draft one year operational plan 2014 2015
DESCRIPTION
ÂTRANSCRIPT
Port Macquarie-Hastings Council
DRAFT ONE YEAR OPERATIONAL PLAN 2014 - 2015
The 2014 - 2015 Operational Plan lists the actions, programs and activities that Council will undertake during the financial year from July 2014 to June 2015 inclusive. Developing this document has involved ongoing discussion and evaluation with the Councillors to ensure that the activities included in this one year plan will work towards meeting the objectives of the Four Year Plan Delivery Program (2013 - 2017) that the Councillors have adopted. Information from the community including our community satisfaction survey, feedback from workshops and responses to last year’s Operational Plan have all be taken into consideration when developing this document. Local Government as a sector is currently undergoing significant evaluation and review, summarised in the state government’s Local Government Reform paper. The strategic direction set by Council, the community’s feedback and the industry reform all form part of the reference material for preparing the One Year Operational Plan for what Council will deliver throughout 2014 - 2015. A key highlight of the One Year Operational Plan 2014-2015 is that the financial stability of the organisation will be strengthened through the adoption of a balanced budget. Within that balanced budget an additional investment of $1.4 million compared to last financial year will be made in roads planning, maintenance and construction. This is a major step forward in addressing two of the key areas of community feedback in relation to Council’s Operational Plan.
The Operational Plan also incorporates all the capital works projects proposed for the 2014 - 2015 financial year. This means it is now much easier for ratepayers to determine what new improvements and assets Council will be creating in the areas most relevant to them. Our Council has an goal of being the best regional Council in NSW and this Operational Plan outlines the activities and services that will be delivered as we work towards meeting that vision. Craig Swift-McNair General Manager (Acting)
Message from the General Manager
2
Organisational Structure
Council
GENERAL MANAGER (Acting)
Craig Swift-McNair
Governance and Executive Services
Business Improvement Office
INFRASTRUCTURE and ASSET MANAGEMENT Director, Jeffery Sharp
COMMUNITY and ORGANISATIONAL
DEVELOPMENT Director, Lesley Atkinson
DEVELOPMENT and ENVIRONMNENT
Director, Matt Rogers
COMMERCIAL SERVICES and INDUSTRY ENGAGEMENT
Director, Craig Swift-McNair
Assets Systems
Transport and Stormwater
Management
Water
Sewer
Recreation and Buildings
Infrastructure Delivery
Engineering Trade Services
GIS
Community Development
Community Engagement and
Planning
Communications
Customer Service
Libraries
Information Technology
Employee Engagement
Strategic Land Use Planning
Environmental Services
Compliance / Rangers
Environmental Health
Development Assessment
Building Certification
Development Contributions
Financial Services
Commercial and Business Services
Airport
Crematorium
Economic Development
Tourism
The Glasshouse
Environmental Laboratory
3
Councillor profiles
Mayor Peter Besseling
Communication, Government and Community Relations
Deputy Mayor Cr Adam Roberts
Glasshouse
Cr Sharon Griffiths
Organisational Efficiency and IT
Cr Michael Cusato
Events and Tourism
Cr Justin Levido
Major Projects
Cr Geoff Hawkins
Finance and Governance
Cr Lisa Intemann
Roads and Infrastructure
Cr Rob Turner
Commerce, Industry and Higher Education
Cr Trevor Sargeant
Future Planning
4
Looking after our people through construction and maintenance of community spaces
Planning and providing our infrastructure through monitoring and maintenance of our transport network
Looking after our environment by protecting and restoring natural areas
5
Funding the Operational Plan
Council has proposed a balanced budget for 2014 - 2015, meaning there is enough money in the budget to complete all the activities planned. Within that balanced budget, allocations to the construction and maintenance of roads and footpaths have been increased by $1.4 million compared to last year. Council is committed to ongoing monitoring and evaluation of operations to ensure activities are carried out efficiently and within budget. What is the budget spent on? Total expenditure in 2014 - 2015 will be $190.2m. This includes;
$94.7m on the ongoing operational costs (excluding depreciation and asset write offs),
$80m for capital works projects
$15.5m for the costs in servicing debts
The Operational Plan outlines in detail all the services, programs and activities that make up this expenditure. In general the primary services provided to the community are;
Roads & footpaths Economic development
Parks Community development
Water supply Waste management
Sewerage services Beaches & lifeguards
Planning and building control Natural resource management
Swimming pools Libraries
Bushfire & tree management Airport
Companion animal control Crematorium/Cemeteries The Glasshouse
6
Where does the money come from? Council’s projected income for 2014 - 2015 is expected to be $168m, which will come from:
Rates and annual charges ($80.4m or about 48% of the income)
User charges and fees ($27.1m) such as charges and fees, for services such as water, waste management, building and planning, animal registration, crematorium, airport and library
Interest income ($4.9m)
Grants and contributions ($50.9m) or around 30% of the income made up of the state and federal government grants and also developer contributions.
