Draft Schedule of Fees and Charges 2010/11

Item 7.1 - Attachment 2

Draft Schedule of Fees and Charges 2010/11

Council’s Delivery Program 2010-14

Environment & Infrastructure

Council’s services that focus on Environment and Infrastructure work to:

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

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

Ø Minimise impacts associated with flooding

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

Ø Conserve and protect the natural systems and resources within the City

Ø Support Council service delivery through provision 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 (Parramatta’s Community Strategic Plan) related to Environment and Infrastructure are:

Ø Land and water that is protected, respected and sustained

Ø People and places that are linked by sustainable transport 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 Parramatta Traffic Committee and Traffic Engineers Advisory Committee.	Safer, more efficient road network in Parramatta.
	Transport Planning	To prepare policies, strategies, promoting and lobbying for more sustainable transport.	Prepare policies, strategies and plans relating to sustainable transport Research. Lobby State and Federal governments.	Higher awareness of sustainable transport in Parramatta and recognition of Parramatta’s transport needs in State Government.
	Paid Parking major contracts	Management of the contract for operation of multi level car parks and the contract for maintenance and cash collection of parking meter machines.	Contract management.	Manage parking in the CBD.
Waste contract Management	Waste management	Management of contracts for collection and processing of domestic garbage, recyclables and organic and commercial waste.	Contract management Residential & commercial garbage collection Residential bulk clean up collection.	Public health and safety and improved environmental outcomes through waste reduction and resource recovery.
Trades & Fleet Management	Facilities & Trades	Provide technical support and management to units of council so as to assist them in the maintenance of the facilities they occupy.	Repairs and maintenance works undertaken. Production of street signs and banners as well as graffiti removal.	Support delivery of a wide range of efficient Council services, ensure building regulation compliance and improved City presentation.
Trades & Fleet Management	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.

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.

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

Community & Neighbourhoods

Council’s services that focus on Community and Neighbourhoods work to:

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

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

Ø Maintain and enhance the community’s actual and perceived safety

Ø Broker partnerships with community and government agencies to maximise services available

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

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

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

Ø 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 (Parramatta’s Community Strategic Plan) relating to Community and Neighbourhoods are:

Ø A society that is healthy and compassionate

Ø Neighbourhoods that are liveable and distinctive

Ø A community that is diverse and cohesive.

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

Ø fulfil Parramatta’s regional responsibilities by providing high level services to western Sydney

Ø improve the health of Parramatta’s community by encouraging healthy lifestyles

Ø develop a range of education opportunities to meet the needs of Parramatta’s community

Ø develop affordable housing and accommodation to meet the needs of Parramatta’s residents

Ø improve the quality of life for people who are requiring support

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

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

Ø encourage business to locate and prosper in neighbourhood centres

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

Ø improve the integration of natural and built environments

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

Ø provide local opportunities for recreation, leisure and sport

Ø create a strong sense of neighbourhood identity

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

Ø protect and celebrate Parramatta’s rich multi-layered built and cultural heritage

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

Council’s services that are linked to the delivery of these objectives are:

Service Area		Included in this service	Purpose (what we do)	Key Outputs (how we do it)	Service Outcome (why we do it)
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	Community Capacity Building		Ø Build capacity of individual residents and their communities to actively engage and self advocate. Ø Work with Council, communities and the third sector to act as a catalyst for positive social change to build strong sustainable communities.	Ø Deliver community events Ø Administer Community grants program Ø Attract external grants for social support/inclusion to Parramatta agencies Ø Active community groups supporting social service/inclusion in Parramatta.	Ø Community members as positive participants and leaders in building and implementing community goals locally. Ø Community organisations which are strong and strategically focussed to understand and meet local community need.
Community development	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.
Town planning & urban design	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.

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 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

Economy & Development

Council’s services that focus on Economy and Development work to:

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

Ø Attract visitors to Parramatta

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

Ø Express and promote the City’s identity by organising events and festivals that engage and reflect the entire Parramatta community

Ø 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 (Parramatta’s Community Strategic Plan) related to Economy & Development are:

Ø Businesses that are dynamic, prosperous and socially responsible

Ø A City that is innovative and inspirational.

