Item 7.1 - Attachment 2 |
Draft Schedule of Fees
and Charges 2010/11 |
DRAFT Delivery Program 2010-14 Operational Plan 2010-11 Delivering on the
Community Vision Parramatta’s Community Strategic Plan
Item 7.1 - Attachment 2 |
Draft Schedule of Fees
and Charges 2010/11 |
Contents
Item 7.1 - Attachment 2 |
Draft Schedule of Fees
and Charges 2010/11 |
Lord
Mayor’s Message................................................................................................................................. 3
CEO’s
Message.................................................................................................................................................. 5
About
Parramatta’s 4-year Delivery Program 2010-14 and 1-year Operational Plan
2010-11..................................................................................................................................................................... 8
Parramatta Twenty25: What is it?........................................................................................................... 9
ABOUT
PARRAMATTA........................................................................................................................................ 11
Council’s Delivery Program 2010-14................................................................... 12
Environment & Infrastructure............................................................................................................. 13
Community & Neighbourhoods................................................................................................................ 17
Economy & Development.......................................................................................................................... 24
Governance & Corporate....................................................................................................................... 31
Council’s Operational Plan 2010-11.................................................................... 43
Environment & Infrastructure............................................................................................................. 44
Community & Neighbourhoods................................................................................................................ 48
Economy & Development.......................................................................................................................... 52
Governance & Corporate....................................................................................................................... 55
Financial Management Framework (Resourcing Strategy) ................................................ 59
2010-11 Budget................................................................................................................................................. 66
Income & Expenditure Estimates.......................................................................................................... 70
Rates, Fees & Charges (Schedule of Fees & Charges
included under separate cover) ................................................................................................................................................................. 80
Delivery Program 2010/11 – 2013/14
I
am pleased to present Parramatta City Council’s Delivery Program for 2010/11 –
2013/14, which has been carefully crafted to present a financially responsible
and sustainable Council, while still providing excellent services for the
people of Parramatta.
In
the past year we have seen
Council
will continue to lead the City into the future, and in the coming year we will
investigate and implement initiatives to make
As
Council provides more than 40 services, the way we will do this are varied and
must be balanced against the need to deliver our core services.
Our
overriding concern is to deliver these many services in a financially
responsible way, so I am pleased that the development of this plan is
forward-looking, with a plan to provide a balanced budget before capital
revenue within five years.
This
plan’s development has been a group effort between Councillors and
staff, and I now welcome community input into the preparation of the final Delivery
Program.
This draft will be on public exhibition until 20
May 2010, and all comments will considered before the final Plan is adopted at a
Council meeting in June 2010.
20010/11 will see Council spending $163 million on Operating
projects and services and another $37.1 million
on specific capital projects throughout the City.
Looking at it in more detail, our Operating
Expenditure budget includes –
· Roads Footpaths and
Drainage, $18.9 million
· Natural Areas
Management $1.5 million
· Trades and Fleet
Management $2.6 million
· Transport,
Planning, Parking and Traffic Facilities $5.3 million
· Waste Contract
Management $14.7 million
· Corporate
Management and Councillor Services $5.5 million
· Finance Management
$7.9 million
· Human Resources
Management $6.2 million
· Information
Systems $7.4 million
· Strategic and
Corporate Planning $5 million
· Community Development
$2.2 million
· Community
Engagement $3.8 million
· Community, Family
and Library Services $13.2 million
· Parks and
Recreation $15.2 million
· Town Planning and
Urban Design $1.7 million
· Arts and Culture
$5 million
· Development
Services $6 million
· Property Asset
Management $6.6 million
· Regulatory
Services $5.6 million
· Tourism and Events
$4.2 million
In 2010/11 Council is proposing an expenditure of
over $37.1 million on a range of specific capital projects throughout the
City.
Topping the list of projects during the next
financial year is the commencement of works for
City centre and Neighbourhood Improvement Programs will
continue. Last year saw Granville, the City
Centre, Northmead, Epping and Westmead significantly improved through these
programs, and in the coming year we have allocated over $3 million to be spent on public domain and other
infrastructure improvement related projects in these areas.
Our Capital Projects budget is true to our core
service of improving our roads, footpaths, drainage systems and
cycleways. Over $2.7 million has been directed towards roadworks, kerb and
gutter replacement and related works. Parks and Recreation related
projects account for over $3.5 million including $1 million on the Ermington
Bay Nature Trail project.
The Pedestrian Access and Mobility Program (PAMP)
will continue to improve footpaths and access to facilities with a budget of $1
million.
Works that will improve our community, recreation
and Library facilities make up $1.3 million of
the Projects budget with $0.89 million set aside for library materials and
technology.
Please take the time to look at this Delivery
Program Plan and see what your Council has planned for the coming financial
year and beyond. Your feedback ensures that we are heading in the right
direction in our planning for this great City and surrounding suburbs of
Clr Paul Garrard
Lord Mayor
CEO MESSAGE
Consolidating
on the work that Council has undertaken over the past 18 months - to build an
organisation capable of effectively managing the growth of Parramatta, and delivering a more financially, socially
and environmentally sustainable city -
is one of the key objectives of the 2010/11 – 2013/14 Delivery Program.
Much
of Council’s efforts to date have concentrated on improving our processes,
reviewing our many areas of business and setting clear, measurable objectives
that will allow Council and the city to achieve its long-term plans, as
illustrated in Parramatta Twenty25 –
I’m
pleased to say that with the introduction of our top 10 strategic priorities
and 20 Key Performance Indicators, which allow Council to track our progress,
Council can now work towards our long-term goals.
Those
goals are set out in Parramatta Twenty25, which provides one agreed agenda and
a clear long term direction for
Council
has established a Delivery Program which outlines the activities that will be
undertaken over the next four years in line with Parramatta Twenty25. This
program details the role of Council in achieving set objectives and its plans
to encourage other businesses, government agencies and non government
organisations to deliver other parts.
The individual
projects and activities that will be undertaken by Council in 2010-11 fall into
four categories that we call pillars:
- Environment
& Infrastructure
- Community
& Neighbourhoods
- Economy
& Development
- Governance
& Corporate
Finance
One
of the top priorities for Council has been improving its financial
sustainability and ensuring that it is capable of providing the necessary
infrastructure and planning to ensure the City’s residential, economic and
community aspirations are met.
Council
has developed a long-term financial plan to address the gap between its
expenditure and revenue without cutting any frontline services. By focusing on
key areas and setting improvement targets for each of them over the next five
years, Council aims to improve the financial health of the organisation to a desirable
level that can be sustained in the long term.
Our goal is for Council to reach a position
where Council generates a surplus in its annual operating result before capital
income. We aim to achieve this by 2014/15.
It
won’t be easy, but I’m confident that if Council continues to improve its
performance across four main areas – finance, customer service, internal
processes and business – building a better, safer, fiscally responsible,
customer-focused place to work – that it is well within reach.
So
far we’ve been able to meet our financial targets and over the coming 12 months
we will begin to see the benefits of the improvements we’ve made to our
business. In addition to these improvements, Council is also investigating ways
it can increase revenue from its property portfolio and coupled with a proposed
ordinary rates increase of 5%, above the capped amount, staggered over four
years, Council is on target to be financially sustainable by 2014/15.
To
ensure we can continue to deliver quality infrastructure and promote
The
2010/11 – 2013/14 Delivery Program contains a budget which delivers an
operating result, before capital income of $8.5M deficit. The budgeted result after capital income is a
deficit of $1M. This result is an improvement on the previously targeted figure
in the Long Term Financial Plan and shows that we’re on track to deliver a
surplus result, before capital income, by the 2014/15 financial year.
GOVERNANCE AND CORPORATE
Council
continues to evaluate its operations, across all of its business units, and
preliminary reviews have already resulted in a more streamlined, consistent and
efficient workplace. The introduction of a new salaries and wages system,
adopted in late 2009, has significantly reduced employee costs, with an
estimated savings in 2010/11 of $984k.
Council
is readying itself for the roll-out of a new IT system, along with a review
and/or replacement of all hardware and software within Information Systems,
improving our communication and making Council more responsive and
effective. As part of the changes to the
wages and salary system, a new Performance and Development Planning process
will soon be rolled-out to all staff, with the aim of encouraging staff
engagement and innovation.
ECONOMY AND DEVELOPMENT
The
delivery of the first stage of
The
$1.4b urban renewal project will be staged over an estimated 10-year period and
will include over 170,000 sq meters of commercial, retail, residential and
civic space as well as over 6,000 sqm of high quality public domain aimed at
redefining the city’s centre.
COMMUNITY AND NEIGHBOURHOODS
Council
is committed to providing a city which is distinctive, safe and attractive and
upcoming projects across our reserves, recreation facilities and other open
spaces are aimed at generating the most effective use of these areas and
ensuring our city remains liveable and its residents healthy.
A
big focus for Council’s libraries in 2010/11 is to work with the community to
improve literacy levels for young children in
ENVIRONMENT AND INFRASTRUCTURE
The
creation of a sustainable, integrated transport network remains a key objective
for Council and as a result residents can expect to see more footpaths,
cycleways and other facilities aimed at improving the way commuters and
residents move around the city.
Council
will continue to preserve its natural areas and waterways, ensuring these areas
are protected, respected and sustained.
About
This Delivery Program replaces the former
Management Plan requirements. It outlines the activities to be undertaken by
Council during the next 4 years towards the delivery of
Supporting this Delivery Program is a 1 year
Operational Plan. It spells out the details – the individual projects and
activities - that will be undertaken by Council in 2010-11.
To deliver these, Council has 20 service
areas that are linked to the 7 external strategic objectives (or destinations)
in Parramatta Twenty25 and the 4 internal strategic objectives outlined in
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 (10 year) Financial Plan, a 10-year Asset
Management Plan and a 4-year Workforce Management Plan. The Delivery Program and
Operational Plan have informed and been informed by the Resourcing Strategy.
A new Operational Plan will be developed every year. The 4 year Delivery
Program is subject to review when a new Council is elected.
Parramatta
Twenty25 is the Community Strategic Plan for the
Parramatta
Twenty25 provides one agreed agenda and a clear long term direction for
There
are seven strategic objectives or destinations identified in Parramatta
Twenty25 for the city:
1. Land and Water that is protected, respected
and sustained
2. A society that is healthy and compassionate
3. Businesses that are dynamic, prosperous and
socially responsible
4. Neighbourhoods that are liveable and
distinctive
5. A community that is diverse and cohesive
6. People and places that are linked by
sustainable transport and communication networks
7. A city that is innovative and inspirational
These
destinations have 34 strategies that are designed to support and achieve the
destinations.
Item 7.1 - Attachment 2 |
Draft Schedule of Fees
and Charges 2010/11 |
How
the Communities and Organisations strategic objectives link to Council’s
service areas
Strategic
Objectives |
Service
Areas |
Included
in these service areas |
|
Community Strategic Plan – |
Environment & infrastructure Land and water that is
protected, respected and sustained People and places linked
by sustainable transport |
§ Roads, Footpaths &
Drainage § Transport planning,
parking & traffic facilities § Waste Contract Management § Trades & Fleet
Management § Natural Areas Management |
§ Civil assets
maintenance & construction § Public asset
audit, footpath construction & maintenance § Cleansing
services § Civil Asset
Management § Capital
Projects § Traffic
Facilities Management § Transport
Planning § Paid Parking
major contracts § Waste major
contracts § Facilities
& Trades § Fleet
services § Natural
areas management |
Community & Neighbourhoods A society that is healthy
and compassionate Neighbourhoods that are
liveable and distinctive A community that is
diverse and cohesive |
§ Community, Family &
Library services § Community development § Town Planning & Urban
Design § Parks & Recreation § Community Engagement |
§ Home support
& community services § Children
& family services § Library
Services § Community
Capacity Building § Community
safety & crime prevention § Land Use
Planning & S94 Management § Urban Design
services provision § Open space Management § Parks
Maintenance § Recreation
facilities & programs § Customer
contact centre, research & consultation, website & records |
|
Economy & Development Businesses that are
dynamic, prosperous and socially responsible A City that is innovative
and inspirational |
§ Tourism & Promotion of Parramatta § Property Asset Management § Regulatory Services § Arts & Culture § Development Services |
§ Cultural
Heritage & Visitor Information (PHVIC) & Tourism Development § Events § Strategic
Asset Management § Civic Place
Redevelopment § Community
Law & Education § Environmental
Health & Protection § Arts
Facilities & Cultural Programs (includes Artist Studios) § Riverside
Theatres & Connection Studios § Development
Assessment § Planning
Certificates § Certification |
|
PCC Corporate Plan |
Governance & Corporate 1. A well governed and led
organisation that is service and community focused and communicates
effectively 2. Engaged and valued
staff working effectively to improve the way we do business 3. Responsive and best
practice management of Council’s finances, risk, procurement and assets 4. An organisation that
plans its future, improves systems & processes, measures its success and
compares its performance to others |
§ Strategic & Corporate
Planning § Finance Management § Human Resources Management § Information Systems § Corporate Management |
§ City
strategy (economic, environmental & social policy & planning, place
management, business improvement & corporate planning) § Finance,
Procurement, Payroll, Rates, Insurance & Risk § Human
resources § Information
technology & GIS § Executive
Management § Audit &
Legals § Councillor
support, civic events, marketing & communication |
ABOUT
Parramatta
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.
The City encompasses a total land area of about 61 square kilometres.
Item 7.1 - Attachment 2 |
Draft Schedule of Fees
and Charges 2010/11 |
Council’s Delivery Program 2010-14
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 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.
