |
6.9 Asset Category – Infrastructure Assets
6.9.1 Background
Council as the custodian of the Infrastructure assets is responsible for ensuring the road, drainage, footpaths, parks, bridge and cycleways networks will meet Council’s and the community needs by being safe, accessible, economical and effective.
Council’s Infrastructure asset database details the asset networks as follows:-
Road Pavement 519 km (30 km Regional roads and 489 km local roads)
Footpaths 600 km (approx.)
Cycleway
- green space 24 km
- on road or footpath 50 km
Laneways 20 km
Drainage pipes 438 km
6.9.2 Network Analysis
Council uses a Pavement Management System (PMS) to assist in the planning, implementing and monitoring of the performance of the road network. The PMS will rank roads with the priority for improvement works based on factors such as budget allocation, roughness, traffic volumes and visual inspection against preselected surface condition criteria. The PMS uses Pavement Condition Index (PCI) to rate each road and calculate an average rating for each road on a scale of 1 to 10, with 10 representing a newly constructed road and 1 being a failed pavement at the end of its useful life. To interpret this data, the following descriptors categorise the ratings for the majority of roads within that descriptor:
Table 6‑1 Definition of road condition
|
Assessment Grade |
Asset Condition |
Pavement Condition Index (PCI) for Road Network |
|
1 |
As new, requires normal maintenance only |
8.5 to 10 |
|
2 |
Good condition, requires minor maintenance |
7 – 8.5 |
|
3 |
Acceptable condition, requires significant maintenance |
5.5 - 7 |
|
4 |
Poor to fair condition, requires renewal |
3.5 - 5.5 |
|
5 |
Very poor to failed condition |
<3.5 |
Overall, the pavement condition index for the entire Parramatta local government area road condition is currently ranked at 5 and is considered to be in a “poor- fair” condition.
Table 6‑2 Condition of existing road network
|
|
Network Average 2000 |
Network Average 2011 |
|
Number of Street Sections |
2308 |
2308 |
|
Section Length (m) |
220 |
220 |
|
Section Width (m) |
9.5 |
9.5 |
|
Design Traffic (ESA) |
7.68 x 105 |
7.68 x 105 |
|
Fatigue Cracking (%) |
5.2 |
12.7 |
|
Environmental Crack (%) |
3.2 |
17.7 |
|
Ravelling (%) |
7.1 |
34.8 |
|
Potholes (%) |
N/A |
0.7 |
|
Irregular Patching (%) |
N/A |
0.8 |
|
Heavy Patching (%) |
N/A |
4.9 |
|
Subgrade CBR (%) |
N/A |
6.9 |
|
Deflection (mm) |
N/A |
1.06 |
|
N/A |
0.28 |
|
|
Roughness (NRM) |
N/A |
114 |
|
Rut Depth (mm) |
N/A |
2.7 |
|
Pavement Condition Index |
7.2 |
5.0 |
Condition assessments of Council’s road assets were undertaken between December 2009 and January 2010 by Fugro PMS. The current Pavement Condition Index (PCI) value for Council’s road assets is 5 as shown above in Table 6-2. A PCI rating of 5 indicates that the road assets are in poor to fair condition.
Over recent years there have been insufficient funds spent on road infrastructure renewal. This has resulted in a significant drop in overall pavement condition. This combined with aging infrastructure and increasing traffic volume will only accelerate pavement deterioration.
It needs to be understood that the road network is ageing and unless Council is prepared to inject substantial funds, the road network will face major deterioration over the next decade and beyond. In the long term, delayed rehabilitation is more costly for very little benefit in life extension.
Footpath condition data was captured using aerial photos and condition was estimated based on the age of the development not the actual condition. In most areas, although the development is old the footpath was not built until later. Generally the footpath network is in fair condition. There are plans to capture footpath condition by visual inspection in the financial year 2011/2012.