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

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

Ø ensure that business is supported through education, training and research

Ø develop and promote Parramatta as THE place to visit

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

Ø fulfil Parramatta’s regional responsibilities by providing high level cultural facilities to western Sydney

Ø develop a range of creative industries and opportunities for artistic expression

Ø provide an exciting and engaging range of events and entertainment opportunities

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

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.
Tourism & Events	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.
Regulatory Services	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.
Arts & Culture	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 Parramatta is good value for money	60%	Annual
Number of Development Applications received	300	Quarterly
Number of Development Applications determined	300	Quarterly
Mean time (net calendar days) for determination of DAs	40	Quarterly
Median time (net calendar days) for determination of DAs	35	Quarterly
Percentage of DAs determined within 40 days net	75%	Quarterly
Percentage of Food shops inspected	100%	Quarterly
Percentage of Animals returned to their owners	60%	Quarterly

Governance & Corporate

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 To foster innovation and creative problem solving Integration of the “triple bottom line” into all Council business (and to the benefit of the community).
		Corporate planning and business improvement.	Simplified business/service planning cycle, approach and support	Improve management of the business
		Review and benchmark services across the organisation	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 (GIS) centre to be available on all desktops
		Ø Target technology investments to improve efficiency	Ø Network Infrastructure and Security Review findings to be implemented over two years: § Virtualise server farm § Migrate to MS Exchange § Renew PC contract § TRIM – Promotion of use and cooperative deployment with Records section § Design and implementation of Microsoft SharePoint § InfoCouncil – Integration to TRIM and SharePoint § Integration of SharePoint with TRIM § Continued development of Help Desk Services and Service Level Agreements § Upgrade of desktop hardware and renewal of leasing agreements to reduce on-going costs § Preparation of Mid & Long Term technology strategies Ø Implement replacement Council Online system Ø Implement online: Service Request lodgement, job application, rates payment, & property certificate requests Ø Review and better integrate Council’s asset applications in order to support both the Strategic Plan and the Strategic Asset Management Plan.
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.

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

Environment & Infrastructure

The Strategic Objectives are:

- Land and water that is protected, respected and sustained

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

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

- Roads, Footpaths & Drainage

- Transport planning, parking and traffic facilities

- Waste Contract Management

- Trades & Fleet Management

- Natural areas management

Financial Summary

	TOTAL REVENUE $,000					OPERATING EXPENDITURE (Excl Depre) $,000					CAPITAL EXPENDITURE $,000
ENVIRONMENT AND INFRASTRUCTURE	2010/11	2011/12	2012/13	2013/14	2014/15	2010/11	2011/12	2012/13	2013/14	2014/15	2010/11	2011/12	2012/13	2013/14	2014/15
NATURAL AREAS MANAGEMENT	76	78	81	83	86	1,538	1,664	1,690	1,716	1,742	741	955	980	1,005	1,030
ROADS, FOOTPATHS AND DRAINAGE	4,239	3,701	3,765	3,581	3,648	18,904	19,282	19,909	20,614	21,308	6,933	10,580	10,468	10,102	9,319
TRADES AND FLEET MANAGEMENT	52	54	55	57	59	2,584	1,967	1,521	1,561	1,598	3,533	4,060	4,200	4,344	4,494
TRANSPORT, PLANNING, PARKING AND TRAFFIC FACILTIES	13,216	14,152	14,790	15,482	15,999	5,307	5,702	5,845	6,011	6,180	588	766	729	742	546
WASTE CONTRACT MANAGEMENT	16,881	17,464	18,067	18,692	19,338	14,696	15,384	16,096	16,845	17,633	-	-	-	-	-
Total	34,463	35,449	36,758	37,895	39,131	43,029	44,000	45,060	46,747	48,461	11,794	16,361	16,377	16,194	15,389

Projects 2010-11 (Key Initiatives)