The key strategic objectives in Parramatta Twenty25
( Ø Land and water that is
protected, respected and sustained Ø People and places that are
linked by sustainable transport and communication networks Ø Council assets that are sustainable. |
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) |
Roads, Footpaths and
Drainage |
Civil assets maintenance
and construction |
Maintain civil infrastructure Construct minor civil
infrastructure. |
Contract and in-house civil
works construction, assessment and maintenance |
Safe and functional
infrastructure for public use. |
Public asset audit,
footpath construction & maintenance |
Audit the public domain. |
Contract and in-house
public domain asset construction, assessment and maintenance. |
Safe and functional public
domain |
|
Cleansing service |
The cleaning and removal of
litter from public land and places. |
Street
sweeping. Litter collection &
Waste removal. Cleaning stormwater pits. |
Public land is maintained
in a clean and safe condition. |
|
Civil Asset Management |
Management of built
infrastructure in the public domain. |
Asset Management Strategies
and Plans. |
Maintain public assets to
an agreed standard. |
|
Capital Projects |
Design and construct
capital works to provide infrastructure and public space. |
Design, construction and project
management. |
Provide new or upgraded
public assets. |
|
Transport planning,
parking and traffic facilities |
Traffic Facilities Management |
To promote road safety and
awareness, and promote a more efficient traffic network. |
Traffic infrastructure
works to manage the safety, speed and efficiency of traffic. Administration
of |
Safer, more efficient road
network in |
Transport Planning |
To prepare policies,
strategies, promoting and lobbying for more sustainable transport. |
Prepare policies, strategies
and plans relating to sustainable transport Research. |
Higher awareness of
sustainable transport in |
|
Paid Parking major
contracts |
Management of the contract
for operation of multi level car parks and the contract for maintenance and
cash collection of parking meter machines. |
Contract
management. |
Manage parking in the CBD. |
|
Waste contract Management |
Waste management |
Management of contracts for
collection and processing of domestic garbage, recyclables and organic and
commercial waste. |
Contract
management Residential &
commercial garbage collection Residential bulk clean up
collection. |
Public health and safety
and improved environmental outcomes through waste reduction and resource
recovery. |
Trades & Fleet
Management |
Facilities & Trades |
Provide technical support
and management to units of council so as to assist them in the maintenance of
the facilities they occupy. |
Repairs
and maintenance works undertaken. Production of street signs and banners as
well as graffiti removal. |
Support
delivery of a wide range of efficient Council services, ensure building regulation
compliance and improved City presentation. |
Fleet services |
Provide plant and vehicles
for Council use in delivering services. |
Purchase, maintenance and
disposal of plant and fleet. |
Effective and functional
fleet to support service delivery. |
|
Natural areas Management |
Natural areas management |
Management of bushland and
riparian areas within the open space network. |
Asset
management strategies and plans. Contract
management. |
Maintain
and improve the natural areas network to an agreed standard. |
Key
Actions for Council 2010-14
Service Area |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Roads, Footpaths &
Drainage |
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 Partnering with other
councils to source best supply deals for oil, power, water 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 Ø Complete Parramatta valley
cycleway. |
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. |
Transport planning,
parking & traffic facilities |
Ø Bus stop improvements Ø Park and ride – promotions. |
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 Relocate city centre parking
- remove Horwood & Erby New multistorey Fennell and Macquarie Ø Implement bike plan in fill
routes Ø The Loop 2 way service Ø Implement
aspects of adopted Integrated Transport Plan. |
Ø Segregated cycle routes Ø Respond to State Government
initiatives Ø Implement
aspects of adopted Integrated Transport Plan. |
Waste Contract Management |
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 Commence disposal through alternate
waste treatment facility. |
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. |
Natural Areas Management |
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 Ø Edible
trees to be planted. |
Ø Green the CBD (extensive
tree planting) Ø Increase
community involvement in environmental restoration projects. |
Ø Increase
community involvement in environmental restoration projects. |
Key
performance measures
Resident satisfaction
measures |
Target |
Reporting Frequency |
Percentage
of resident satisfaction with the condition of Council managed roads |
50%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with street signage |
70%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with the condition of cycleways |
55%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with the condition of footpaths |
45%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with the condition and maintenance of bus stops |
65%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with Council promotion of sustainable transport |
50%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with Council’s management of bushland under its care
and control |
70%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with Council waste collection services |
80%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with the cleanliness of streets, parks and public
spaces |
75%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with Council’s management of human impacts on the
environment |
50%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with Council efforts to increase recycling |
65%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with cleanliness of waterways |
50%
satisfied or very satisfied |
Annual |
Other measures |
Target |
Reporting Frequency |
Road
pavement condition index (PCI) |
6.4 |
Annual |
Number
of metres of new footpath installed |
5,700
metres |
Annual |
Length
of stormwater system with upgraded capacity |
600
metres |
Annual |
Number
of drainage pits with upgraded capacity |
25 |
Annual |
Number
of new pedestrian crossings installed |
5 |
Annual |
Average
response rate (days) to customer requests regarding pollution incidents |
10 |
Quarterly |
Length
of waterways under Council control that are rehabilitated |
18
kilometres |
Annual |
Percentage
rate of diversion of residential waster from landfill |
43% |
Annual |
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 Promote quality urban design
and sustainable land use management within the Parramatta Local Government Area.
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.
The key strategic objectives in Parramatta Twenty25
( 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) |
||
Community,
Family & Library 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. |
|
|
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. |
|
||
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. |
|
||
Community
development |
|
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. |
|
|
|
||
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 provision |
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. |
|
||
Parks &
recreation |
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. |
|
||
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. |
|
||
Community engagement |
Customer
contact centre, research & consultation, website & records |
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 decisions making Ø Accurate, easy to find information about
Council services. |
|
|
Key
Actions for Council 2010-14
Service Area |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Community, Family &
Library services |
Ø Access to Community
Facilities (links to Strategic Asset Management) Ø Develop and implement 24/7
Reference service Ø Development of community
literacy project - Paint Parra Read. Ø Develop major web presence
for the Library Ø Develop and implement the NSW
Early Learning Years Framework (ELYF) across Council’s Early Learning Centres |
Ø Access to Community
Facilities (links to Strategic Asset Management) Ø Develop and implement new
Library management system Ø Develop and implement 24/7
Reference service and major web presence for library Ø Develop major web presence
for the Library Ø Upgrade Library IT capability Ø Library collection
development focussed on e-literature and digital books Ø Digital access to collections Ø Implement new technology for
visitors experience - pod casts tours Ø Development of community
literacy project - Paint Parra Read 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 Renovation of branch
libraries to create environmentally sustainable welcoming community spaces Ø Develop and implement the NSW
Early Learning Years Framework (ELYF) across Council’s Early Learning Centres Ø Expansion of over 50's
Leisure and Learning Service across Parramatta. Ø |
Ø Access to Community
Facilities (links to Strategic Asset Management) Ø Digital access to collections 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 Expanding Exhibition and
public program / education programs to engage diverse communities,
particularly those who are hidden. Ø Renovation of branch
libraries to create environmentally sustainable welcoming community spaces Ø Expansion of over 50's
Leisure and Learning Service across Parramatta. |
Ø Access to Community
Facilities (links to Strategic Asset Management) Ø Digital access to collections 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 Expanding
Exhibition and public program / education programs to engage diverse
communities, particularly those who are hidden. Ø Renovation
of branch libraries to create environmentally sustainable welcoming community
spaces Ø Expansion of over 50's
Leisure and Learning Service across Parramatta. |
Community Development |
Ø Further development of the
Parramatta Homeless Interagency to implement the Parramatta Homelessness
Strategy 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 Implementation of the
Parramatta Homelessness Strategy through the Parramatta Homeless Interagency 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 Implementation of the
Parramatta Homelessness Strategy through the Parramatta Homeless Interagency 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 Implementation of the
Parramatta Homelessness Strategy through the Parramatta Homeless Interagency 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. |
Town Planning & Urban
Design |
Ø Finalise LEP and commence
consolidation with city centre LEP Ø Develop public domain
guidelines Ø Development of Joint Epping
planning controls with Hornsby Council Ø Develop planning controls
for the River Road West, Parramatta precinct Ø Review design competition
guidelines. |
Ø Finalise consolidation of
City Centre LEP and wider LEP Ø Prepare any housekeeping
amendments relating to new LEP Ø Develop public domain
guidelines Ø Complete review of heritage
list Ø Review of Planning controls
for the Woodville Road precinct Ø Commence preparation of new
planning controls for RDS study areas not included in the LEP Ø Prepare amended S94A
developer contributions plan. |
Ø Amend LEP tin response to
Heritage Review Ø Prepare urban design
analysis and planning controls for the auto alley precinct Ø Review public domain
guidelines Ø Respond to amended
Metropolitan Plan. |
Ø Commence review of LEP. |
Parks & Recreation |
Ø Improve shared use cycleway
connections Parramatta Valley Cycleway 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 CBD park upgrades over 3
years Ø Improve shared use cycleway
connections Parramatta Valley Cycleway Ø Upgrade of Granville Town
Hall Ø Technology enhancements to
facilities to allow online, cashless booking Ø Increased non-structured
recreational facilities within parks Ø Stormwater re-use to
irrigate ovals Ø Permanent cover for either
Parramatta / Granville Pool Ø Synthetic sports pitch at PH
Jeffrey Ø Upgrade of Dan Mahoney
Reserve Ø Development of an additional
playing field in the LGA Ø Facilities audit mapped
against / to recreation guidelines linking to transport Ø Increase
community garden development. |
Ø CBD park upgrades over 3
years Ø Improve shared use cycleway
connections Parramatta Valley Cycleway Ø Technology enhancements to
facilities to allow online, cashless booking Ø Advocate for accessible
facilities e.g. gyms Ø Upgrade of Granville Town
Hall Ø Stormwater re-use to
irrigate ovals Ø Feasibility study indoor
sports centre Ø Increase community garden
development. |
Ø CBD park upgrades over 3
years Ø Development of a district
park Ø Stormwater re-use to
irrigate ovals. |
Community engagement |
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 Digital access to
information plan Ø Knowledge / Information
Management – creation of FAQ’s, scripts on-line Ø Redeveloped website operational Ø Web 2.0 / 3.0 social media
interaction Ø Move to
low cost self service where possible i.e. on-line Ø Review
EDRMS setup – in house rather external. |
Ø Records management plan Ø Removal of network drives. |
Ø Review records
platform & web search interface Ø Customer
Service Kiosks and self service options. |
Key
performance measures
Resident satisfaction
measures |
Target |
Reporting Frequency |
Percentage
of residents who feel safe in the city and local areas |
City
Centre 73% Local
Areas 76% |
Annual |
Percentage
of resident satisfaction with the quantity and quality of Council
owned/managed recreation facilities and opportunities in the City |
63%
satisfied or very satisfied with quantity and 61% quality |
Annual |
Percentage
of resident satisfaction with the quality of library services |
73%
satisfied or very satisfied |
Annual |
Other measures |
Target |
Reporting Frequency |
Percentage
of people receiving Council provided human services compared to registered
demand |
% |
Annual |
Percentage
of users satisfied with Child Care services |
93% |
Annual |
Percentage
of users satisfied with Home Support services |
92% |
Annual |
Percentage
of community based support organisations who are satisfied with the support
provided by Council |
%
satisfied or very satisfied |
Annual |
Percentage
of user group satisfaction with the quantity and quality of Council
owned/managed recreation facilities and opportunities in the City |
81%
satisfied or very satisfied with quantity and 93% quality |
Annual |
Percentage
of user satisfaction of recreation and sports organisations with support
provided by Council |
72% |
Annual |
Percentage
of user satisfaction with the quality of library services |
85% |
Annual |
Percentage
of user satisfaction with the accessibility of library services |
85% |
Annual |
Percentage
of user satisfaction with the availability library services |
81% |
Annual |
Number
of visits to Council’s libraries |
804300 |
Annual |
Number
of visits to Council’s library website |
87200 |
Annual |
Developer
understanding of land use controls (as measured by survey) |
60% |
Annual |
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 Develop,
support and promote a diversity of quality arts programs and venue that build
the cultural capacity of the City
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.
Key Challenges for the next 5 years:
Ø Employment
growth
Ø Human
capital/knowledge based employment is a key predictor and driver of population
growth
Ø Industry/employer
targeting
Ø Employment
lands
Ø Civic
Place Redevelopment
Ø Correlation
between lands/space and employment
Ø Appropriate
lands for targeted industries
Ø targeted
clusters
Ø Population
growth
Ø Appropriate
lands for dwellings (transit oriented development)
Ø Target
younger workers
Ø Amenity/Culture/Buzz
Ø Creative/knowledge
workers value energetic cities with good amenity
Ø Negative
safety perceptions drag at cultural outcomes
Ø Marketing
the City Brand
Ø City's brand is how residents,
workers and visitors identify with the city.