A condition assessment of Council’s drainage assets was carried out by Bankstown City Council in March 2010. The results of the assessment indicate that Council’s drainage assets are in fair to good condition. The assets that were inspected as part of the assessment were pits, lintels and covers. Conduit condition was also recorded by the surveyors at the upstream pit locations. Due to the physical obstruction of the pit, it was only possible to classify the conduit condition for up to approximately 30cm. Council personnel have expressed their belief that the condition assessment of the drainage assets in not reflective of the real condition of the assets. It is believed that the drainage assets are in a worse condition than was represented by the assessment.
6.9.3 Key Life Cycle Issues
The key life cycle considerations for this asset category are listed below:
· The rapid decay in assets as they reach the end of their serviceable life
· Expected traffic growth on parts of the network will be a direct result of population growth due to increased developments
· Future developments that increase the need for heavy vehicles such as Buses and semi trailers, will have impact on road pavements
· Installation and rehabilitation of utility services is impacting on asset condition. The quality of service authority reinstatements needs to be reviewed and potential improvements to standards/ monitoring implemented will be required
6.9.4 Asset Capacity and Performance
The major factor in analysing road transport capacity and performance is the expected increase in traffic and pedestrian loadings within the network. The road transport network as a whole is in a fair-poor condition and is meeting the capacity and performance requirements.
The footpath network as a whole is in fair condition and is meeting the capacity and performance requirements. Council has a new footpath program dealing with population growth and community demand.
Assessment of drainage lintels, covers and pits indicate they are in fair to good condition. These assets appear to have sufficient capacity and are performing adequately.
There is insufficient data on the remaining infrastructure asset classes to establish their capacity and performance.
6.10 Asset Category - Buildings
6.10.1 Background
Building assets support the administration operations of Council and provide support to the delivery of community and recreational services of Council. Council’s Buildings asset database details the following assets.
|
Category |
No. of Assets |
|
Libraries |
6 |
|
Childcare Centres |
6 |
|
Community Halls |
2 |
|
Community Centres |
5 |
|
Town Halls |
2 |
|
Toilet Facilities |
32 |
|
Baby Health Centres |
5 |
|
Amenities Buildings |
45 |
|
Administration Buildings |
2 |
|
Scout & Guide Hall |
5 |
|
Club Houses |
13 |
|
Commercial Buildings |
5 |
|
Cultural & Heritage Buildings |
4 |
|
Theatres/Performing Arts Centres |
1 |
|
Depot Buildings |
5 |
|
Residential Buildings |
10 |
|
Sporting Club Buildings |
16 |
|
2 Swimming Pool Buildings- 5 Buildings |
5 |
|
All Other Buildings |
67 |
|
Total Buildings |
236 |
|
Other Structures (Multi Story Car-parks) |
4 |
The valuation data for Building assets is detailed in Section 6.6.
6.10.2 Network Analysis
A condition assessment of Council’s Building assets was undertaken by Gutteridge Haskins and Davey Consultants (GHD) in 2007. The results of the assessment show that on average the condition of the building assets is fair. As large number of building assets were not assessed as part of the inspections undertaken by GHD, their condition is unknown.
6.10.3 Key Life Cycle Issues
The key life cycle considerations for this asset category are listed below:
· The use of asbestos, particularly asbestos roof materials in some of the buildings
· The high level of usage, as the population in the area increases there will be increased pressure on these facilities
· The potential change in demographics and the impact that will have on the services provided
· Clarification of the maintenance responsibility for leased and tenanted properties should be carried out to ensure clarity for both Council staff and the lessee
· Some facilities poorly located suffer from regular attack by vandals. Whilst most of the damage is removed relatively quickly, poorly located facilities will have a reduced service life
6.10.4 Asset Capacity and Performance
In regard to support of council personnel, the Building assets have adequate capacity and are performing satisfactorily, excluding the Administration building on Darcy St which is overcrowded and in a rundown state.
6.11 Asset Category – Land
6.11.1 Background
|
Asset Group |
Quantity |
|
Community Land |
1305 ha |
|
Parks and Reserves |
733 ha |
|
Formal Parks |
160 ha |
|
Bush Land |
215 ha |
|
Sporting grounds |
197 ha |
|
Operational Land |
Not Available |
|
Land Improvements |
1077 (no. of) |
The valuation data for land assets is detailed in Section 6.4.