Other revenue ($4.7m) such as fines, waste management income and rental of Council facilities.
In addition to these funding sources, the budget includes loans ($7.5m) and cash reserves that are drawn from each year to provide additional funds for works and services as required.
Employee Costs 29%
Materials & Contracts
26%
Depreciation 31%
Interest Paid 4%
Other Operating Payments
8%
Loss on Disposal of
Assets 2%
Expenses from continuing operations $151,199,630
Rates & Annual Charges
48%
User Charges & Fees 16%
Interest Received
3% Grants & Contributions
30%
Other Operating Receipts
3%
Income from continuing operations $168,024,944
Budget Statement
2014 - 2015 Operational Plan
2014 - 2015 Original Budget
Operating Activities Movements Income from continuing operations
Rates & Annual Charges (80,456,282) User Charges & Fees (27,061,240) Interest Received (4,933,250) Grants & Contributions (50,906,925) Other Operating Receipts (4,667,247)
Expenses from continuing operations Employee Costs 43,775,984 Materials & Contracts 38,960,209 Depreciation 47,119,101 Interest Paid 6,187,888 Other Operating Payments 11,956,448 Loss on Disposal of Assets 3,200,000
Operating result from continuing operations (16,825,314) Restricted Asset Movements Restricted asset movements receipts
Transfer from Restricted Assets (38,998,497) Restricted asset movements payments
Transfer to Restricted Assets 24,271,866
Net Revenues Used/(Provided) in Restricted Assets (14,726,631) Property, plant and equipment movements Property, plant & equipment movements receipts
Sale of Fixed Assets - Sale of Real Estate Development Assets
Property, plant & equipment movements payments Purchase of Assets 80,021,357
Net Revenues Used/(Provided) in Investing Activity 80,021,357 Financing activities movements Financing activities receipts
Proceeds from Borrowings & Advances (7,500,000) Financing activities payments
Repayments of Borrowings & Advances 9,349,689
Net Revenues Used/(Provided) in Financing Activity 1,849,689
Net Result (Including Depreciation) 50,319,101
Add Back: Non Cash Items 50,319,101
Cash Budget (Surplus)/Deficit -
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How to read this document
The activities and programs described in the Operational Plan are categorised according to the five focus areas that were developed in the Towards 2030 Community Strategic Plan. These focus areas and the types of work carried out within them are;
Ensuring Good Governance - engagement, communications, leadership and organisational management
Looking After Our People - community development, culture, heritage, sport and recreation
Helping our Community Prosper - economic development, business support, airport
Looking After our Environment - land management and restoration, water cycle management, waste
Planning and Providing our Infrastructure - roads, planning construction and maintenance; recreation facilities, planning construction and maintenance; land use planning; maintenance and construction for water, sewer and stormwater
The format and design of the 2014 - 2015 One Year Operational Plan has been amended to take into account community feedback. Key formatting changes include;
The inclusion of the capital works program within each relevant activity area. These works projects are shaded throughout the document to make them easier to find.
Project or activities that are new are highlighted with a symbol
Budget snapshot for each focus area (What will be spent on) highlighting expenditure and income
Linking to the Community Strategic Plan Each Focus Area in the document has a cover page that summarises the areas objectives (What are we trying to achieve?) and how we will know what success looks like (How do we get there). These overviews are from the Towards 2030 Community Strategic Plan and help to put the specific activities and programs of the one year Operational Plan in context of the broader community goals. Numbering System In order to assist with monitoring activity from the Operational Plan against the objectives of the Four Year Delivery Program a unique numbering system has been developed. This means every activity across the four years has its own number. Activities that were part of the previous years Operational Plan but aren’t being undertaken in the 2014 - 2015 plan will be referenced with the statement: Activity associated with this number conducted in 2013- 2014. Understanding the tables On the following page is a diagram which explains how to read the activity tables throughout the document.