The key strategic objectives in Parramatta Twenty25
( 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. |
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) |
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. |
|
Property Asset Management |
Strategic Asset Management |
Ø Manage Council’s assets
strategically. Manage and develop
Council’s property portfolio. |
Ø Develop a strategic asset
management plan and policy Ø Development
of a property portfolio to deliver commercial returns. |
Ø Continue to develop Core Strategic Asset
Management Plan Ø Complete paper and Business Case 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. |
|
|
Ø Investigate and implement new models of community
use of facilities. |
Ø Research and complete draft policy. |
|
|
|
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. |
|
|
|
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. |
|
|
Civic Place Redevelopment |
Ø Deliver Civic Place consistent with Master Plan
and Project Development Agreement. |
Ø Acquire
Darcy Street properties. Ø Manage
investment and property portfolio. Ø Engage
with Grocon to progress the development agreement. |
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 Successfully change manage
the move to Civic Place facilities. |
Ø Design and change manage the
move Ø Integrate workplace culture
needs and service goals into our new Civic Place environment. |
Ø More efficient services. |
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. |
|
Arts & Culture |
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. |
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. |
|
Development 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 |
|
|
|
|
Certification |
|
|
|
Key
Actions for Council 2010-14
Service Area |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
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 a festival of international
significance for Parramatta Ø Develop strategy to position Parramatta as
an events destination Ø Implement priority actions from the
Visitation Strategy |
Ø Implement priority actions from the
Visitation Strategy Ø Develop a festival of international
significance for Parramatta |
Ø Implement priority actions from the
Visitation Strategy |
Property |
Ø Asset maintenance reflecting Strategic Asset
Management Plan (SAMP) Ø Develop versatile buildings Ø Improve SAM systems and integrate Ø Continue the commercialisation of Council’s
redundant lands through the LEP process Ø Consolidate and develop sites. |
Ø Asset maintenance reflecting SAMP Ø Develop sites owned by Council Ø Develop roadside signage business Ø Develop versatile buildings Ø Improve SAM systems and integrate Ø Start Civic Place construction 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 Asset maintenance reflecting SAMP Ø develop versatile buildings Ø develop hubs Ø market hubs Ø invest in high yield investments Ø fit out Civic Place 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 Asset maintenance reflecting SAMP Ø occupy Civic Place Ø start 3rd major project. |
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 Increase food/regulated inspection program to
meet demands and food (agreement) act. |
Ø Increase food/regulated inspection program to
meet demands and food (agreement) act. |
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 Promote cultural and creative industries Ø Implement 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. |
Ø Develop promotional signage for Riverside
throughout Parramatta City Centre Ø Refurbish Riverside foyers Ø Seek funding for development of Riverside
Theatres. |
Ø Make Riverside technology best practice in
performance. |
Development Services |
Ø Technological enhancements intro of masterplan 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 Technological enhancements intro of masterplan 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. |
|
|
Key
performance measures
Resident satisfaction
measures |
Target |
Reporting Frequency |
Percentage
of resident satisfaction with Parramatta Heritage and Visitor Information
Centre |
60%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with Riverside Theatres |
65%
satisfied or very satisfied |
Annual |
|
|
|
Other measures |
Target |
Reporting Frequency |
Number
of events and exhibitions at Riverside Theatres |
700 |
Annual |
Average
level of attendance at Riverside Theatres |
110,000 |
Annual |
Percentage
of client satisfaction at Riverside Theatres |
90% |
Annual |
Number
of events and exhibitions at the Parramatta Heritage and Visitor Information
Centre |
11 |
Annual |
Average
level of attendance at the Parramatta Heritage and Visitor Information Centre |
60,000 |
Annual |
Percentage
of client satisfaction with the Parramatta Heritage and Visitor Information
Centre |
93% |
Annual |
Level
of business support and corporate sponsorship for major events and festivals |
To
be determined |
Annual |
Number
of Parramatta City Centre businesses who believe that |
60% |
Annual |
Number
of Development Applications received |
300 |
Quarterly |
Number
of Development Applications determined |
300 |
Quarterly |
Mean
time (net calendar days) for determination of DAs |
40 |
Quarterly |
Median
time (net calendar days) for determination of DAs |
35 |
Quarterly |
Percentage
of DAs determined within 40 days net |
75% |
Quarterly |
Percentage
of Food shops inspected |
100% |
Quarterly |
Percentage
of Animals returned to their owners |
60% |
Quarterly |
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 Gov
Ø COL and 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.
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 Deliver profitable property and
development projects 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. |
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) |
||
Strategic and corporate planning |
City Strategy |
Ø Undertake
and integrate strategic research, analysis and planning across social,
environmental and economic areas Ø Co-ordinate
opportunities / risks affecting 2025 outcomes. |
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) |
To ensure Parramatta City
Council is a leader in the industry. To provide comprehensive,
timely and strategic information to decision makers To prepare the Council for
the challenges of the future Integration of the “triple
bottom line” into all Council business (and to the benefit of the community). |
||
|
|
Corporate planning and business improvement. |
Simplified
business/service planning cycle, approach and support |
Improve management of the
business |
||
|
|
Review
and benchmark services across the organisation |
Ø Develop and agree a methodology Ø Initiate the review process |
Improvements in efficiency,
cost effectiveness or customer service of everything we do |
||
|
|
Ensure
Council meets integrated/City Strategy planning requirements |
Engage
Leadership Team and Councillors |
Ensure Council is an
industry leader. |
||
Finance management |
Financial and Management
Accounting, Procurement, Payroll, Rates, Insurance & Risk Management |
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 Payroll, 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 staff
and 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 |
|
||
|
|
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 (see 2.1.5) Ø Audit the effectiveness of
whole of life costing and business risk guidelines and processes |
|
||
|
|
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) |
|
||
|
|
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 |
|
||
|
|
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) |
|
||
Human resource management |
|
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 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 |
|
||
|
|
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 (refer 2.1.4) |
|
||
Information Systems |
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 ( |
|
||
|
|
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. |
|
|
|
Corporate management
& Councillor Services |
Executive Management |
Ø Management of Executive Functions
in Council |
|
|
||
|
Ø Agreed strategic priorities
consistent with the Department of Local Government Integrated Planning
Framework |
Ø Ensure integration between
the Long Term Financial Plan, Strategic Asset Plan and Community Plan (2025) |
|
|||
|
Ø Articulate a simplified
organisational planning cycle, approach and support |
Ø Review current
organisational planning cycle, approach and support Ø Integrate to Intranet Ø Integrate the Implementation
plans for Corporate Strategy and Parramatta Twenty25 |
|
|||
|
Ø Organisational
KPIs |
Ø Refine future
development Organisational KPIs |
|
|||
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 and
Executive 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
F2008/03243 Councillors, Senior Staff and as a WESROC wide initiative |
|
|||
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 |
|||
|
|
|
|
|||
Key
Actions for Council 2010-14
Service Area |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Strategic and corporate planning |
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 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 Review
Community Strategic Plan Ø Review
Delivery Program Ø Develop
2013-14 Operational Plan Ø Review
and update Council’s Waste Avoidance and Resource Recovery 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 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 |
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 Implement
long term financial plan and gap closing strategies Ø Budget
2013-14 Ø Monthly
reporting Ø Quarterly
Reviews. |
Ø Implement
long term financial plan and gap closing strategies Ø Budget
2014-15 Ø Monthly
reporting Ø Quarterly
Reviews. |
Human resource 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 Systems |
Ø Core IT
Systems Replacement Ø IT
platform change Ø Intranet
Phase 1 Ø Review
of IS and internal practices. |
Ø Core IT
Systems Business Improvements review Ø Disaster
recovery ability Ø CITRIX
roll out year 1 Ø Electronic
forms and processes. |
Ø Core IT
Systems continuous improvements Ø Citrix
roll out year.2 |
Ø Core IT
Systems continuous improvements. |
Corporate management
& Councillor Services |
Ø Review
top 10 strategic priorities. Ø Review
& redevelop internal comms plan |
Ø Councillor
elections. |
|
|
Key
performance measures
Resident satisfaction
measures |
Target |
Reporting Frequency |
Percentage
of resident satisfaction with the condition of Council managed roads |
50%
satisfied or very satisfied |
Annual |
Percentage
of resident satisfaction with street signage |
70%
satisfied or very satisfied |
Annual |
Percentage
of residents who believe Parramatta City Council is well managed |
Improvement
on prior result |
Annual |
Percentage
of resident rating of the level of
services according to overall satisfaction |
Improvement
of prior result |
Annual |
|
|
|
Other measures |
Target |
Reporting Frequency |
Average
sick days absence per full time equivalent employees in the past 12 months |
Improvement
on prior result |
Annual |
Number
of customer service requests received |
Actual |
Quarterly |
Percentage
of customer service requests responded to within agreed timeframe |
Improvement
on prior result |
Quarterly |
Percentage
of incoming correspondence actioned in TRIM records management system within
agreed timeframe |
Improvement
on prior result |
Quarterly |
Number
of phone calls offered at Council |
Actual |
Quarterly |
Number
and percentage of incoming phone calls that are abandoned across Council |
Improvement
on prior result |
Quarterly |
Tonnes
of carbon dioxide emitted by Council vehicle fleet |
<2,160 |
Annual |
Kilolitres
of water used by key Council properties |
91,320 |
Annual |
Tonnes
of carbon dioxide emitted by Council high energy consuming buildings |
<4,100 |
Annual |
Percentage
of project milestones met |
80% |
Quarterly |
Percentage
of projects budget not spent and carried to the next financial year |
<5% |
Annual |
Ratio
of current assets less external restrictions to current liabilities less
specific purpose liabilities |
>1:1 |
Annual |
Percentage
of services budget financial result against approved budget |
+/-10% |
Annual |
Operating
result before capital income |
In
line with Long Term Financial Plan |
Annual |
Capital
expenditure on existing assets/annual depreciation |
1:1 |
Annual |
Percentage
debt service ratio |
<8% |
Annual |
Collection
performance – outstanding rates, charges and fees |
<4% |
Annual |
Employee
Turnover |
Reduce |
Annual |
Lost
Time Injury Frequency Rate |
Reduce |
Quarterly |
OHS
Premium |
Reduce
10% |
Annual |
Reduce
HR cost per employee |
Reduce
10% |
Annual |
Council’s Operational Plan 2010-11
The Strategic Objectives are: - Land
and water that is protected, respected and sustained - People
and places that are linked by sustainable transport and communication
networks |
Service areas that are linked to the delivery of
these objectives are - Roads, Footpaths & Drainage - Transport planning, parking and traffic
facilities - Waste Contract Management - Trades & Fleet Management - Natural areas management |
Financial Summary
|
TOTAL REVENUE $,000 |
OPERATING EXPENDITURE (Excl Depre) $,000 |
CAPITAL EXPENDITURE $,000 |
||||||||||||
ENVIRONMENT
AND INFRASTRUCTURE |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
NATURAL AREAS
MANAGEMENT |
76 |
78 |
81 |
83 |
86 |
1,538 |