6.11.2 Network Analysis
The land was re-valued by Scott Fullerton Valuations in 2007/08. The community land and land improvement is due revaluation in 2011.
6.11.3 Key Life Cycle Issues
The key life cycle considerations for this asset category are listed below;
· The high level of usage, as the population in the area increases will increase pressure on these lands
· The potential change in demographics and the impact that will have on the services provided
6.11.4 Asset capacity
During the making of the Parramatta Twenty25 document it was deemed that there is sufficient capacity within the Council’s land assets. This could change in the future dependent on census statistics, demographics and changing house trends.
6.12 Financial Forecasts
6.12.1 Operations and Maintenance Expenditure
Council was not able to extract past operations and maintenance expenditure for their infrastructure and land assets. For the land assets the forecast future expenditure is based on the current budget.
For the infrastructure assets a variety of methods have been used to forecast the maintenance costs. For roads, drainage and footpaths the forecast maintenance figures are based on a percentage of the replacement cost of the asset groups. Roads and drainage is forecast to be 0.3% of the replacement values, however footpaths is 2% due to age and condition.
The forecast maintenance costs for bridges are taken from the report prepared by GW Engineers in 2008.
Table 6‑3 Operations and Maintenance Forecast for Infrastructure and Land (Parks and Sport-fields) Assets
|
|
2011/12 $000 |
|
Infrastructure |
$6,066 |
|
Land |
$9,868 |
There is past expenditure information available for building assets as shown in Table 6-4.
Table 6‑4 Operations and Maintenance Expenditure Trends for Building Assets
|
|
2007/8 $000 |
2008/9 $000 |
2009/10 $000 |
|
Buildings |
1,951 |
1,990 |
2,029 |
For building assets it is estimated that Council will need to set aside an average of $3.3 million per year to cover ongoing consequential maintenance costs over the next 20 years. This is based upon the Council’s specified Minimum Acceptable Condition Levels (MACL). The expenditure forecasting was attained from a report done by GHD Consultants in 2007, Report for the Condition assessment and Estimated Reserves for Maintenance and Replacement of Buildings and other Structures. The figures have been adjusted to allow for the expenditure undertaken from 2007 to 2010 and the resultant additional backlog.
The MACL is determined for each building asset dependent on its type and frequency of use. For example, one building is used daily by the public and must be maintained to high standards, the other is for storage purposes and can afford to be kept to a lesser standard. However, safety is also taken into consideration. Council and GHD jointly derived the MACLs while taking into account Council’s asset strategies and ensuring that assets remain safe to use, operate and maintain.
Council’s Long Term Financial Plan has identified an expansion of $1 million in maintenance expenditure from 2015/16. The following shows the existing gaps in required maintenance expenditure and the anticipated impact of the additional $1 million to be expended.
|
Asset |
Current Service level |
Funding allocated to maintain current service level |
Cost to maintain current level of services |
Gap In Millions
|
Gap after extra $1M allocation |
|
Roads Including Kerb |
PCI = 5 / Poor to Fair |
$1.2M |
$2.2M |
-$1M |
-$0.85M |
|
Footpaths |
87% ≥3 Poor |
$1.4M |
$2.3M |
-$0.9M |
-$0.82M |
|
Drainage |
35% ≥3 Fair to Poor |
$0.3M |
$0.82M |
-$0.52M |
-$0.3M |
|
Bridge |
17% ≥3 Fair to Poor |
$0 |
$0.75M |
-$0.75M |
-$0.55M |
|
Buildings and other assets |
Fair Condition = 3 |
$2M |
$3.3M |
-$1.3M |
-$0.95M |
|
TOTAL GAP |
|
|
|
-$4.47M |
-$3.47M |
6.12.2 Renewal Expenditure
Renewal expenditure is work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original capacity and condition. Work over and above this is upgrade/expansion or new works expenditure. Major renewal works are identified in Council’s work programs.
As with maintenance, there is no past expenditure information for renewals of infrastructure assets. The current budget for renewals expenditure is given in Table 6-5.
Table 6‑5 Renewal Budgets for Infrastructure
|
|
20011/12 $000 |
|
Infrastructure |
$8,283 |
Major renewal expenditure over the past three years for Building assets is shown in Table 6-6.