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5.1.1 Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs
Lead Responsibility
Community partners Performance Measures
5.1.1.1 Undertake design/preconstruction activities on road and transport assets including:
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.1.1.1 (a)
Comboyne Road - Undertake Design/Preconstruction - Replacement of bridge over Hartys Creek Id No. 09 - $100,000
5.1.1.1 (b)
Gordon Street - Undertake Design/Preconstruction - Horton St to Lake Road - $100,000
5.1.1.1 (c)
Miscellaneous design works - $293,616
5.1.1.2 Number used in 2013-2014 Operational Plan
5.1.1.3 Undertake construction/delivery of roads and transport assets including: Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
This row contains the Delivery Program (DP) objectives that guide what activities are carried out in the one year plan
These columns list the Council section responsible for the action and any community partners who will assist
This column is the action Council will undertake in 2014 - 2015
How the action will be monitored and measured
Shading indicates capital works projects/initiatives
This symbol indicates the action is new compared to previous plans
The following is an extract of the planning and providing our infrastructure focus area.
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GUIDING PRINCIPLE -
Ensuring Good
Governance
What are we
trying to
achieve?
A collaborative community that
works together and recognises
opportunities for community
participation in decision making
that is defined as ethically,
socially and environmentally
responsible
How do we get there?
1.1 Engage the community in decision making by using varied communication channels that are relevant to residents
1.2 Create professional development opportunities and networks to support future community leaders
1.3 Create strong partnerships between all levels of government and their agencies so that they are effective advocates for the community
1.4 Demonstrate conscientious and receptive civic leadership
1.5 Implement innovative, fact based business practices
10
What will be spent on ensuring
good governance?
Rates & Annual
Charges, $40,200,630
User Charges & Fees,
$1,738,848
Interest Received,
$1,935,500
Grants & Contributions,
$7,301,466
Other Operating Receipts, $332,050
Sources of Income - $51,508,494
Note: Rating revenue is shown in the
Community Engagement & Planning,
1,102,445, 5%
Compliance, 1,834,838, 9%
Customer Services Centre,
1,300,780, 6%
Depreciation, 2,807,500,
14% Finance,
2,628,051, 13%
Governance, 6,569,108,
32%
Human Resources,
1,285,460, 6%
Information Communicati
ons Technology, 3,039,340,
15%
Operating Costs - $20,567,522
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1.1.1
Lead
Responsibility
Community
partners Performance Measures
1.1.1.1 Community
Engagement and
Planning
1. How often communication channels
are used during the year
2. Undertake a survey every two years on
communication channel effectiveness
1.1.1.2 Community
Engagement and
Planning
Community
Reference Group
1. Publish (4) quarterly newsletters to the
CRG annually
2. A minimum of two (2) CRG
consultation processes undertaken
annually
1.1.1.3
1.1.1.4 Community
Engagement and
Planning
Publish a weekly Mayoral message with a
minimum of 48 annually
1.1.1.5 Community
Engagement and
Planning
1. Number of unique visitors to website
exceeds previous year
2. Negative feedback about website is
monitored and resolved within 10
working days
3. Average length of stay on website
increased compared to previous year
1.1.1.6 Community
Engagement and
Planning
Increase in followers on social media
compared to previous year
1.1.1.7 Community
Engagement and
Planning
Increased registration of PMHCListening
compared to previous year
Activity associated with this number conducted in 2013 - 2014
Create community awareness of Mayoral/Council priorities through various communication
channels including:
- Mayor column
- advertising
- social media
- direct newsletters
Regularly update Council's website to ensure that it meets the needs of the community
Use a variety of tools to engage with the community in a manner that is transparent, effective,
relevant and inclusive
Community Reference Group provides an effective engagement forum for the community
Undertake a social media campaign to inform more people in the community about Mayor/Council
issues
Increase community engagement with the use of PMHCListening as an engagement tool
Council will provide information to keep its community informed by various channels including:
- media releases
- newsletters (Community connect and others)
- printed material, brochures, fact sheets
- advertising (Council matters)
- social media
- direct meetings
Governance Page 1
1.1.1
Lead
Responsibility
Community
partners Performance Measures
1.1.1.8 General
Manager's Office
Biennial satisfaction survey conducted
1.1.2
Lead
Responsibility
Community
partners Performance Measures
1.1.2.1 Community
Engagement and
Planning
Number of engagement activities
undertaken during the year and numbers
participating
1.2.1
Lead
Responsibility