1,664 |
1,690 |
1,716 |
1,742 |
741 |
955 |
980 |
1,005 |
1,030 |
ROADS,
FOOTPATHS AND DRAINAGE |
4,239 |
3,701 |
3,765 |
3,581 |
3,648 |
18,904 |
19,282 |
19,909 |
20,614 |
21,308 |
6,933 |
10,580 |
10,468 |
10,102 |
9,319 |
TRADES AND
FLEET MANAGEMENT |
52 |
54 |
55 |
57 |
59 |
2,584 |
1,967 |
1,521 |
1,561 |
1,598 |
3,533 |
4,060 |
4,200 |
4,344 |
4,494 |
TRANSPORT,
PLANNING, PARKING AND TRAFFIC FACILTIES |
13,216 |
14,152 |
14,790 |
15,482 |
15,999 |
5,307 |
5,702 |
5,845 |
6,011 |
6,180 |
588 |
766 |
729 |
742 |
546 |
WASTE CONTRACT
MANAGEMENT |
16,881 |
17,464 |
18,067 |
18,692 |
19,338 |
14,696 |
15,384 |
16,096 |
16,845 |
17,633 |
- |
- |
- |
- |
- |
Total |
34,463 |
35,449 |
36,758 |
37,895 |
39,131 |
43,029 |
44,000 |
45,060 |
46,747 |
48,461 |
11,794 |
16,361 |
16,377 |
16,194 |
15,389 |
Projects
2010-11 (Key Initiatives)
|
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
ENVIRONMENT
AND INFRASTRUCTURE |
|
|
|
|
|
Capital
Projects |
|
|
|
|
|
NATURAL AREAS
MANAGEMENT |
|
|
|
|
|
Waterways
Restoration |
300,000 |
310,000 |
320,000 |
330,000 |
340,000 |
Walking Track
Construction |
80,000 |
105,000 |
110,000 |
115,000 |
120,000 |
Restoration
of Natural Areas |
361,000 |
540,000 |
550,000 |
560,000 |
570,000 |
ROADS,
FOOTPATHS AND DRAINAGE |
|
|
|
|
|
Street
Furniture |
80,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Civil
Construction Program |
350,000 |
360,000 |
370,000 |
380,000 |
390,000 |
Flood
Mitigation Big 7 |
350,000 |
355,000 |
360,000 |
365,000 |
370,000 |
Kerb &
Gutter Repair & Maint |
450,000 |
1,000,000 |
1,000,000 |
1,000,000 |
- |
Drainage
Construction Big 7 |
500,000 |
510,000 |
520,000 |
530,000 |
540,000 |
Blackspot
Program |
204,000 |
208,080 |
212,242 |
216,486 |
220,816 |
Roads to
Recovery |
619,000 |
620,000 |
620,000 |
620,000 |
620,000 |
PAMP |
1,035,000 |
1,350,000 |
1,400,000 |
1,450,000 |
1,550,000 |
Road Repair
& Maintenance |
2,295,000 |
4,681,800 |
4,775,437 |
4,870,945 |
4,968,364 |
Urgent Ward
Works - Arthur Phillip |
90,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Urgent Ward
Works - Caroline Chish |
90,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Urgent Ward
Works - Elizab Mac |
90,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Urgent Ward
Work - |
90,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Urgent Ward
Works - Woodville |
90,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Fishladder
Construction |
- |
300,000 |
50,000 |
- |
- |
Drainage
Improvements in RDS areas |
100,000 |
95,000 |
60,000 |
70,000 |
60,000 |
Seawall
Repair and Upgrade |
500,000 |
500,000 |
500,000 |
- |
- |
TRADES AND
FLEET MANAGEMENT |
|
|
|
|
|
Passenger
Vehicle Replac |
2,160,000 |
2,472,000 |
2,546,000 |
2,622,000 |
2,701,000 |
Small Plant
Replacement |
45,000 |
53,000 |
56,000 |
59,000 |
62,000 |
Heavy Plant
Replacement |
697,500 |
814,000 |
855,000 |
898,000 |
943,000 |
Light
Commercial Replace |
630,000 |
721,000 |
743,000 |
765,000 |
788,000 |
TRANSPORT,
PLANNING, PARKING AND TRAFFIC FACILTIES |
|
|
|
|
|
Local Traffic
Facilities |
137,700 |
156,060 |
159,181 |
162,365 |
165,612 |
Regional Bike
Network |
- |
80,000 |
160,000 |
160,000 |
160,000 |
Local Bike
Facilities |
200,000 |
280,000 |
160,000 |
170,000 |
170,000 |
Auslink Blackspot
Program |
200,000 |
200,000 |
200,000 |
200,000 |
- |
Design-Pedestrian
Safety Improvements |
50,000 |
- |
- |
- |
- |
Cycle Route
Maintenance |
- |
50,000 |
50,000 |
50,000 |
50,000 |
|
|
|
|
|
|
Total
For Capital Projects |
11,794,200 |
16,360,940 |
16,376,860 |
16,193,796 |
15,388,792 |
|
|
|
|
|
|
Operating
Projects |
|
|
|
|
|
NATURAL AREAS
MANAGEMENT |
|
|
|
|
|
Bushland
Resources Management |
45,000 |
57,222 |
58,366 |
59,534 |
60,724 |
Bushland
Protection |
250,000 |
300,000 |
300,000 |
300,000 |
300,000 |
Asbestos
Removal |
51,000 |
52,020 |
53,060 |
54,122 |
55,204 |
Enironmental
Education |
10,000 |
20,000 |
20,000 |
20,000 |
20,000 |
Protection of
Aboriginal Heritage |
30,000 |
25,000 |
25,000 |
25,000 |
25,000 |
Improvement
of Space areas Ermington & Epping |
70,000 |
75,000 |
75,000 |
75,000 |
75,000 |
ROADS,
FOOTPATHS AND DRAINAGE |
|
|
|
|
|
Waterways
Litter Reduction |
- |
52,020 |
53,060 |
54,122 |
55,204 |
Catchment
Modelling Stormwater |
85,000 |
100,000 |
100,000 |
100,000 |
100,000 |
Bridge Assets
- Structure Inspections |
60,000 |
60,000 |
- |
- |
- |
TRADES AND
FLEET MANAGEMENT |
|
|
|
|
|
Graffitti
Management |
190,000 |
193,800 |
197,676 |
201,630 |
205,662 |
TRANSPORT,
PLANNING, PARKING AND TRAFFIC FACILTIES |
|
|
|
|
|
|
- |
20,000 |
- |
- |
- |
Sustainable
Transport |
29,000 |
- |
- |
- |
- |
|
|
|
|
|
|
Total
For Operating Projects |
820,000 |
955,062 |
882,162 |
889,408 |
896,794 |
|
|
|
|
|
|
TOTAL
FOR ENVIRONMENT AND INFRASTRUCTURE |
12,614,200 |
17,316,002 |
17,259,022 |
17,083,204 |
16,285,586 |
|
|
|
|
|
|
The Strategic Objectives are: - A
society that is healthy and compassionate - Neighbourhoods
that are liveable and distinctive - A
community that is diverse and cohesive |
Service areas that are linked to the delivery of
these objectives are - Community, Family & Library services - Community development - Town planning & urban design - Parks & recreation - Community engagement |
Financial Summary
|
TOTAL REVENUE $,000 |
OPERATING EXPENDITURE (Excl Depre) $,000 |
CAPITAL EXPENDITURE $,000 |
||||||||||||
COMMUNITY AND
NEIGHBOURHOODS |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
COMMUNITY
DEVELOPMENT |
107 |
110 |
115 |
119 |
123 |
2,212 |
2,294 |
2,370 |
2,447 |
2,523 |
- |
- |
- |
- |
- |
COMMUNITY
ENGAGEMENT |
102 |
105 |
108 |
111 |
115 |
3,781 |
3,842 |
3,989 |
4,140 |
4,289 |
- |
- |
- |
- |
- |
COMMUNITY,
FAMILY AND LIBRARY SERVICES |
5,302 |
5,317 |
5,495 |
5,679 |
5,870 |
13,242 |
13,721 |
14,270 |
14,834 |
15,390 |
890 |
700 |
600 |
650 |
1,100 |
PARKS AND
RECREATION |
3,681 |
3,104 |
3,197 |
3,293 |
3,392 |
15,205 |
15,794 |
16,372 |
16,913 |
17,501 |
3,558 |
2,974 |
2,583 |
2,943 |
2,553 |
TOWN PLANNING
AND URBAN DESIGN |
4,518 |
4,654 |
4,793 |
4,937 |
5,085 |
1,695 |
1,757 |
1,825 |
1,895 |
1,965 |
- |
- |
- |
- |
- |
Total |
13,709 |
13,290 |
13,708 |
14,139 |
14,585 |
36,134 |
37,408 |
38,826 |
40,230 |
41,668 |
4,448 |
3,674 |
3,183 |
3,593 |
3,653 |
Projects
2010-11 (Key Initiatives)
|
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
COMMUNITY AND
NEIGHBOURHOODS |
|
|
|
|
|
Capital
Projects |
|
|
|
|
|
COMMUNITY,
FAMILY AND LIBRARY SERVICES |
|
|
|
|
|
Library Radio
Frequency Identification Device |
300,000 |
- |
- |
- |
- |
Library
Materials |
590,000 |
700,000 |
600,000 |
650,000 |
800,000 |
Radio
Frequency Identification Device Enabled Book Sorter |
- |
- |
- |
- |
300,000 |
PARKS AND
RECREATION |
|
|
|
|
|
Cultural
Parks Program |
15,000 |
83,232 |
84,897 |
86,595 |
88,326 |
|
- |
208,080 |
212,242 |
216,486 |
220,816 |
Pavillion
Program |
479,400 |
460,000 |
470,000 |
480,000 |
490,000 |
Public Halls
& Community Centres |
93,856 |
104,040 |
106,121 |
108,243 |
110,408 |
Recreation
Facilities |
26,850 |
36,414 |
37,142 |
37,885 |
38,643 |
Sportsground
Program |
350,000 |
420,000 |
430,000 |
440,000 |
440,000 |
Playground
Replacement Program |
350,000 |
420,000 |
430,000 |
440,000 |
450,000 |
Parks Program |
327,400 |
360,000 |
370,000 |
380,000 |
390,000 |
City of |
100,000 |
240,000 |
250,000 |
260,000 |
270,000 |
Aquatic
Facilities Minor Cap Works |
42,928 |
52,020 |
53,060 |
54,122 |
55,204 |
|
977,500 |
- |
- |
- |
- |
|
350,000 |
- |
- |
- |
- |
|
50,000 |
480,000 |
- |
- |
- |
|
- |
- |
- |
100,000 |
- |
|
- |
- |
- |
200,000 |
- |
|
50,000 |
- |
- |
- |
- |
Biodiversity
Protection |
- |
40,000 |
40,000 |
40,000 |
- |
|
- |
70,000 |
- |
- |
- |
Granville
Youth & Community Centre |
200,000 |
- |
- |
- |
- |
|
- |
- |
100,000 |
100,000 |
- |
|
115,000 |
- |
- |
- |
- |
CBD Planter
Boxes |
30,000 |
- |
- |
- |
- |
|
|
|
|
|
|
Total
For Capital Projects |
4,447,934 |
3,673,786 |
3,183,462 |
3,593,331 |
3,653,397 |
|
|
|
|
|
|
Operating
Projects |
|
|
|
|
|
COMMUNITY,
FAMILY AND LIBRARY SERVICES |
|
|
|
|
|
Expansion of
Lawn Mowing |
92,560 |
96,063 |
99,722 |
103,510 |
107,445 |
PARKS AND RECREATION |
|
|
|
|
|
Wildlife
Surveys |
- |
50,000 |
50,000 |
- |
- |
Winter
Operation of |
296,600 |
308,464 |
320,803 |
333,635 |
346,980 |
|
|
|
|
|
|
Total
For Operating Projects |
389,160 |
454,527 |
470,525 |
437,145 |
454,425 |
|
|
|
|
|
|
TOTAL
FOR COMMUNITY AND NEIGHBOURHOODS |
4,837,094 |
4,128,313 |
3,653,987 |
4,030,476 |
4,107,822 |
|
|
|
|
|
|
The Strategic Objectives are: - Businesses
that are dynamic, prosperous and socially responsible - A
City that is innovative and inspirational |
Service areas that are linked to the delivery of
these objectives are - Tourism & events - Property Asset Management - Regulatory Services - Arts & Culture - Development Services |
Financial
Summary
|
TOTAL REVENUE $,000 |
OPERATING EXPENDITURE (Excl Depre) $,000 |
CAPITAL EXPENDITURE $,000 |
||||||||||||
ECONOMY AND
DEVELOPMENT |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
ARTS AND
CULTURE |
2,420 |
2,433 |
2,506 |
2,581 |
2,658 |
4,965 |
5,097 |
5,263 |
5,432 |
5,601 |
308 |
130 |
133 |
135 |
138 |
DEVELOPMENT
SERVICES |
2,687 |
2,557 |
2,634 |
2,713 |
2,794 |
6,036 |
6,268 |
6,392 |
6,640 |
6,886 |
99 |
35 |
35 |
35 |
35 |
PROPERTY ASSET
MANAGEMENT |
3,770 |
4,249 |
2,605 |
2,677 |
2,747 |
6,606 |
9,494 |
8,039 |
11,772 |
4,872 |
9,873 |
14,102 |
6,035 |
35,033 |
9,118 |
REGULATORY
SERVICES |
6,185 |
6,457 |
6,651 |
6,850 |
7,056 |
5,609 |
5,733 |
5,943 |
6,157 |
6,370 |
- |
- |
- |
- |
- |
TOURISM AND
EVENTS |
343 |
341 |
352 |
362 |
373 |
4,224 |
4,462 |
4,628 |
4,466 |
4,652 |
100 |
204 |
231 |
233 |
110 |
Total |
15,406 |
16,037 |
14,747 |
15,183 |
15,628 |
27,439 |
31,054 |
30,265 |
34,468 |
28,381 |
10,380 |
14,470 |
6,434 |
35,437 |
9,401 |
Projects
2010-11 (Key Initiatives)
|
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
ECONOMY AND
DEVELOPMENT |
|
|
|
|
|
Capital
Projects |
|
|
|
|
|
ARTS AND
CULTURE |
|
|
|
|
|
Riverside
Plant & Equipment |
127,500 |
130,050 |
132,651 |
135,304 |
138,010 |
Expansion of
Wayfinding System |
100,000 |
- |
- |
- |
- |
River Cycle
Trail |
80,000 |
- |
- |
- |
- |
DEVELOPMENT
SERVICES |
|
|
|
|
|
Rapid
Deployment CCTV Cameras |
99,300 |
34,500 |
34,500 |
34,500 |
34,500 |
PROPERTY
ASSET MANAGEMENT |
|
|
|
|
|
Civic Place
Project Management |
1,125,000 |
1,500,000 |
1,750,000 |
1,250,000 |
- |
Floodplain
Property Acquisitions |
367,200 |
416,160 |
- |
432,973 |
- |
Strategic
Property Acquisitions |
8,000,000 |
11,647,500 |
4,073,000 |
33,134,000 |
8,897,000 |
|
250,000 |
250,000 |
- |
- |
- |
Old Granville
Depot -Townhouse |
- |
80,000 |
- |
- |
- |
Libraries and
Child Care Facilities |
131,200 |
208,080 |
212,242 |
216,486 |
220,816 |
TOURISM AND EVENTS |
|
|
|
|
|
|
49,600 |
104,040 |
106,121 |
108,243 |
110,408 |
Heritage
Centre Core Exhibition Renovations |
- |
75,000 |
100,000 |
125,000 |
- |
Digital
Collection Management & Access |
50,000 |
25,000 |
25,000 |
- |
- |
|
|
|
|
|
|
Total
For Capital Projects |
10,379,800 |
14,470,330 |
6,433,514 |
35,436,506 |
9,400,734 |
|
|
|
|
|
|
Operating
Projects |
|
|
|
|
|
DEVELOPMENT
SERVICES |
|
|
|
|
|
Crime
Prevention Officer |
115,000 |
119,600 |
- |
- |
- |
PROPERTY
ASSET MANAGEMENT |
|
|
|
|
|
Fair Value of
Assets |
120,000 |
- |
124,848 |
- |
129,892 |
Ermington
Community Hub |
- |
120,000 |
- |
- |
- |
TOURISM AND
EVENTS |
|
|
|
|
|
Annual Xmas
Lights Competition |
10,500 |
10,710 |
10,924 |
11,143 |
11,366 |
Parramasala |
200,000 |
250,000 |
300,000 |
- |
- |
Tourism
Development Officer |
100,000 |
115,000 |
119,000 |
124,000 |
129,000 |
Computer
Heritage Travelling Exhibition |
78,000 |
- |
- |
- |
- |
Collection
Asset Management |
55,000 |
25,000 |
10,000 |
10,000 |
- |
|
|
|
|
|
|
Total
For Operating Projects |
678,500 |
640,310 |
564,772 |
145,143 |
270,258 |
|
|
|
|
|
|
TOTAL
FOR ECONOMY AND DEVELOPMENT |
11,058,300 |
15,110,640 |
6,998,286 |
35,581,649 |
9,670,992 |
|
|
|
|
|
|
The Strategic Objectives are: - An
organisation that plans its future, improves systems and processes, measures
its success and compares its performance to others - Responsive
and best practice management of Council’s finances, risk, procurement and
assets - Engaged
and valued staff working effectively to improve the way we do business - a
well governed and led organisation that is service and community focussed and
communicates effectively |
Service areas that are linked to the delivery of
these objectives are - Strategic & Corporate planning - Finance management - Human resource management - Information systems - Corporate management & Councillor
services |
Financial Summary
|
TOTAL REVENUE $,000 |
OPERATING EXPENDITURE (Excl Depre) $,000 |
CAPITAL EXPENDITURE $,000 |
||||||||||||
GOVERNANCE AND
CORPORATE |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
CORPORATE
MANAGEMENT AND COUNCILLOR SERVICES |
69 |
72 |
74 |
76 |
78 |
5,545 |
5,694 |
6,563 |
6,095 |
6,298 |
- |
- |
- |
- |
- |
FINANCE
MANAGEMENT |
99,055 |
103,819 |
108,418 |
113,212 |
117,283 |
7,863 |
7,979 |
8,195 |
8,425 |
8,613 |
- |
- |
- |
- |
- |
HUMAN
RESOURCES MANAGEMENT |
23 |
24 |
24 |
25 |
26 |
6,220 |
5,043 |
4,219 |
4,389 |
4,552 |
- |
- |
- |
- |
- |
INFORMATION
SYSTEMS |
36 |
37 |
38 |
39 |
40 |
7,365 |
5,764 |
5,939 |
6,119 |
6,300 |
6,464 |
156 |
159 |
162 |
166 |
STRATEGIC AND
CORPORATE PLANNING |
659 |
278 |
331 |
335 |
289 |
5,047 |
4,773 |
4,947 |
5,052 |
5,042 |
4,032 |