	2010/11	2011/12	2012/13	2013/14	2014/15

ENVIRONMENT AND INFRASTRUCTURE
Capital Projects
NATURAL AREAS MANAGEMENT
Waterways Restoration	300,000	310,000	320,000	330,000	340,000
Walking Track Construction	80,000	105,000	110,000	115,000	120,000
Restoration of Natural Areas	361,000	540,000	550,000	560,000	570,000
ROADS, FOOTPATHS AND DRAINAGE
Street Furniture	80,000	100,000	100,000	100,000	100,000
Civil Construction Program	350,000	360,000	370,000	380,000	390,000
Flood Mitigation Big 7	350,000	355,000	360,000	365,000	370,000
Kerb & Gutter Repair & Maint	450,000	1,000,000	1,000,000	1,000,000	-
Drainage Construction Big 7	500,000	510,000	520,000	530,000	540,000
Blackspot Program	204,000	208,080	212,242	216,486	220,816
Roads to Recovery	619,000	620,000	620,000	620,000	620,000
PAMP	1,035,000	1,350,000	1,400,000	1,450,000	1,550,000
Road Repair & Maintenance	2,295,000	4,681,800	4,775,437	4,870,945	4,968,364
Urgent Ward Works - Arthur Phillip	90,000	100,000	100,000	100,000	100,000
Urgent Ward Works - Caroline Chish	90,000	100,000	100,000	100,000	100,000
Urgent Ward Works - Elizab Mac	90,000	100,000	100,000	100,000	100,000
Urgent Ward Work - Lachlan Mac	90,000	100,000	100,000	100,000	100,000
Urgent Ward Works - Woodville	90,000	100,000	100,000	100,000	100,000
Fishladder Construction	-	300,000	50,000	-	-
Drainage Improvements in RDS areas	100,000	95,000	60,000	70,000	60,000
Seawall Repair and Upgrade	500,000	500,000	500,000	-	-
TRADES AND FLEET MANAGEMENT
Passenger Vehicle Replac	2,160,000	2,472,000	2,546,000	2,622,000	2,701,000
Small Plant Replacement	45,000	53,000	56,000	59,000	62,000
Heavy Plant Replacement	697,500	814,000	855,000	898,000	943,000
Light Commercial Replace	630,000	721,000	743,000	765,000	788,000
TRANSPORT, PLANNING, PARKING AND TRAFFIC FACILTIES
Local Traffic Facilities	137,700	156,060	159,181	162,365	165,612
Regional Bike Network	-	80,000	160,000	160,000	160,000
Local Bike Facilities	200,000	280,000	160,000	170,000	170,000
Auslink Blackspot Program	200,000	200,000	200,000	200,000	-
Design-Pedestrian Safety Improvements	50,000	-	-	-	-
Cycle Route Maintenance	-	50,000	50,000	50,000	50,000

Total For Capital Projects	11,794,200	16,360,940	16,376,860	16,193,796	15,388,792

Operating Projects
NATURAL AREAS MANAGEMENT
Bushland Resources Management	45,000	57,222	58,366	59,534	60,724
Bushland Protection	250,000	300,000	300,000	300,000	300,000
Asbestos Removal	51,000	52,020	53,060	54,122	55,204
Enironmental Education	10,000	20,000	20,000	20,000	20,000
Protection of Aboriginal Heritage	30,000	25,000	25,000	25,000	25,000
Improvement of Space areas Ermington & Epping	70,000	75,000	75,000	75,000	75,000
ROADS, FOOTPATHS AND DRAINAGE
Waterways Litter Reduction	-	52,020	53,060	54,122	55,204
Catchment Modelling Stormwater	85,000	100,000	100,000	100,000	100,000
Bridge Assets - Structure Inspections	60,000	60,000	-	-	-
TRADES AND FLEET MANAGEMENT
Graffitti Management	190,000	193,800	197,676	201,630	205,662
TRANSPORT, PLANNING, PARKING AND TRAFFIC FACILTIES
Fennel St Park & Ride Signage	-	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

Community & Neighbourhoods

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
Parramatta Town Hall	-	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 Trees	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
Ermington Bay Nature Pathway	977,500	-	-	-	-
Jubilee Park Major Upgrade	350,000	-	-	-	-
Parra River Foreshore Stg 4	50,000	480,000	-	-	-
Granville Park Masterplan Implementation	-	-	-	100,000	-
George Kendall Riverside Park Master Plan Impementation	-	-	-	200,000	-
George Kendall Riverside Park Masterplan	50,000	-	-	-	-
Biodiversity Protection	-	40,000	40,000	40,000	-
Sturt Park Masterplan Implementation	-	70,000	-	-	-
Granville Youth & Community Centre	200,000	-	-	-	-
Lake Parramatta Plan of Management	-	-	100,000	100,000	-
Granville Town Hall Improvements	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 Parramatta Pool	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

Economy & Development

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
Dundas Community Centre & Library	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
Heritage Centre Building Minor Capital Works	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

Governance & Corporate

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 - Duck River	490,000	10,000	-	-	-
Adaptation to Extreme Weather Conditions	-	50,000	150,000	150,000	150,000
Parramatta River Estuary Management	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 Duck River	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 Duck River Industrial Areas	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 Parramatta as the major city in Western Sydney. The achievements from works and services provided by these Programs have been significant, the need for these Programs is on-going and Council’s consultation confirms that the relevant business stakeholders support the continuation of the Programs.