Table 6‑6 Major Repair/Renewal Expenditure for Building Assets
|
|
2007/8 $000 |
2008/9 $000 |
2009/10 $000 |
|
Buildings |
2,872 |
2,664 |
524 |
An assessment was undertaken by Fugro PMS to forecast the required renewals expenditure for road assets to achieve the desired service level. Similarly an assessment was undertaken by GHD Consultants to forecast the required renewals expenditure required for building assets.
For the remaining asset groups, the renewals expenditure has been forecast from an analysis of the current expenditure, condition, current service level and overall asset replacement value. Table 6-7 (a) shows the overall renewals expenditure required for Infrastructure, Buildings and Land assets. Following Table 6-7 (b) reflects the allocations under the Draft Delivery Program and 2012/13 Operational plan and shows the Funding Gap for the various categories of assets for Financial Years 2012-15.
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
Table 6-7 (a) Asset Expenditure Required for Renewals to achieve the Desired level
|
$000 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2015/16 |
2016/17 |
2017/18 |
2018/19 |
2019/20 |
|
Infrastructure |
22,550 |
23,001 |
23,461 |
23,930 |
24,409 |
24,897 |
25,395 |
25,903 |
26,421 |
26,949 |
|
Buildings |
3,200 |
3,264 |
3,329 |
3,396 |
3,464 |
3,533 |
3,604 |
3,676 |
3,749 |
3,824 |
|
Land |
2,500 |
2,550 |
2,601 |
2,653 |
2,706 |
2,760 |
2,815 |
2,872 |
2,929 |
2,988 |
Table 6-7 (b) Capital expenditure summary by asset category and mix (renewal) $000
|
Category |
Sub_Category |
2012/13 |
2013/14 |
2014/15 |
2015/16 |
2016/17 |
2017/18 |
2018/19 |
2019/20 |
2020/21 |
2021/22 |
|
Renewals Infrastructure and Buildings |
INFRASTRUCTURE |
|
|
|
|
|
|
|
|
|
|
|
|
Roads & Kerb and Gutter |
6,817 |
6,916 |
6,768 |
9,291 |
9,569 |
9,856 |
10,152 |
10,457 |
10,770 |
11,093 |
|
|
Drainage |
520 |
530 |
540 |
741 |
763 |
786 |
810 |
834 |
859 |
885 |
|
|
Bridges |
130 |
137 |
145 |
199 |
205 |
211 |
217 |
224 |
231 |
238 |
|
|
LAND IMPROVEMENTS |
1,985 |
1,947 |
1,418 |
1,947 |
2,005 |
2,065 |
2,127 |
2,191 |
2,257 |
2,325 |
|
|
BUILDINGS AND RELATED ASSETS |
2,277 |
1,487 |
1,477 |
2,027 |
2,088 |
2,150 |
2,215 |
2,281 |
2,350 |
2,420 |
|
Renewals Infrastructure and Buildings Total |
11,729 |
11,016 |
10,348 |
14,205 |
14,630 |
15,069 |
15,522 |
15,988 |
16,467 |
16,961 |
|
|
Renewals - Other |
Library books |
750 |
750 |
800 |
1,098 |
1,131 |
1,165 |
1,200 |
1,236 |
1,273 |
1,311 |
|
|
Other |
19,799 |
11,007 |
321 |
440 |
453 |
467 |
481 |
495 |
510 |
525 |
|
|
Plant and Equipment |
4,333 |
4,479 |
4,632 |
6,358 |
6,549 |
6,745 |
6,948 |
7,156 |
7,371 |
7,592 |
|
Renewals - Other Total |
|
24,882 |
16,237 |
5,753 |
7,896 |
8,133 |
8,377 |
8,629 |
8,887 |
9,154 |
9,429 |
NB: Renewals Other / Other includes the New Operations centre $19.52M in 2012/13, 10.76M in 2013/14 and 60K in 2013/14. Although this relates to replacing existing Council depots, it has not been included in the renewals as it a one off and would distort the analysis
6.12.3 New Asset Expenditure Forecasts
New assets may be created to meet growth, social or environmental needs. Assets may also be acquired by Council from land development activities. Council has identified capital expenditure for new assets over the next ten years as shown in Table 6-8.