4,475 |
5,196 |
5,368 |
4,827 |
Total |
99,842 |
104,228 |
108,885 |
113,687 |
117,716 |
32,039 |
29,252 |
29,863 |
30,080 |
30,804 |
10,496 |
4,631 |
5,355 |
5,531 |
4,993 |
Projects 2010-11 (Key Initiatives)
|
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
GOVERNANCE
AND CORPORATE |
|
|
|
|
|
Capital
Projects |
|
|
|
|
|
INFORMATION
SYSTEMS |
|
|
|
|
|
IT Equipment
Replacement Program |
137,700 |
156,060 |
159,181 |
162,365 |
165,612 |
HR/Payroll
Replacement |
6,326,000 |
- |
- |
- |
- |
STRATEGIC AND
CORPORATE PLANNING |
|
|
|
|
|
City Centre
Streetscape Improvements |
1,802,000 |
1,838,000 |
1,875,000 |
1,913,000 |
1,951,248 |
Neighbourhood
Improvements |
1,285,200 |
1,456,560 |
1,485,691 |
1,515,405 |
1,545,713 |
Sustainable
Water Program |
45,000 |
50,000 |
50,000 |
50,000 |
50,000 |
Water Quality
Improvement |
240,000 |
300,000 |
300,000 |
300,000 |
300,000 |
Public Domain
Upgrade |
- |
400,000 |
600,000 |
700,000 |
800,000 |
Foreshore
Improvement Plan |
50,000 |
20,000 |
35,000 |
40,000 |
30,000 |
Greening the
CBD |
- |
150,000 |
150,000 |
150,000 |
- |
Contaminated
Lands - Investigation |
20,000 |
100,000 |
450,000 |
450,000 |
- |
Sustainable
Water Grant - |
490,000 |
10,000 |
- |
- |
- |
Adaptation to
Extreme Weather Conditions |
- |
50,000 |
150,000 |
150,000 |
150,000 |
|
100,000 |
100,000 |
100,000 |
100,000 |
- |
|
|
|
|
|
|
Total
For Capital Projects |
10,495,900 |
4,630,620 |
5,354,872 |
5,530,770 |
4,992,573 |
|
|
|
|
|
|
Operating
Projects |
|
|
|
|
|
CORPORATE
MANAGEMENT AND COUNCILLOR SERVICES |
|
|
|
|
|
Councillor
Support Project |
150,000 |
156,000 |
162,240 |
168,730 |
175,479 |
INFORMATION
SYSTEMS |
|
|
|
|
|
IT Business
Improvement |
49,500 |
56,100 |
57,222 |
58,366 |
59,534 |
CITSR
Operating Project Component |
450,000 |
- |
- |
- |
- |
STRATEGIC AND
CORPORATE PLANNING |
|
|
|
|
|
Economic
Development |
500,000 |
452,500 |
460,700 |
464,404 |
476,716 |
TBL - Model
for |
250,000 |
- |
- |
- |
- |
Waterways
Rehabilitation Master Plan |
50,000 |
50,000 |
50,000 |
50,000 |
50,000 |
Floodplain
Risk Management Roads |
120,000 |
120,000 |
120,000 |
120,000 |
120,000 |
Business
Improvement Initiatives - Corporate |
100,000 |
104,000 |
108,160 |
112,486 |
116,986 |
TBL - Model
for |
80,000 |
- |
- |
- |
- |
Monitoring
Corp Enviro Targets |
20,000 |
50,000 |
50,000 |
50,000 |
- |
Rydalmere
Technology Precinct |
90,000 |
50,000 |
50,000 |
- |
- |
Key Social
Issues Strategy |
- |
40,000 |
40,000 |
40,000 |
- |
Homelessness
Strategy Implementation Plan Coordinator |
60,000 |
91,400 |
107,000 |
97,000 |
- |
|
|
|
|
|
|
Total
For Operating Projects |
1,919,500 |
1,170,000 |
1,205,322 |
1,160,986 |
998,715 |
|
|
|
|
|
|
TOTAL
FOR GOVERNANCE AND CORPORATE |
12,415,400 |
5,800,620 |
6,560,194 |
6,691,756 |
5,991,288 |
|
|
|
|
|
|
GRAND TOTAL |
40,924,994 |
42,355,575 |
34,471,489 |
63,387,085 |
36,055,688 |
FINANCIAL
MANAGEMENT FRAMEWORK
Financial Management Objectives
The primary objective of Council’s financial planning is
to ensure Council’s continued financial sustainability. An analysis of
Council’s current financial situation and longer term financial forecasts showed
that there is an unsustainable gap between operating expenditure and revenue
that must be addressed. Not addressing this operational deficit will 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. Council’s
objective is 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 by a healthy Working capital position), Borrowings
and Debt servicing, Asset replacement and maintenance, new Capital project
initiatives.
By focusing on these key areas and setting improvement
targets for each of them over the period of the Delivery Program (5 years)
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 –
· Over
a period of time move towards delivering an operating surplus before capital
income
· 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
· Managing
Capital revenue and the expenditure of Reserve funds to Deliver Ongoing Asset
Replacement projects and New Project Initiatives
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 being implemented
are included in Council’s Long Term Financial Plan and the rating strategy is
outlined in the next section.
Key Financial Management Issues
Specific areas which will impact on Council’s budget
include –
Special variation to rates income
The Minister for Local Government has advised that the
maximum increase in rates income for 2010/11 is 2.6%. This is the lowest rate
pegging increase since 2000/01. The rate pegging limit prescribed by the State
Government has averaged 3.24% in the 10 years 2000/01 to 2009/10. The Council
proposes to increase rates income by the rate pegging amount and in addition is
seeking the Minister’s consent to a special variation to rates income in
2010/11 and for the following three years.
2010/11
Special Variation
The special variation proposed is for an increase in
total rates income of 4.9% in addition to the rate pegging increase of 2.6%, a
total of 7.5%. This special variation is made up of two components.
The first is the renewal of a special variation that
has been in place since 2000/01 and that expires in 2009/10. Under the terms of the Minister’s approval,
Council would have to reduce its 2010/11 rates income by $2.4M if this special
variation was not renewed. To renew this funding Council must apply for a
special variation to rates income of 2.9%. The money from this special
variation comes primarily from business ratepayers in and near to the CBD and currently
funds the following –
CBD Infrastructure Enhancement Program $1.7M
Economic Development Program $0.6M
Suburban Infrastructure Improvement Program $0.1M
If this special variation is
not renewed then Council would have to discontinue these programs. The money
for the CBD Infrastructure Enhancement Program and the Economic Development
Program has been raised by special rates on the business properties that
benefit from the programs. Residential properties within the Parramatta CBD
also contribute to and benefit from the CBD Infrastructure Enhancement Program.
The money for the Suburban Infrastructure Improvement Program has been raised
by a special rate on all residential and business properties outside the CBD.
The continuation of these infrastructure and economic
development works and services is critical in supporting the role of
Subject to the Minister approving the special
variation, Council proposes to continue to use special rates levied on business
properties within the CBD and other business localities to raise the funds for
the CBD Infrastructure and Economic Development programs. Those business
ratepayers’ will benefit from the maintenance and continuing improvement of the
CBD infrastructure which has encouraged investment and growth in the CBD.
Business will also benefit from the on going economic development programs
which will promote Parramatta as a major retail, commercial and tourist
destination attracting industries and major events to the area and increasing
job opportunities for the wider Western Sydney community. Providing such job opportunities
closer to
The second component of the special variation is to
increase total rates revenue by an additional 2% in 2010/11 above the rate
pegging limit to address Council’s overall long term financial sustainability.
To reduce the impact on non-CBD residential ratepayers paying in excess of the
minimum rate, Council proposes to increase ordinary rates for the largest
business/industrial ratepayers by more than the 2% and to offset this reduction
against those residential ratepayers.
2011/12 to
2013/14
In addition to the increase in 2010/11, Council is
also applying to the Minister for an increase of 1% above rate pegging for each
of the three following years as part of its financial sustainability strategy.
As the Minister does not announce rate pegging increases more than one year in
advance, Council can only estimate the overall impact on revenue and ratepayers
by making assumptions about future rate pegging decisions. Council has assumed
that rate pegging will be 3.3% for these future years.
The details of the various strategies that Council is
undertaking to achieve long term sustainability are contained in Council’s Long
Term Financial Plan. In summary they involve a range of strategies which
include optimising revenue opportunities from Council’s property portfolio, improvements
in the use of technology, building on existing revenue streams, developing
additional streams and comprehensively reviewing the range of services Council
provides and the ways they are delivered. The staged increase in rate revenue
sought through the special variation is one element in Council’s overall
strategy.
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 in
2010/11 Council will derive 63% of total revenue from ordinary and special
rates if the special variation is approved. The State Government determines the
maximum amount by which rate revenue can increase and this has been fixed at
2.6% for 2010/11, the lowest increase since 2000/01. The fees and charges that Council determines
for the supply of goods and services have in most cases been increased by
around 3% to reflect increased costs associated with their supply. There are a
number of fees, that are determined by State Government legislation and 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 the year to December 2009 the general Consumer Price
Index rose by 2.1%. In 2010/11 employee costs account for 44.4% of total
Council operating expenditure and these costs are expected to rise in future
years. The assumptions in this regard
are included in the Long Term Financial Plan.
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
Council’s financial position has also been impacted by
the impact of a number of Government and utility charges that have increased at
a far greater rate than Council’s revenues.
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 improved
city transport systems, 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
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.
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.
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
In 2010/11, Council intends borrowing $2.96 million, which
is within the borrowing limits prescribed by the current policy. The provider
of the 2010/11 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.
In July 2006 Council entered into a development
agreement for
There will be some spikes in Council’s debt levels due
to this project. The spikes in debt
levels are due to various cash flow projections for the
The following graph illustrates Council’s indebtedness
and projections of outstanding debt from 2009/10 to 2019/20. 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
Asset replacement, revaluation and depreciation
Included in this Management
Plan is a schedule of Capital Projects including those Projects involving asset
replacement.
Australian Accounting Standards and the Department of
Local Government require that Council progressively revalue its assets to fair
value. Fair value is the amount for which an asset could be exchanged between
knowledgeable, willing parties in an arm’s length transaction. Assets were
previously valued at cost less depreciation. Property, plant and equipment,
land and buildings were updated to fair value at June 2008. Roads, bridges,
footpaths and drainage assets will be revalued in June 2010. The future amount
of depreciation valuations. However, appropriate estimates have been included
for future years, which may need to be revised at a
valuations. However,
appropriate estimates have been included for future years, which may need to be
revised at a recorded in Council’s accounts will be impacted by these later
date once the results of the revaluation exercise are known.
2010/11 BUDGET
Operating and Capital Budget 2010/11
Council has resolved to
adopt a budget that delivers an Operating deficit result before capital income
of $8.465M. The tables and graphs below show a summary of the revenue and
capital funding sources for the 2010/11 budget.
The table and
graph below show a summary of Operating Expenditure by Pillar
Council plans to spend $40.9 million on projects in 2010/11. 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) and new operating initiatives
(Operating Projects).
The total Projects budget of $40.9 million is broken
up as follows:
Capital projects: $37.1million
Operating projects:
$3.8 million
The table and
graph below show a summary of Capital Expenditure by Pillar
The table below shows the combined operating
and capital expenditure by pillar and service for 2010/11.
The detailed Operating Statement showing a net
operating result reconciliation to the services result for the period 2010/11
to 2014/15 is shown on pages xx to xx of this document.
INCOME
AND EXPENSES ESTIMATES 2010/11 TO 2014/15
Council has developed a 10 year long term financial
plan to generate the following estimates of income and expenses for 2010/11 to
2014/15. The Plan is available as a separate document and includes forecasts
extending to 2019/20.
The forward estimates have
as their base the 2010/11 Budget, with appropriate assumptions where actual
financial information is uncertain or not available. The key assumptions for
2010/11 are shown below. The assumptions for the years beyond 2010/11 are
detailed in Council’s Long Term Financial Plan.