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 Sydney’s population centre, reduces commuter travel times and the burden on transport systems while increasing the quality of life for people in the West.

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 Parramatta can identify around $8 million of annual costs that have been transferred to Council.

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 Civic Place financial requirements.

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 Civic Place with Grocon Developments Pty Ltd. A High Court decision in April 2009 prevented Council from compulsorily acquiring a number of properties that were included in the original development plans. This delayed the progress of the project and Council is now developing, in conjunction with Grocon, a new timetable for delivery. For the purposes of the financial projections within this Delivery Program, it has been assumed that the provisions of the development agreement will apply.

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 Civic Place project. There is also a residual debt forecast for the Civic Place project, the servicing of which is planned to be significantly offset by increased rates revenue generated by the project.

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 Civic Place debt.

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

Flowchart: Alternate Process: 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)

Flowchart: Alternate Process:
Operating Statement (Continued)

Flowchart: Alternate Process:

*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 ($)
		Minimum Rate ($)	Ad Valorem Rate in ($)	(1 July 2007)	Notional Yield ($)
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 ICA**	1,215		0.01249570	1,177,239,597	14,710,433
Business ICA	99	544.1		2,467,843	53,866
Business ICA#2	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 ($)
		Minimum Rate ($)	Ad Valorem Rate in ($)	(1 July 2007)	Notional Yield ($)
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 ICA**	1,215		0.01225678	1,177,239,597	14,429,168
Business ICA	99	533.69		2,467,843	52,835
Business ICA#2	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 ICA	11,986.75	11,819.93	-41.70
Average Business ICA # 2	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 ICA	11,986.75	11,379.66	-151.77
Average Business ICA # 2	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	Parramatta foreshore salt marsh restoration plus 6 other stormwater related projects		300
Waterways Rehabilitation Master Planning	Future management and ongoing rehabilitation		50
Parramatta River Estuary Management Study and Plan	Parramatta River Estuary Management Study and Plan - developing and implementing a long term plan to manage the Parramatta River estuary, to obtain optimal social, environmental and economic outcomes for the River estuary and all those who use it.		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 Parramatta Local Government Area
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 Lower Toongabbie started by Lands NSW, Corrective Services, Sydney Water		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
George Kendall Riverside Park Masterplan	The creation of a masterplan and subsequent studies to guide future improvement work at George Kendall Riverside Park located along the Parramatta River in Ermington. This document will guide the remediation of this former landfill site.		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
Jubilee Park Major Upgrade	Jubilee Park services both the city centre and Harris Park residential and business communities in an area where there is an under provision of parklands. The upgrade will be completed for Parramatta Council's 100 year Jubilee, in 2011.		350
Parramatta River Foreshore Stage 4	Construction of landscape improvement works between Church Street and Marsden Street. This is an on-going project to deliver high quality open space along the Parramatta River Foreshore within the CBD.		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 Parramatta Primary Centre
Rating Base: All rateable properties in the Parramatta Primary Centre
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 Parramatta's economic growth, creating partnerships, promoting product development and encouraging the positioning of the City as destination of choice.		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 - Westmead Town Centre	Specifically for the 2010-2011 proposed works include a Sustainable Transport Guide and the planning and design of a way finding strategy for Westmead Town centre		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
Council Bridge Assets Structural Inspection Program	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	Loop Shuttle Bus Operation		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 Parramatta are estimated at $1.2 million per annum. This cost includes maintenance of drainage systems, ongoing management of impacts from stormwater runoff on natural areas and the cleaning of pollution control devices within the public domain.

Name: Stormwater Revenue, Expense and Usage
Services and Projects to be funded from Stormwater Revenue
Estimated Balance (01/07/2010)	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 Duck River Catchment	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 Duck River Catchment	A second Environment Trust Urban Sustainability Grant over 3 years involving three councils. Applied sustainable water options with Auburn as lead council (Total grant $1.829M)	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
Business Properties	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.