Community
partners Performance Measures
1.2.1.1 Governance and
Executive
Services
Greater than 75% overall attendance
during the year
1.3.1
Lead
Responsibility
Community
partners Performance Measures
1.3.1.1 General
Manager's Office
Number of alliance meetings attended
1.3.1.2 General
Manager's Office
Number of opportunities undertaken
during the year
1.3.1.3 General
Manager's Office
NSW
Government
Local businesses
Quarterly meetings (4) with State and
Federal members
Support community involvement in decision making through education around Council matters
and services
Undertake collaborative opportunities to improve efficiencies and resource sharing
Attend quarterly meetings with state and federal Members of Parliament
Use a combination of online, face to face and printed engagement methods to facilitate community
involvement in decision making
Participate in active alliances with other agencies to make effective decisions that addresses the
needs of our community
Regular and transparent communications updating the community on Council's service delivery in
order to build a positive image and deliver the vision of being the best regional NSW Council
Implement four Councillor Learning and Development Program sessions
Participate in strategic alliances and groups with other NSW Councils
Provide effective leadership that supports the community
Use a variety of tools to engage with the community in a manner that is transparent, effective,
relevant and inclusive (cont.)
Governance Page 2
1.4.1
Lead
Responsibility
Community
partners Performance Measures
1.4.1.1 Community
Engagement and
Planning
Annual Report adopted by Council and
submitted to DLG no later than 30
November
1.4.1.2 Community
Engagement and
Planning
Progress report on achievement of
Delivery Program is provided to Council
on a 6 monthly basis
1.4.1.3 Governance and
Executive
Services
Annual review undertaken and presented
to Council no later than 30 June
1.4.1.4 Governance and
Executive
Services
GIPA Annual Report submitted to Office
of Information Commissioner no later
than 30 June
1.4.1.5 Governance and
Executive
Services
Report prepared annually and presented
to Council no later than 31 December
1.4.1.6 Community
Engagement and
Planning
An annual program on how to engage
with Council is delivered
1.4.1.7 Community
Engagement and
Planning
An annual Operational Plan is adopted no
later than 30 June
1.4.2
Lead
Responsibility
Community
partners Performance Measures
1.4.2.1 Financial Services Three (3) Quarterly Budget Review
Statements submitted to Council and one
(1) Annual report
1.4.2.2 Financial Services 1. Investment return to exceed
Department of Local Government (DLG)
benchmark
2. Investment report tabled at Council
meeting on a monthly basis
Report of Code of Conduct Complaints
Engage with the community on impacts and changes of operations
Manage Council’s investment portfolio to optimise investment returns within policy, the Local
Government Act and Regulations
Produce and submit the Annual Report to meet the Local Government Act requirements
Review the Legislative Compliance Register
Produce annual Government Information Public Access (GIPA) Report and submit to Office of the
Information Commissioner (OIC)
Report progress on the implementation of the 2013-2017 Delivery Program
Undertake development of annual Operational Plan
Undertake an annual program with the community on how to engage with Council
Manage Council’s financial assets, provide accurate, timely and reliable financial information for
management purposes and provide plain English community reporting
Monitor and report on Council’s financial position in accordance with Local Government Act
requirements
Governance Page 3
1.4.2
Lead
Responsibility
Community
partners Performance Measures
1.4.2.3 Financial Services 1. Financial Statements prepared by 30
September
2. Audited Financial Statements lodged
with the DLG by 30 November
1.4.2.4 Financial Services 1. Develop draft Annual Budget no later
than 28 February
2. Develop draft fees and charges by 28
February
3. Review the Long Term Financial Plan in
line with the draft budget by 28 February
4. Final budget to be adopted by Council
by 30 June
1.4.2.5 Assets and
Systems
All sections of
Council
Project completed by 30 June 2015
1.4.2.6 Financial Services Present 10 monthly financial reports to
Council (excl July & January)
1.4.3
Lead
Responsibility
Community
partners Performance Measures
1.4.3.1 Governance and
Executive
Services
Annually update Disclosure Register by 30
September
1.4.3.2 Governance and
Executive
Services
1. Policy reviewed and adopted by 1
November
2. Submit to DLG by 1 December
Build trust and improve Council's public reputation through transparency and accountability
Develop annual budget and review the Long Term Financial Plan
Review the Payment of Expenses and Provision of Facilities for Councillors Policy
Accurately complete and submit on time all statutory financial reports and returns
Manage Council’s financial assets, provide accurate, timely and reliable financial information for
management purposes and provide plain English community reporting (cont.)
