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 |