Table 6‑8 New Asset Expenditure Forecasts (by asset category)$000
|
Category |
Sub-Category |
2012/13 |
2013/14 |
2014/15 |
2015/16 |
2016/17 |
2017/18 |
2018/19 |
2019/20 |
2020/21 |
2021/22 |
|
New |
INFRASTRUCTURE |
|
|
|
|
|
|
|
|
|
|
|
|
Roads & Kerb and Gutter |
5,759 |
4,461 |
4,533 |
11,790 |
9,866 |
9,492 |
9,150 |
8,943 |
9,225 |
6,701 |
|
|
Footpaths |
1,200 |
1,250 |
1,350 |
3,512 |
2,939 |
2,827 |
2,725 |
2,664 |
2,748 |
1,996 |
|
|
Drainage |
990 |
1,398 |
820 |
2,133 |
1,785 |
1,717 |
1,655 |
1,618 |
1,669 |
1,212 |
|
|
LAND IMPROVEMENTS |
1,280 |
1,655 |
890 |
2,315 |
1,937 |
1,864 |
1,797 |
1,756 |
1,811 |
1,316 |
|
|
BUILDINGS AND RELATED ASSETS |
970 |
750 |
650 |
1,691 |
1,415 |
1,361 |
1,312 |
1,282 |
1,323 |
961 |
|
|
OTHER |
|
|
|
|
|
|
|
|
|
|
|
|
Other |
4,190 |
2,180 |
1,633 |
4,249 |
3,555 |
3,421 |
3,297 |
3,223 |
3,324 |
2,415 |
|
|
Plant and Equipment |
3,615 |
180 |
150 |
390 |
327 |
314 |
303 |
296 |
305 |
222 |
|
New Total |
|
18,004 |
11,874 |
10,026 |
26,080 |
21,824 |
20,996 |
20,239 |
19,782 |
20,405 |
14,823 |
Civic Place is a major new capital project. Council is committed to this essential urban renewal project as it is a vital element in the development of Parramatta as the second major Sydney CBD. In February 2012, there has been a significant change to the Civic Place project arrangements, with the contract negotiated in July 2006 with Grocon being ended following mutual agreement. At the time of updating this plan, Council was yet to consider alternative options in relation to the Civic Place project.
Council has plans to develop a new Operations Centre which will replace its current Works Depot and centralise some other Council functions from their existing locations. The new development will be funded from the sale of existing properties but short term borrowing of $10M million will be required to allow the project to proceed. The expenditure and funding estimates for this project are included in the plan as a renewal/replacement of existing assets.
Other new capital expenditure will have to be provided to meet the infrastructure needs flowing from the anticipated growth in resident and worker populations and positioning Parramatta as Sydney’s second CBD. Funding for these projects will be sourced primarily from development contributions, capital grants, and the prudent allocation of discretionary reserve funds. The CBD and suburban infrastructure special rates are also essential contributors to delivering improvements in the Parramatta CBD and key neighbourhood areas in the LGA as part of Council’s aim to position Parramatta as Sydney’s second CBD.
The table below shows the total expenditure on capital projects included in Council’s Updated Delivery Program broken up by funding source
6.12.4 The Funding Gap
From the various analyses undertaken for Council’s infrastructure, building and land assets the current backlog of work and funding gaps in asset replacement are shown in Table 6-9 below.