Rates |
2.6% rate pegging confirmed. Growth of
$400,000. Additional special rate variation of 4.9% included in estimates,
subject to Ministerial approval. |
User Charges and Fees |
3% in general, but some have been increased
more to reflect costs, statutory fees not changed |
Investment Interest Rate |
5.5% |
Annual Charges |
4% domestic waste management. No change to
stormwater management charge |
Grants and Contributions |
3% plus specific know additional grants |
Section 94 Development Contributions |
3% |
Other Revenue |
3% adjusted for estimated reductions |
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
Operating
Statement
Operating
Statement (Continued)
Operating
Statement (Continued)
Reserves
Summary |
|
|
|
|
|
TRANSFERS TO AND FROM RESERVES (in $'000) |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
|
|
|
|
|
|
Loans |
|
|
|
|
|
Opening Balance |
$16,048 |
$8,048 |
$51 |
$47 |
$43 |
Plus Transfers to Reserve |
$2,960 |
$15,969 |
$12,467 |
$45,406 |
$19,529 |
Less Transfers from Reserve |
($10,960) |
($22,466) |
($10,720) |
($44,160) |
($19,526) |
Transfers Between Reserves |
|
($1,500) |
($1,750) |
($1,250) |
|
|
$8,048 |
$51 |
$47 |
$43 |
$47 |
Grants and Contributions |
|
|
|
|
|
Opening Balance |
$2,131 |
$1,079 |
$1,091 |
$1,104 |
$1,117 |
Plus Transfers to Reserve |
$2,996 |
$2,008 |
$2,051 |
$1,818 |
$1,580 |
Less Transfers from Reserve |
($4,048) |
($1,996) |
($2,038) |
($1,804) |
($1,567) |
Opening Bal correction |
|
|
|
|
|
|
$1,079 |
$1,091 |
$1,104 |
$1,117 |
$1,130 |
Section 94 Contributions |
|
|
|
|
|
Opening Balance |
$12,944 |
$16,060 |
$19,617 |
$23,610 |
$27,710 |
Plus Transfers to Reserve |
$5,513 |
$6,209 |
$6,303 |
$6,397 |
$6,576 |
Less Transfers from Reserve |
($2,397) |
($2,652) |
($2,309) |
($2,297) |
($2,365) |
Transfers Between Reserves |
|
|
|
|
|
|
$16,060 |
$19,617 |
$23,610 |
$27,710 |
$31,921 |
Domestic Waste |
|
|
|
|
|
Opening Balance |
$4,559 |
$4,357 |
$3,965 |
$3,377 |
$2,579 |
Plus Transfers to Reserve |
$2,298 |
$2,208 |
$2,112 |
$2,002 |
$1,874 |
Less Transfers from Reserve |
($2,500) |
($2,600) |
($2,700) |
($2,800) |
($2,900) |
|
$4,357 |
$3,965 |
$3,377 |
$2,579 |
$1,553 |
Open Space Special Rate |
|
|
|
|
|
Opening Balance |
$1,191 |
$1,085 |
$1,351 |
$1,483 |
$1,252 |
Plus Transfers to Reserve |
$2,047 |
$2,109 |
$2,173 |
$2,239 |
$2,306 |
Less Transfers from Reserve |
($2,154) |
($1,842) |
($2,041) |
($2,469) |
($1,909) |
|
$1,085 |
$1,351 |
$1,483 |
$1,252 |
$1,649 |
Suburban Infrastructure Special Rate |
|
|
|
|
|
Opening Balance |
$651 |
$312 |
$45 |
$146 |
$115 |
Plus Transfers to Reserve |
$1,505 |
$1,551 |
$1,597 |
$1,646 |
$1,696 |
Less Transfers from Reserve |
($1,845) |
($1,817) |
($1,496) |
($1,677) |
($1,386) |
|
$312 |
$45 |
$146 |
$115 |
$424 |
CBD Infrastructure Special Rate |
|
|
|
|
|
Opening Balance |
$2,611 |
$2,202 |
$1,495 |
$1,061 |
$553 |
Plus Transfers to Reserve |
$1,857 |
$1,931 |
$2,007 |
$2,088 |
$2,171 |
Less Transfers from Reserve |
($2,266) |
($2,638) |
($2,441) |
($2,596) |
($2,751) |
|
$2,202 |
$1,495 |
$1,061 |
$553 |
($28) |
Economic Development Special Rate |
|
|
|
|
|
Opening Balance |
$298 |
$201 |
$200 |
$256 |
$323 |
Plus Transfers to Reserve |
$627 |
$645 |
$665 |
$685 |
$706 |
Less Transfers from Reserve |
($724) |
($646) |
($609) |
($618) |
($635) |
|
$201 |
$200 |
$256 |
$323 |
$394 |
Stormwater Levy Reserve |
|
|
|
|
|
Opening Balance |
$92 |
$212 |
$366 |
$568 |
$818 |
Plus Transfers to Reserve |
$1,291 |
$1,336 |
$1,382 |
$1,431 |
$1,481 |
Less Transfers from Reserve |
($1,171) |
($1,181) |
($1,181) |
($1,181) |
($1,181) |
|
$212 |
$366 |
$568 |
$818 |
$1,118 |
Internal Restrictions |
|
|
|
|
|
Plant Replacement Reserve |
|
|
|
|
|
Opening Balance |
$468 |
$861 |
$967 |
$1,066 |
$1,158 |
Plus Transfers to Reserve |
$3,925 |
$4,166 |
$4,299 |
$4,436 |
$4,578 |
Less Transfers from Reserve |
($3,533) |
($4,060) |
($4,200) |
($4,344) |
($4,494) |
Transfers Between Reserves |
|
|
|
|
|
|
$861 |
$967 |
$1,066 |
$1,158 |
$1,243 |
Employee Leave Entitlements Reserve |
|
|
|
|
|
Opening Balance |
$3,868 |
$1,490 |
$2,958 |
$3,999 |
$3,999 |
Plus Transfers to Reserve |
|
|
|
|
|
Less Transfers from Reserve |
|
|
|
|
|
Transfers Between Reserves |
($2,378) |
$1,468 |
$1,041 |
|
|
|
$1,490 |
$2,958 |
$3,999 |
$3,999 |
$3,999 |
Property Reserve |
|
|
|
|
|
Opening Balance |
$1,900 |
$602 |
$604 |
$806 |
$1,008 |
Plus Transfers to Reserve |
$202 |
$202 |
$202 |
$202 |
$202 |
Less Transfers from Reserve |
$0 |
($200) |
$0 |
$0 |
$0 |
Transfers Between Reserves |
($1,500) |
|
|
|
$900 |
|
$602 |
$604 |
$806 |
$1,008 |
$2,110 |
Repayments of bonds/deposits |
|
|
|
|
|
Opening Balance |
$284 |
$34 |
$34 |
$34 |
$34 |
Plus Transfers to Reserve |
|
|
|
|
|
Less Transfers from Reserve |
($250) |
|
|
|
|
|
$34 |
$34 |
$34 |
$34 |
$34 |
Street Furniture Reserve |
|
|
|
|
|
Opening Balance |
$352 |
$1 |
$1 |
$1 |
$1 |
Plus Transfers to Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
Less Transfers from Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
Transfers Between Reserves |
($351) |
|
|
|
|
|
$1 |
$1 |
$1 |
$1 |
$1 |
Civic Place Redevelopment Reserve |
|
|
|
|
|
Opening Balance |
$1,251 |
$127 |
$127 |
$127 |
$127 |
Plus Transfers to Reserve |
$0 |
$51,000 |
$0 |
$0 |
$0 |
Less Transfers from Reserve |
($2,723) |
($52,500) |
($1,750) |
($1,250) |
$0 |
Transfers Between Reserves |
$1,598 |
$1,500 |
$1,750 |
$1,250 |
|
|
$127 |
$127 |
$127 |
$127 |
$127 |
Computer Reserve |
|
|
|
|
|
Opening Balance |
($872) |
$0 |
$0 |
$0 |
$0 |
Plus Transfers to Reserve |
$343 |
$1,468 |
$1,435 |
$1,401 |
$1,431 |
Less Transfers from Reserve |
($6,776) |
$0 |
$0 |
$0 |
$0 |
Transfers Between Reserves |
$7,305 |
($1,468) |
($1,435) |
($1,401) |
($1,431) |
|
$0 |
$0 |
$0 |
$0 |
$0 |
Insurance Reserve |
|
|
|
|
|
Opening Balance |
$781 |
$281 |
$281 |
$281 |
$281 |
Plus Transfers to Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
Less Transfers from Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
Transfers Between Reserves |
($500) |
|
|
|
|
|
$281 |
$281 |
$281 |
$281 |
$281 |
Dept Sport and Rec Reserve |
|
|
|
|
|
Opening Balance |
$67 |
$136 |
$208 |
$282 |
$360 |
Plus Transfers to Reserve |
$69 |
$72 |
$75 |
$78 |
$81 |
Less Transfers from Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
|
$136 |
$208 |
$282 |
$360 |
$441 |
Open Space Reserve |
|
|
|
|
|
Opening Balance |
$221 |
$221 |
$221 |
$221 |
$221 |
Plus Transfers to Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
Less Transfers from Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
|
$221 |
$221 |
$221 |
$221 |
$221 |
Council Election Reserve |
|
|
|
|
|
Opening Balance |
$197 |
$327 |
$462 |
$3 |
$149 |
Plus Transfers to Reserve |
$130 |
$135 |
$141 |
$146 |
$152 |
Less Transfers from Reserve |
$0 |
$0 |
($600) |
$0 |
$0 |
|
$327 |
$462 |
$3 |
$149 |
$301 |
Parking Meter Reserve |
|
|
|
|
|
Opening Balance |
$1,385 |
$2,062 |
$2,192 |
$2,275 |
$2,664 |
Plus Transfers to Reserve |
$3,230 |
$3,225 |
$3,323 |
$3,424 |
$3,528 |
Less Transfers from Reserve |
($2,553) |
($3,096) |
($3,239) |
($3,035) |
($3,181) |
|
$2,062 |
$2,192 |
$2,275 |
$2,664 |
$3,011 |
Asset Replacement Reserve |
|
|
|
|
|
Opening Balance |
$0 |
$3,418 |
$3,418 |
$3,418 |
$3,418 |
Plus Transfers to Reserve |
|
|
|
|
|
Transfers Between Reserves |
$3,418 |
|
|
|
|
|
$3,418 |
$3,418 |
$3,418 |
$3,418 |
$3,418 |
Other Reserves(City Design,Epping TMAP, FAG,Int
Lns,Urgent Wks) |
|
|
|
|
|
Opening Balance |
$3,173 |
$824 |
$802 |
$1,172 |
$2,550 |
Plus Transfers to Reserve |
$0 |
$0 |
$0 |
$0 |
$0 |
Less Transfers from Reserve |
($22) |
($23) |
($23) |
($24) |
($24) |
Transfers Between Reserves |
($2,326) |
|
$394 |
$1,401 |
$531 |
|
$824 |
$802 |
$1,172 |
$2,550 |
$3,057 |
|
|
|
|
|
|
BALANCE SHEET |
|
|
|
|
|
Description (In $'000) |
2010/11 |
2011/12 |
2012/13 |
2013/14 |
2014/15 |
ASSETS |
|
|
|
|
|
Current assets |
|
|
|
|
|
Cash and cash equivalents |
$6,000 |
$6,000 |
$6,000 |
$6,000 |
$6,000 |
Investments |
$47,401 |
$45,319 |
$54,499 |
$67,140 |
$84,784 |
Receivables |
$9,000 |
$9,000 |
$9,000 |
$26,480 |
$9,000 |
Inventories |
$190 |
$190 |
$190 |
$190 |
$190 |
Other |
$500 |
$500 |
$500 |
$500 |
$500 |
Non-current assets classified as held for resale |
$0 |
$0 |
$0 |
$0 |
$0 |
Total current assets |
$63,091 |
$61,009 |
$70,189 |
$100,310 |
$100,474 |
Non-current assets |
|
|
|
|
|
Receivables |
$100 |
$58,720 |
$58,720 |
$41,240 |
$41,240 |
Investments |
$3,190 |
$3,190 |
$3,190 |
$3,190 |
$1,190 |
Infrastructure property, plant & equipment |
$3,497,488 |
$3,398,722 |
$3,399,715 |
$3,428,513 |
$3,428,961 |
Intangible assets |
$163 |
$0 |
$0 |
$0 |
$0 |
Investments accounted for using equity method |
$1,830 |
$1,830 |
$1,830 |
$1,830 |
$1,830 |
Total non-current assets |
$3,502,771 |
$3,462,462 |
$3,463,455 |
$3,474,773 |
$3,473,221 |
Total assets |
$3,565,862 |
$3,523,471 |
$3,533,644 |
$3,575,083 |
$3,573,695 |
LIABILITIES |
|
|
|
|
|
Current liabilities |
|
|
|
|
|
Payables |
$14,500 |
$14,500 |
$14,500 |
$14,500 |
$14,500 |
Interest bearing liabilities |
$59,857 |
$4,747 |
$4,189 |
$11,821 |
$4,020 |
Provisions |
$19,707 |
$20,457 |
$21,237 |
$22,049 |
$22,892 |
Total current liabilities |
$94,064 |
$39,704 |
$39,926 |
$48,369 |
$41,412 |
Non-current liabilties |
|
|
|
|
|
Interest bearing liabilities |
$25,226 |
$36,448 |
$44,726 |
$78,312 |
$77,091 |
Provisions |
$2,872 |
$2,987 |
$3,106 |
$3,230 |
$3,359 |
Total non-current liabilities |
$28,098 |
$39,434 |
$47,832 |
$81,542 |
$80,451 |
Total liabilities |
$122,161 |
$79,138 |
$87,758 |
$129,911 |
$121,863 |
Net assets |
$3,443,700 |
$3,444,333 |
$3,445,886 |
$3,445,172 |
$3,451,832 |
|
|
|
|
|
|
EQUITY |
|
|
|
|
|
Retained earnings |
$862,263 |
$862,896 |
$864,449 |
$863,735 |
$870,395 |
Reserves |
$2,581,437 |
$2,581,437 |
$2,581,437 |
$2,581,437 |
$2,581,437 |
Total equity |
$3,443,700 |
$3,444,333 |
$3,445,886 |
$3,445,172 |
$3,451,832 |
RATES, FEES AND CHARGES
Ordinary and Special Rates Income
The Minister for Local Government each year
determines the maximum amount by which NSW Councils may increase their general
rate income above the general income for the previous year. For the 2010/11
financial year the Minister has announced that the increase is 2.6%. As noted earlier, Council has applied to the
Minister for Local Government for a special variation to rates in 2010/11 of
4.9% in addition to the rate pegging increase. It is not known when the result
of Council’s application will be known. The tables shown below indicate the
proposed rates for 2010/11 with and without the application being approved.
Land Valuation
In 2010/11 Council will be using land values
as at 1 July 2007 to calculate rates. Valuations are determined by the
NSW Government’s Valuer General.
Ordinary Rates
Rates are determined on the categorisation of
land. Council’s ordinary rating structure consists of two categories –
residential and business rates. These categories in turn have sub-categories
determined by the location of the land as detailed in the tables on the
following pages.
Special Rates
The Local Government Act provides that a council may make a special rate for or towards meeting the cost of any works, services, facilities or activities provided or undertaken, or proposed to be provided or undertaken, by the Council within the whole or any part of the Council’s area. In 2010/11 Council proposes to make a number of special rates and the details of these rates and the works and services that the special rates will fund are included in the following pages.
It is proposed that the use of the special
rates levied for Suburban Infrastructure and CBD Infrastructure include
maintenance and/or operational phases of approved special rate projects not
just capital upfront expenditure, as part of a prudent lifecycle approach to
asset management.
Pensioner Rebates
All NSW councils give a mandatory rebate of up to $250 to
eligible pensioners. Parramatta City
Council is one of the few Councils that grants an additional voluntary rebate
of up to $100 to eligible pensioners. Funding of around $713,000 is allocated
for this additional voluntary rebate.
Council proposes to make the following Ordinary and Special Rates in
2010/11 subject to the Minister’s approval for the special variation noted
earlier. The proposed rates without the special variation being approved are
also shown. Increases to individual rates will vary due to changes in the
rating database arising from changes to property uses and properties becoming
rateable or non-rateable. There may be some minor variations to ad valorem
rates and base amounts finally adopted by Council, as these are dependent on
valuations and categorisations which are subject to on going variations.