Table 6‑9 Infrastructure Service Level and Funding Analysis based on funding allocation for Financial Year 2010/11
|
DESCRIPTION |
Current Service level |
Cost to maintain Current Service Level (Million) |
Current Funding (Million) |
Gap to maintain current Service Level (Million) |
Desired Service Level
|
Cost to maintain Desired Service Level (Million) |
Gap to deliver Desired Service Level (Million) |
Expenditure required to move to Desired Service Level (Million) |
Replacement cost (Million) |
|||
|
INFRASTRUCTURE |
|
$1,204 |
||||||||||
|
|
|
|||||||||||
|
Roads Including Kerb and gutter |
PCI = 5 |
$8.8 |
$7.4 |
-$1.4 |
PCI=6.4 |
$13.3 |
-$5.9 |
$115.7 |
$732 |
|||
|
Footpaths |
87% ≥3 Poor |
$1.3 |
$0.0 |
-$1.3 |
52% ≥ 3 Fair to Poor |
$4.1 |
-$4.1 |
$22.3 |
$112 |
|||
|
Drainage |
35% ≥3 Fair to Poor |
$2.7 |
$1.1 |
-$1.6 |
15% ≥3 Fair |
$4.8 |
-$3.7 |
$53.4 |
$270 |
|||
|
Bridges |
17% ≥3 Fair to Poor |
$0.25 |
$0.01 |
-$0.24 |
15% ≥3 Fair |
$0.35 |
-$0.34 |
$2 |
$90 |
|||
|
|
||||||||||||
|
LAND IMPROVEMENTS |
Fair to Good = 2.5 |
$1.7 |
$1.7 |
0 |
Good = 2 |
$2.5 |
-$0.8 |
$1.6 |
$39 |
|||
|
|
||||||||||||
|
BUILDINGS AND RELATED ASSETS |
Fair = 3 |
$2.8 |
$0.8 |
-$2.0 |
Fair to Good = 2.5 |
$3.2 |
-$2.4 |
$9.3 |
$271 |
|||
|
Total Physical Assets |
|
$17.6 |
$11.1 |
-$6.5 |
|
$28.3 |
-$17.2 |
$204.3 |
$1,514 |
|||
NB: Above figures do not include library books, plant and equipment and vehicle assets
Council’s LTFP provides for an expansion of renewals expenditure from 2015/16 to address the current funding gap revealed in the above table. This expansion would be directed towards the asset categories in the proportions indicated in the above analysis.
Renewal Capital expenditure allocation and the funding gap for Financial Years 2012-15 based on Draft Delivery Program and 2012/13 Operational plan ($000)
|
Asset Classification |
Current Service level |
Annual Cost to Maintain Current service Levels |
Current Funding
Allocated |
Funding Gap FY 2012/13 |
Current Funding Allocated FY 2013/14 |
Funding Gap FY 2013/14 |
Current Funding Allocated FY 2014/15 |
Funding Gap FY 2014/15 |
|
INFRASTRUCTURE |
||||||||
|
Roads Including Kerb & Gutter |
PCI = 5 |
$8,800 |
$6,817 |
$1,983 |
$6,916 |
$1,884 |
$6,768 |
$2,032 |
|
Footpaths |
87% ≥3 Poor |
$1,300 |
$0 |
$1,300 |
$0 |
$1,300 |
$0 |
$1,300 |
|
Drainage |
35% ≥3 Fair to Poor |
$2,700 |
$520 |
$2,180 |
$530 |
$2,170 |
$540 |
$2,160 |
|
Bridges |
17% ≥3 Fair to Poor |
$250 |
$130 |
$120 |
$137 |
$114 |
$145 |
$105 |
|
LAND IMPROVEMENTS |
Fair to Good = 2.5 |
$1,700 |
$1,985 |
$0 |
$1,946 |
$0 |
$1,418 |
$282 |
|
BUILDINGS AND RELATED ASSETS |
Fair = 3 |
$2,800 |
$2,277 |
$523 |
$1,487 |
$1,313 |
$1,477 |
$1,323 |
|
Grand Total |
|
$17,550 |
$11,729 |
$6,106 |
$11,016 |
$6,781 |
$10,348 |
$7,202 |
NB: Above figures do not include library books, plant and equipment and vehicle assets
|
Strategic Asset Management Plan (Updated March 2012) (Distributed under separate cover to Councillors and Senior Staff. For a copy pls contact council support on 98065314) |
6.13 Asset Management Practice and Improvements
6.13.1 Asset Management Gap Analysis
The gap analysis process has been carried out generally in accordance with the International Infrastructure Management Manual 2006 Edition.
The study process included the following steps:-
· collection and review of relevant Council asset/asset management information
· meetings with and/or discussions with relevant Council staff
· identification of asset management categories and components/activities
· identification of best practice asset management practice elements/criteria for each component/activity
· assessment of current asset management practice against the various best practice asset management criteria and elements (generally assessment made considering frequency, emphasis, formality, systems and results)
· assessment of desired asset management practice to be achieved within the target timeframe against the various best practice asset management criteria and elements (generally assessment made considering frequency, emphasis, formality, systems and results)
· identification of the gap between current asset management practice and desired asset management practice
An asset management gap analysis covering all asset classes was undertaken in December 2010, the results of the gap analysis are shown in the Tables below. The desired score for each component is 8. The findings of the gap analysis form the basis of the improvement plan.
6.13.2
Asset Management Improvement Plan
An initial draft detailed improvement plan in Gantt chart format is included in Appendix C. This improvement plan must be re-assessed to take into consideration the level of internal resource available to undertake the tasks as the existing resource capacity is unlikely to be able to delivery on the indicated resource requirements. The Improvement Plan Gantt Chart should become a working document for Council to use to monitor and update the progress of the achievement of the Improvement Plan tasks.
Asset Knowledge / Data
· Document asset hierarchy for all assets so that assets can be easily identified
· Review the current asset location and attribute data for all assets and collect missing data with target 98% coverage and 95% confidence with data across all asset classes
· Determine activity types so that costs can be allocated against individual assets across all asset classes, costs need to be identified as operational, maintenance and capital expenditure. Future capital expenditure should be identified as renewal, expansion or new asset expenditure
· Develop a common asset condition monitoring system consistent across all asset classes, based on a 1 – 5 rating
· Develop a program of ongoing asset condition monitoring for all assets, based on values of the assets and on the rate of decay of the asset
· Review existing asset condition assessment for roads and ensure compatible with the condition rating system
· Record asset condition data into an asset management system on an ongoing basis
· Develop a written corporate procedure for obtaining and monitoring utilisation and performance data for each asset class
· Collect and record utilisation data on a regular basis
· Collect and record performance data for all assets against defined service/ performance criteria
· Develop a written procedure for data capture for GIS
· Develop a written corporate procedure for identifying and recording lifecycle costs for all asset types
· Ensure lifecycle cost data is accurately recorded and captured in the corporate asset management system
· Develop written corporate procedure for the valuation and depreciation of all assets classes to be based on fair value and ensure that valuation data is inputted into the corporate asset management system
Data processes / techniques
· Ensure that an identification systems is documented for all assets
· Develop written corporate procedure for asset data capture including collection frequency and processes for data collection
· Develop a corporate procedure for condition rating, including guidelines on how assets are condition rated in each asset class
· Carry out condition rating assessments in all asset classes as per the agreed inspection regime
· Identify and document performance and utilisation measures for each asset class, taking Levels of Service into account
· Document the procedure for linking assets in the GIS to the Asset Management System
· Develop a written corporate procedure for the handover to Council of developer, RTA and Council originated assets
· Document and detail responsibilities for asset data management in all asset classes. Develop a written corporate policy for data management practices to ensure the integrity and security of all asset data
· Develop and introduce data validation and auditing procedures
Strategic Asset Planning Processes
· Develop written corporate procedure on establishing, reviewing and updating Levels of Service and Asset Performance. The Levels of Service shall initially be based on existing service provision
· Develop target performance levels in each asset class to ensure levels of Service will be achieved
· Ensure that all levels of service and performance targets are measurable and that monitoring systems are documented and in place for all asset classes
· Develop written asset condition strategy, taking Levels of Service into account
· Document procedure for community/ customer research and consultation on Levels of Service and performance targets
· Develop written corporate growth and demand forecast strategy, including process for incorporation into forward planning
· Develop and implement risk analysis/ assessment procedures for asset management, asset operations/ maintenance management and capital works planning/ evaluation
· Develop and implement written corporate procedures for Optimised Decision Making for all asset classes
· Undertake lifecycle planning for all major assets and develop robust long term financial forecasts