WITH SPECIAL VARIATION APPROVED
Ordinary Rates
|
#
of Assessments |
Minimum
Rate ($) |
Ad
Valorem Rate in ($) |
Valuation |
Notional
Yield ($) |
|
(1
July 2007) |
||||
Residential |
32,559 |
|
0.00265180 |
10,794,288,584 |
28,595,258 |
Residential |
20,889 |
533.71 |
|
1,788,371,000 |
11,148,668 |
Residential
CBD |
70 |
|
0.00182706 |
69,961,520 |
127,824 |
Residential
CBD |
2,500 |
533.71 |
|
163,467,151 |
1,334,275 |
Subtotal |
56,018 |
|
|
12,816,088,255 |
41,206,025 |
Business
General |
1,135 |
|
0.01172532 |
480,397,524 |
5,632,815 |
Business
General |
403 |
544.1 |
|
8,327,473 |
219,272 |
Business
CBD |
1,226 |
|
0.02025697 |
813,303,768 |
16,475,070 |
Business
CBD |
373 |
544.1 |
|
4,801,681 |
202,949 |
Business
CBD#2 |
11 |
|
0.03286899 |
74,993,800 |
2,464,970 |
Business
|
1,215 |
|
0.01249570 |
1,177,239,597 |
14,710,433 |
Business
|
99 |
544.1 |
|
2,467,843 |
53,866 |
Business
|
1 |
|
0.01988612 |
53,000,000 |
1,053,964 |
Subtotal |
4,463 |
|
|
2,614,531,686 |
40,813,340 |
Total
Ordinary Rates |
60,481 |
|
|
15,430,619,941 |
82,019,365 |
Special Rates
PURPOSE |
#
of Assessments |
Base
Amount ($) |
Ad
Valorem Rate in ($) |
Valuation (1
July 2007) |
Notional
Yield ($) |
Open
Space Acquisition & Embellishment |
60,364 |
|
0.00006085 |
15,430,468,941 |
938,944 |
Open
Space Acquisition & Embellishment |
60,364 |
15.86 |
|
|
957,373 |
Suburban
Infrastructure |
56,196 |
|
0.00007663 |
14,315,061,021 |
1,096,963 |
Suburban
Infrastructure |
56,196 |
6.64 |
|
|
373,141 |
CBD
Residential Infrastructure |
2,567 |
|
0.00015271 |
232,992,671 |
35,580 |
CBD
Residential Infrastructure |
2,567 |
10.73 |
|
|
27,544 |
CBD
Infrastructure |
1,611 |
|
0.00197454 |
893,535,249 |
1,764,321 |
Economic
Development |
2,806 |
|
0.00036373 |
1,718,881,793 |
625,209 |
Total
Special Rates |
242,671 |
|
|
32,590,939,675 |
5,819,076 |
Total
Ordinary and Special Rates |
87,838,441 |
less
Pensioner Rebates |
1,901,683 |
less
Internal Rates Contra |
379,595 |
Net
Total Ordinary and Special Rates |
85,557,163 |
WITH SPECIAL VARIATION NOT APPROVED
Ordinary Rates
|
#
of Assessments |
Minimum
Rate ($) |
Ad
Valorem Rate in ($) |
Valuation |
Notional
Yield ($) |
|
(1
July 2007) |
||||
Residential |
32,559 |
|
0.00261698 |
10,794,288,584 |
28,248,404 |
Residential |
20,889 |
523.51 |
|
1,788,371,000 |
10,935,600 |
Residential
CBD |
70 |
|
0.00179212 |
69,961,520 |
125,380 |
Residential
CBD |
2,500 |
523.51 |
|
163,467,151 |
1,308,775 |
Subtotal |
56,018 |
|
|
12,816,088,255 |
40,618,159 |
Business
General |
1,135 |
|
0.01150113 |
480,397,524 |
5,525,115 |
Business
General |
403 |
533.69 |
|
8,327,473 |
215,077 |
Business
CBD |
1,226 |
|
0.01986965 |
813,303,768 |
16,160,061 |
Business
CBD |
373 |
533.69 |
|
4,801,681 |
199,066 |
Business
CBD#2 |
11 |
|
0.03044194 |
74,993,800 |
2,282,957 |
Business
|
1,215 |
|
0.01225678 |
1,177,239,597 |
14,429,168 |
Business
|
99 |
533.69 |
|
2,467,843 |
52,835 |
Business
|
1 |
|
0.01827927 |
53,000,000 |
968,801 |
Subtotal |
4,463 |
|
|
2,614,531,686 |
39,833,081 |
Total
Ordinary Rates |
60,481 |
|
|
15,430,619,941 |
80,451,240 |
Special Rates
PURPOSE |
#
of Assessments |
Base
Amount ($) |
Ad
Valorem Rate in ($) |
Valuation (1 July 2007) |
Notional
Yield ($)
|
Open
Space Acquisition & Embellishment |
60,364 |
|
0.00005968 |
15,430,468,941 |
920,890 |
Open
Space Acquisition & Embellishment |
60,364 |
15.55 |
|
|
938,660 |
Suburban
Infrastructure |
56,196 |
|
0.0000692 |
14,315,061,021 |
990,602 |
Suburban
Infrastructure |
56,196 |
6.52 |
|
|
338,648 |
CBD
Residential Infrastructure |
2,567 |
|
0.00007317 |
232,992,671 |
17,048 |
CBD
Residential Infrastructure |
2,567 |
10.53 |
|
|
15,431 |
CBD
Infrastructure |
1,611 |
|
0.00006132 |
893,535,249 |
54,792 |
Economic
Development |
2,806 |
|
0 |
1,718,881,793 |
- |
Total
Special Rates |
242,671 |
|
|
32,590,939,675 |
3,276,071 |
Total
Ordinary and Special Rates |
83,727,311 |
less
Pensioner Rebates |
- 1,901,683 |
less
Internal Rates Contra |
- 379,595 |
Net
Total Ordinary and Special Rates |
81,446,033 |
Special Rates 2010/11
The table below details the percentage of the total yield that the base
amount will produce for each of the following special rates:
Special
Rate |
Base
Amount Yield % |
Open
Space Acquisition and Embellishment |
50% |
Suburban
Infrastructure |
25% |
CBD
Residential Infrastructure |
43% |
Impact on average ratepayers
The following tables show the average impact on ratepayers and include
Special Rates, Waste Management Charges and the Stormwater Management Charge.
WITH SPECIAL VARIATION APPROVED
|
2009/10 |
2010/11 Rates |
|
($)
|
($) |
||
|
Combined
Rates |
Combined
Rates |
Increase
Per Qtr |
Average
Residential Property |
1,060.89 |
1,097.67 |
9.20 |
Average
Residential CBD Property |
878.03 |
908.11 |
7.52 |
Average
Business General Property |
3,961.30 |
4,165.97 |
51.17 |
Average
Business CBD Property |
11,959.62 |
12,083.08 |
30.86 |
Average
Business CBD # 2 |
203,916.45 |
227,876.92 |
5,990.12 |
Average
Business |
11,986.75 |
11,819.93 |
-41.70 |
Average
Business |
969,870.00 |
1,080,750.44 |
27,720.11 |
WITH SPECIAL VARIATION NOT APPROVED
|
2009/10 |
2010/11 Rates |
|
($)
|
($) |
||
|
Combined
Rates |
Combined
Rates |
Increase
Per Qtr |
Average
Residential Property |
1,060.89 |
1,084.58 |
5.92 |
Average
Residential CBD Property |
878.03 |
900.21 |
5.54 |
Average
Business General Property |
3,961.30 |
4,090.60 |
32.32 |
Average
Business CBD Property |
11,959.62 |
10,599.07 |
-340.14 |
Average
Business CBD # 2 |
203,916.45 |
210,220.66 |
1,576.05 |
Average
Business |
11,986.75 |
11,379.66 |
-151.77 |
Average
Business |
969,870.00 |
995,079.00 |
6,302.25 |
SPECIAL RATES INCOME AND
EXPENDITURE
The following tables show the estimated income and expenditure for each
of the special rates assuming the special variation is approved:
Name: Suburban Infrastructure Enhancement - Infrastructure |
Start Date: 2000/01 |
Finish Date: Part subject to special rate variation application |
|
Purpose: To fund urban infrastructure (roads, kerb and gutter, improvement to town centres and waterways) |
|||
Rating Base: All rateable properties outside the Central Business District |
|||
Income and Expenditure
($000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
177 |
551 |
725 |
3 |
Projects to be funded from
Special Rates |
|||
Type of Works |
Description |
Budget ($,000) |
|
Civil Construction Program |
3 projects to address the construction of existing roads with unconstructed kerb, gutter and unsealed road shoulder. |
350 |
|
Flood Mitigation Program Big 7 |
3 flood mitigation projects for Council's floodplain system |
153 |
|
Drainage Construction Program Big 7 |
Ongoing improvement to local drainage systems to reduce stormwater flooding problems. |
102 |
|
Fair Value Asset Valuations (Roads, Bridges, Footpaths & Drainage) |
Finalise the 2008/09 revaluations of Roads, Bridges, Footpaths & Drainage assets |
120 |
|
Total |
725 |
||
|
|
|
|
|
|
|
|
Name: Suburban Infrastructure Enhancement - Environment |
Start Date: 2000/01 |
Finish Date: Part subject to special rate variation application |
|
Purpose: To fund urban infrastructure (roads, kerb and gutter, improvement to town centres and waterways) |
|||
Rating Base: All rateable properties outside the Central Business District |
|||
Income and Expenditure
($,000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income (inc. Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
382 |
758 |
836 |
304 |
Projects to be funded from
Special Rates |
|||
Type of Works |
Description |
Budget ($,000) |
|
Sustainable Water Program |
Measure to increase water conservation and reuse |
45 |
|
Water Quality Improvement |
3 water quality controls |
30 |
|
Waterways Restoration Capital |
|
300 |
|
Waterways Rehabilitation Master Planning |
Future management and ongoing rehabilitation |
50 |
|
|
Parramatta River Estuary Management Study
and Plan - developing and implementing a long term plan to manage the |
50 |
|
Projects to be funded from
Special Rates |
|||
Investigation of Council's Contaminated Land |
Council has a number of contaminated lands under its ownership and control. These include former landfill, night soil and depot sites. Under the NSW Contaminated Lands Management Act, Council has a responsibility to investigate these sites to determine if they are (or have the potential to) contaminate/pollute adjoining waterways and bushland areas. This study will identify the sites and conduct necessary sampling of soil and water to determine the highest priorities for remediation. |
20 |
|
Monitoring Corporate Environmental Targets |
In November 2009, Council adopted a new Policy, Objectives and Targets for corporate Environmental performance. This project enables specific indicators to be established so as to measure Council performance through time. The cost of this monitoring has been incorporated within this budget. |
20 |
|
Flood prone Property Acquisition |
|
321 |
|
Total |
836 |
||
|
|
|
|
|
|
|
|
Name: Suburban Infrastructure Enhancement - Neighbourhood |
Start Date: 2000/01 |
Finish Date: Part subject to special rate variation application |
|
Purpose: To fund urban infrastructure (roads, kerb and gutter, improvement to town centres and waterways) |
|||
Rating Base: All rateable properties outside the Central Business District |
|||
Income and Expenditure
($000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income (inc.
Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
91 |
196 |
284 |
4 |
Projects to be funded from
Special Rates |
|||
Type of Works |
Description |
Budget ($000) |
|
Better Neighbourhood Improvement Program - Local and Town Centres |
Ongoing upgrade of town and neighbourhood centres |
284 |
|
Total |
284 |
Name: Open Space Acquisition & Embellishment |
Start Date: N/A |
Finish Date: N/A |
|
Purpose: To fund acquisition of open space and embellishment of Parks and Public Domain |
|||
Rating Base: All rateable
properties in the |
|||
Income and Expenditure
($000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income (inc.
Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
1,190 |
2,047 |
2,154 |
1,083 |
Projects to be funded from
Special Rates |
|||
Type of Works |
Description |
Budget ($000) |
|
Bushland Resources Management |
Continuation of projects in |
45 |
|
Bushland Protection and Noxious Weeds |
Restoration of core bushland areas and catchments & noxious weed projects |
250 |
|
Asbestos Reserve |
Removal on public land where public risk occurs - Council wide |
51 |
|
Environmental Education |
Materials & support for our Environmental Education Officer’s projects eg Spring Garden Comp |
10 |
|
Protection of Aboriginal Heritage |
|
30 |
|
Ermington/Epping Additional Areas |
Service enhancement for PCC taking over Ermington Naval Stores site & Epping Brick Pits |
70 |
|
Playground replacement program |
Rebuild 5 playgrounds in year 1 and 6 from years 2 to 5. |
350 |
|
Sportsground Program |
Rebuild 1 playing field, undertake design of 1 new playing field for construction in 09/10 and install 4 remote sports field light controls |
350 |
|
Parks Program |
Project covers matching funds for Sport & Rec. Capital Assistance grants, requests for minor works from park committees and urgent minor capital works. |
21 |
|
Projects to be funded from
Special Rates |
|||
Cultural Parks program |
Ongoing program of headstone restoration at heritage cemeteries and minor capital works at Hambeldon Cottage |
15 |
|
Pavilions program |
Construct 1 new pavilion and design one new pavilion |
424 |
|
Restoration of Natural Areas |
Restoration in core bushland areas and creek corridors & seed collection contract to produce 90000 native tube stock |
361 |
|
Walking Track Construction in Natural Areas |
Upgrade of the Ponds Walk to meet standards and community expectations. Maintenance of Lake Parramatta Trails. Minor works Toongabbie Creek Walk |
80 |
|
|
The creation of a masterplan
and subsequent studies to guide future improvement work at |
50 |
|
Flood prone Property Acquisition |
|
46 |
|
|
Total |
2,154 |
|
|
|
|
|
|
|
|
|
Name: CBD Infrastructure Enhancement |
Start Date: 2000/01 |
Finish Date: Subject to determination of special rate variation application |
|
Purpose: To support the improvement of the Infrastructure in the CBD |
|||
Rating Base: Land categorised as Business CBD and Business Centre of Activity # 2 |
|||
Income and Expenditure
($000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income (inc.
Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
2,611 |
1,857 |
2,266 |
2,202 |
Projects to be funded from
Special Rates |
|||
Type of Works |
Description |
Budget ($000) |
|
City
Centre Streetscape Improvements |
Ongoing
public domain upgrade in city centre |
1,736 |
|
|
|
350 |
|
|
Construction
of landscape improvement works between |
50 |
|
Expansion
of Wayfinding System - Touch screen Terminals |
Expansion
of Pedestrian Wayfinding System |
100 |
|
CBD
Planter Boxes |
CBD
Planter Boxes - Enhanced floral display |
30 |
|
|
|
|
|
|
Total |
2,266 |
|
|
|
|
Name: Economic Development |
Start Date: 2000/01 |
Finish Date: Subject to determination of special rate variation application |
|
Purpose: To support the
achievement of Regional Economic Plan targets for employment in the |
|||
Rating Base: All rateable
properties in the |
|||
Income and Expenditure
($000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income (inc.
Interest) |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
298 |
627 |
724 |
201 |
Projects to be funded from
Special Rates |
|||
Type of Works |
Description |
Budget ($000) |
|
Economic Development |
Projects to be set with business community 2009/10, including tourism reference group secretariat establishment |
500 |
|
Tourism Development Officer |
The Tourism Development Officer will drive the implementation of the recommendations and outcomes from the soon to be completed Tourism and Visitation Project. |
50 |
|
Rydalmere Technology Precinct Project |
Investigating options to transform the Rydalmere Precinct into a Technology and Knowledge Centre |
90 |
|
Economic Development |
Economic Development Officer |
84 |
|
Total |
724 |
EXPENDITURE OF SPECIAL RATE VARIATION
APPROVED 2006/07
In 2006/07 the Minister for Local Government
approved a special variation to rates of 4.57% for the upgrade and maintenance
of essential infrastructure and improved services, as defined by Council. In
2006/07 the variation represented $3.18 million. The special variation amount
became part of Council’s base rates income and is on – going. In 2010/11, after
applying the approved rate increases since 2006/07 and assuming Council’s
application for a special variation in 2010/11 is successful, the special
variation amount is $3.77 million. If the special variation is not approved the
amount would be $3.598 million after applying rate pegging of 2.6%. In
approving the variation in 2006/07 the Minister required Council to provide
information in its Annual Reports up to 2010/11 on the income, expenditure and
outcomes achieved. Details of how Council proposes expending the income in
2010/11 are as follows and assumes only the rate pegging limit is applied :
Name: Special Rate Variation
2006/07 |
Start Date: 2006/07 |
Finish Date: N/A |
|
Purpose: For the upgrade and maintenance of essential infrastructure and improved services as defined by Council. |
|||
Projects to be funded |
|||
Description of Works |
Outcomes to be achieved |
Budget ($000) |
|
Graffiti Management |
|
190 |
|
Tourism Development Officer |
This role will directly
contribute to |
50 |
|
Seawall Repair and Upgrade |
Seawall repair and upgrade of sections of foreshore seawall identified as needed critical repair and of high risk to public safety and adjoining asset integrity. |
250 |
|
Kerb and Gutter Replacement |
Ongoing maintenance of 800km of constructed kerb and gutter to ensure that the adjacent kerb, gutter and road drainage is reconstructed during road repairs. |
197 |
|
Urgent Ward Works |
To enable urgent repairs to improve resident and visitor amenity and safety |
90 |
|
Better Neighbourhood Improvement Program - Local and Town Centres |
Ongoing upgrade of town and neighbourhood centres |
792 |
|
IT and Business Improvement Initiatives |
Strategic software and IT support for service improvements Business Improvement Initiatives - Corporate Strategy Projects. Implementation of top 10 strategic priorities. |
150 |
|
Projects to be funded |
|||
Better Neighbourhood Program - |
Specifically for the 2010-2011
proposed works include a Sustainable Transport Guide and the planning and
design of a way finding strategy for |
100 |
|
Library materials |
To enhance library materials; yearly book replacement vote |
400 |
|
Libraries and Child Care Facilities minor capital works |
|
131 |
|
Heritage Facilities and Programs Collection Asset Management |
Specialist conservation and preservation work planned to meet legislative requirements and industry standards and improve public access to items in council's collections many of which are pertinent to our national history |
55 |
|
IT Equipment Replacement Program |
|
138 |
|
Flood Mitigation Program |
3 flood mitigation projects for Council's floodplain system |
197 |
|
Drainage Construction Program |
Ongoing improvement to local drainage systems to reduce stormwater flooding problems. |
398 |
|
Riverside Minor Capital Works -Building, Plant & Equipmen |
Expenditure will include replacement and upgrades of theatre equipment and capital building items as identified in the capital audit undertaken by GW Engineers in 2006. |
128 |
|
Public Halls & Community Centres Minor Capital Works |
Minor capital works & equipment replacement |
94 |
|
Expansion of Lawn Mowing Service |
Expansion of Lawn Mowing Service, including nature strip mowing |
93 |
|
Catchment Modelling Program |
Preparation of Master Drainage Program for 1 catchment incorporating measures for flood mitigation, drainage alleviation and water quality improvement. |
85 |
|
|
Structural inspection of bridges across the Parramatta LGA to ensure public safety and to comply with duty of care |
60 |
|
|
Total |
3,598 |
|
|
|
|
|
Name: Parking Meters Revenue, Expense and Usage |
|||
Income and Expenditure
($000) |
|||
Estimated Balance (01/07/2010)
|
Estimated Income |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
1385 |
Gross Income 4,186 |
2,554 |
2,061 |
Operational Expenditure* 956 |
|||
Net 3,230 |
|||
*Excludes
depreciation |
|||
Services and Projects to be
funded from Parking Meter Revenue |
|||
Type of Works |
Description |
Budget ($000) |
|
Crime Prevention - Rapid Deployment of CCTV cameras |
Purchase and deployment of wireless mobile digital CCTV cameras for crime prevention, enforcement, detection and public safety. |
99 |
|
Major Events |
Riverbeats |
66 |
|
Footpath and Access |
Pedestrian Access and Mobility Program |
1,035 |
|
Major Events |
Sydney Festival Sponsorship |
179 |
|
Public transport |
|
440 |
|
Major Events |
Parramasala - Contribution for Australian Festival of South Asian Culture to supplement funding from Events NSW |
200 |
|
Arts Services |
Artist Studios Projects |
214 |
|
Urban Designers |
Improving Urban Design |
321 |
|
Total |
2,554 |
Annual
Charges—Stormwater Management Charge
In
accordance with the Local Government Amendment (Stormwater) Act 2005,
Parramatta City Council introduced a Stormwater Management Charge in the
2006/07 year. The Stormwater Management Charge is levied on all parcels of
rateable urban land within the City of Parramatta categorised for rating
purposes as Residential or Business
(including all sub categories), not being vacant land or land owned by the
Crown, or land held under lease for private purposes under the Housing Act 2001
or the Aboriginal Housing Act 1998.
Council
administers a comprehensive waterways management program that is underpinned by
its long-term strategic plan, Rivers of Opportunity, available for download
from -
www.parracity.nsw.gov.au/home/publications/list_of_publications
A database of prioritised waterways
activities required to fulfil the plan is being implemented as available funds
allow. As the principal authority
responsible for the management of stormwater, Council:
· maintains 438 km of stormwater discharge drainage
pipes for stormwater conveyance.
· implements essential flood mitigation measures to protect life, property
and infrastructure.
· 1conserves the natural waterways of the City.
· protects bushland and other natural assets
from the impacts of urban runoff by implementing purpose-built pollution
control traps and water retention systems.
The
maintenance and operational costs associated with stormwater infrastructure
throughout the City of
Name: Stormwater Revenue, Expense and Usage |
|||
Services and Projects to be funded
from Stormwater Revenue |
|||
Estimated Balance (01/07/2010)
|
Estimated Income |
Estimated Expenditure |
Estimated Balance (30/06/2011) |
92 |
1,291 |
1,171 |
212 |
Service/Project |
Description |
Source of Funds |
Budget, ($000) |
Riparian Maintenance |
Protection of the City's natural waterways from the impacts of urban runoff |
SL |
430 |
Stream Health and Waterways Monitoring |
Monitoring of the waterways to determine the effectiveness of the implemented measures |
SL |
91 |
Pollutant Trap Cleaning |
Ongoing maintenance of pollution control devices to protect the City's waterways |
SL |
150 |
Stormwater Reuse Parks |
Provision of stormwater harvesting and reuse facilities in parks and reserves |
SL |
50 |
Drainage Maintenance |
Upgrading the existing stormwater system to maximise efficient conveyance of runoff for the protection of life and property |
SL |
450 |
|
|
TOTAL |
1,171 |
|
SR Special Rate GR General Revenue G Grants L Loans D Developer Contrib. SL
Stormwater Levy |
|
|
Stormwater
Services & Projects funded from sources other than the Annual Charge |
|||
Service / Project |
Description (In $’000) |
Source of Funds |
Budget |
Sustainable Water Program |
Water conservation and reuse measures in accordance
with adopted 4 year Waterways Environmental Improvement program |
SR |
45 |
Water Quality Improvement |
Capital works projects to improve water quality eg.
Plllutant treatment assets |
L, SR |
240 |
Water ways Rehabilitation Master planning |
Sub-catchment master planning to address degraded
riparian and estuarine corridors |
SR |
50 |
Floodplain Risk Mgmt Planning |
Whole of catchment planning to address floodplain
risk and prioritised flood mitigation measures |
GR |
120 |
Flood Mitigation Program |
Capital works projects to address flood mitigation
and to minimise flood damage / risk |
GR, SR |
350 |
Flood - prone property Acquisition |
Acquisition of priority flood prone properties as
identified in flood studies and risk management plans |
SR |
367 |
Catchment Modelling Program |
Catchment based modelling for flood mitigation,
drainage alleviation and water quality improvement |
GR, SR |
85 |
Drainage Construction Program |
Capital works projects to improve local drainage
systems and hence stormwater flooding problems |
GR, SR |
500 |
Industrial Sustainability in the |
Final year of an Environmental Trust grant involving
industrial sustainability of Camellia and Silverwater businesses within the
Duck River catchment |
GR |
80 |
Waterways Restoration |
Restoration of natural waterways in terms of bank
stabilisation, weed control, native planting and channel improvement works |
SR |
300 |
Drainage Improvements to Future RDS Areas |
Areas flagged for increased residential development
will have existing drainage assets upgraded and amplified to meet increased
stormwater run off demands |
D |
100 |
Sustainable Water Management within the |
A second Environment Trust Urban Sustainability
Grant over 3 years involving three councils. Applied sustainable water
options with |
GR |
490 |
|
SR- Special
Rate; GR - General Revenue; G - Grants; L - Loans; D
- Developer Contribution; SL - Stormwater Levy |
TOTAL |
2,727 |
Annual Charges—Stormwater Management Charge
Residential
Properties |
Annual
Charge Per Assessment |
All
parcels of rateable urban land categorised as Residential or Residential CBD
excluding Strata properties |
$25.00 |
All
strata properties categorised as Residential or Residential CBD |
$12.50 |
Estimated
Yield |
$1,091,644
|
|
|
|
|
Business
Properties |
Annual
Charge Per Assessment |
Per
350sq metres or part thereof capped at $200 |
|
All
parcels of rateable urban land categorised as Business (all sub categories)
including Business Strata properties |
$25.00 |
Estimated
Yield |
$198,893
|
|
|
Total
Estimated Yield |
$1,290,
537 |
Domestic Waste Management Charges
Domestic Waste Management
services are provided on a full cost recovery basis. Costs are determined by
contractor charges for collection, management and treatment of waste, and the
costs for education and environmental awareness programs and associated Council
overheads necessary to manage the service. In 2010/11 the charges will increase
by 4%. The increased charge reflects an ongoing improvement in Council’s
approach to waste management and resource recovery.
Domestic Waste Management Availability Charge
Section 496 of the Local Government Act, 1993
specifies that councils must make and levy an annual charge for the provision
of Domestic Waste Management services for each parcel of rateable land for
which the service is available. The charge levied is proportionate to the
administrative costs of providing the service.
Commercial Waste Management
Charges
Section 501 of the Local
Government Act 1993 provides that a council may make an annual charge for
Commercial Waste Management Services. The annual charge may be levied on each
parcel of rateable land for which the service is provided or proposed to be
provided. The council may make the charge for the service according to the
actual use of the service. Commercial Waste Management services are provided on
a full cost recovery basis. Costs are
determined by contractor charges, disposal costs and associated Council
overheads necessary to manage the service. Commercial charges apply to
individual enterprises which have opted to use Council’s service.
Annual Charges—Waste Management Services
Annual
Charge for the provision of Waste Management Services under Section 501 and Section 496 of Local Government Act 1993
to be levied are as follows:
Service
Level |
Service
Mix |
Pickup
Frequency |
Fees
|
Annual
Charge per Property |
Yield
|
|
Domestic |
|
|
|
|
|
|
Basic
Service |
Domestic
Waste Collection |
1
per week |
140
Ltr $271.88 |
240
Ltr $409.78 |
|
$15,459,251 |
|
Collection
of Recyclables |
1
per fortnight |
- |
√ |
|
|
|
Collection
of garden waste |
1
per fortnight |
- |
√ |
|
|
Additional
Services |
Per
bin |
1
per week |
|
|
|
|
|
Recycling |
|
|
√ |
$78.97 |
$17,287 |
|
Garden
Waste |
|
|
√ |
$78.97 |
$6,473 |
Unoccupied
Land |
Availability
|
- |
|
- |
$46.90 |
$36,310 |
|
|
|
|
|
TOTAL |
$15,519,321 |
Commercial |
|
|
|
|
|
|
Basic
Service |
Commercial
Waste Collection |
1
per week |
$278.42 |
$419.64 |
|
$1,005,268 |
|
|
|
|
|
||
Additional
Services |
Per
Bin Collection Waste |
1
per week (more frequent as req’d
in CBD) |
√ |
√ |
||
This
statement does not include the impact of rebates given by Council and
therefore differs from the financial statements |
|
|
|
|
TOTAL |
$1,005,268 |
Excludes
GST |
|
|
TOTAL
DOMESTIC & COMMERCIAL WASTE |
$16,524,589 |
Section 611 Charges
Section 611 of the Local Government Act 1993
provides that Council may make charges
on persons for the time being in possession, occupation or enjoyment of a rail,
pipe, wire, pole, cable, tunnel or structure laid, erected, suspended,
constructed or placed on, under or over a public place.
Where applicable, such charges will be made
in 2010/11 and will be based on the nature and extent of the benefit enjoyed by
the person concerned.