· Develop written corporate policy and procedure on financial forecasting, taking operations and maintenance, Levels of Service, demand forecasts and depreciation into account
· Develop robust long term forecasts for all assets including funding/ revenue forecasts
· Review and develop and document existing capital works prioritisation procedure
· Identified prioritise capital works included in financial forecasts and asset management plans
· First Cut Asset Management plans to be prepared for all major asset classes
Operations Maintenance and Work Processes
· Existing operations and maintenance strategies to be documented, and strategies prepared where not in place. Strategies updated to link to Levels of Service
· Review existing emergency management/response and disaster recovery plans and include in Asset Management Plans as required
· Develop and review standard technical specifications for all asset classes
· Review current contract administration and procurement procedures and ensure that the Parramatta Council project management framework is implemented across all asset classes
· Ensure performance requirements in contracts are linked to Levels of Service and performance targets
· Develop and implement internal and external service level agreements to guide operations/ maintenance service delivery
· Identify critical assets for all asset classes
· Develop written procedures for condition monitoring/ inspection systems for critical assets
Information Systems
· Continue with the upload of data into Tech One and start to use the asset management software solution to collect and manage asset data in a form that is able to be used in determining the strategic framework for the management of Parramatta’s assets
· Develop and document a plans/records management system to keep track of the asset records including acquisition data plans of upgrades or modifications etc
· Implement Tech One asset management and maintenance (AM&M) system for maintenance/ works management and managing transactions (including work orders, job costing, budget management and cost allocation/tracking)
· Continue to develop the utilisation of the GIS spatial system for displaying asset data and information for all assets down to asset component level as appropriate
· Develop and implement asset rationalisation procedures for all assets; include examining asset usage and appropriateness of the assets in managing asset lifecycle planning
· Implement asset based works orders system and ensure integration with the financial system so that the true cost of maintaining assets can be determined
· Review and document system access and security arrangements for the asset management system, so that as a minimum all staff has viewing rights to the data and the ability to change data is restricted to staff at an appropriate level
· Provide systems training and facilitate systems skills development on an ongoing basis
Organisational / Commercial Context
· Review and update the Asset Management Strategy in accordance with the Integrated Planning and Reporting guidelines
· Continue the corporate commitment to asset management including a focus on infrastructure renewal and long term financial strategies and programs
· Develop Asset Management Status reporting processes for reporting to the Executive Team, Asset Owners, and Asset Custodians
· Develop a consistent set of written corporate procedure for asset management monitoring/reviews
· Develop and implement basic asset management benchmarking processes including industry and local/regional Council benchmarking
· Ensure asset management continues to have a strong corporate focus and support; engage corporate team in asset management development; inform and educate Councillors about asset management
· Review/clarify asset management roles/ responsibilities across all asset classes where possible consistency of roles should be paramount. Typically asset roles should be defined as Asset Owner, Asset Custodian, Service Provider and Asset Maintainer, these roles should be consistent across the organisation and individual asset classes
· The Strategic Asset Management group be appropriately staffed with three positions reporting directly to the Strategic Asset Planner. These positions should be consistent with the roles defined in the Gap Analysis Report
· Asset management training program developed and implemented for asset management staff and support staff
· Asset management awareness programs developed and implemented for corporate team and elected representatives
6.13.3 Monitoring and Review Procedures
This Strategic Asset Management Plan will be reviewed during annual budget preparation and amended to recognise any changes in service levels and/or resources available to provide those services as a result of the budget decision process.
This Strategic Asset Management Plan covers a period of ten years.
[1] This percentage is a guide only. For example hospital construction costs can be as low as 2% of the lifecycle costs
[2] An advanced strategic asset plan uses the long term strategic plan, levels of service, demand information and life cycle costing analysis to determine the long term costs of asset ownership and the assets that are to be retained, renewed or disposed.
[3] The NSW legislation brings NSW in line with the national financial sustainability frameworks developed by the Local Government and Planning Ministers’ Council. The three national frameworks are -: Framework 1: Criteria for assessing financial sustainability, Framework 2: Asset Planning and Management, Framework 3 Financial Planning and Reporting.
[4] Local Government Amendment (Planning and Reporting) Bill 2009; 21 January 2009