Coordinate lodgement of Annual Disclosure of Interest Returns
Prepare monthly financial reports for Council
Develop Generation 1 Asset Management Plans for each of Council's 20 Asset Groups as identified
in the Asset Management Strategy
Governance Page 4
1.4.3
Lead
Responsibility
Community
partners Performance Measures
1.4.3.3 Governance and
Executive
Services
1. Report bi-annually (2) on any PIDs
2. PID Annual Report submitted to NSW
Ombudsman by 30 June
1.4.3.4 Water and Sewer 1. Performance reporting data is collated
and forwarded to NSW Office of Water
annually
2. Annual performance of PMHC water
and sewer business in comparison to
state medians reported to Council
3. Recommendations from triple bottom
line summary report detailed by NSW
Office of Water are considered for action
1.4.4
Lead
Responsibility
Community
partners Performance Measures
1.4.4.1 Governance and
Executive
Services
Two (2) off-site Council meetings held
during the year
1.4.4.2 General
Manager's Office
Two (2) civic events held by the 30 June
1.4.4.3 General
Manager's Office
Minimum of four (4) visits per annum
Report on Public Interest Disclosures (PID)
Undertake the listening and engaging with the community program
Submit annual performance reporting for the water and sewer business to NSW Office of Water for
benchmarking comparisons
Coordinate civic events
Conduct two off-site council meetings
Promote the visibility and profile of councillors through improved access by the community
Build trust and improve Council's public reputation through transparency and accountability
(cont.)
Governance Page 5
1.5.1
Lead
Responsibility
Community
partners Performance Measures
1.5.1.1 Community
Engagement and
Planning
Greater than 75% of customer initial
interaction is dealt with at first point of
contact
1.5.1.2 Community
Engagement and
Planning
1. 75% of calls answered within service
level standards (currently 20 secs)
2. Call abandonment rate is 3% or lower
1.5.1.3 Community
Engagement and
Planning
Service level compliance monitored
annually
1.5.1.4 Community
Engagement and
Planning
Service level compliance monitored
annually
1.5.1.5 Community
Engagement and
Planning
Reports provided to Council on an annual
basis by 30 September
1.5.1.6 Economic
Development
Positive business feedback - based on
customer survey
1.5.1.7 General
Manager's Office
Number of grants sought
1.5.1.8 General
Manager's
Office, Economic
Development
Positive business feedback - based on
customer survey
1.5.2
Lead
Responsibility
Community
partners Performance Measures
1.5.2.1
1.5.2.2
Actively seek grant funding opportunities to maximise delivery of Council priorities
Provide and maintain efficient and effective information management systems that are accessible,
user friendly and meets community and organisation requirements
Address community needs with a transparent, responsive, efficient and effective organisation that
is customer focused, and aspires to deliver best practice service
Review and evaluate referrals, compliments and complaints on an annual basis
Deliver high quality customer interactions at the Call Centre and within service level standards
Activity associated with this number conducted in 2013 - 2014
Monitor compliance with the Customer Experience Charter in responding to written customer
inquiries (mail or email) within service level standards
Implement the Customer Experience Charter and customer service policy in responding to
customer inquiry phone calls within service level standards
Establish and implement an effective business and industry inquiry management system
Activity associated with this number conducted in 2013 - 2014
Ensure a whole-of-organisation / solutions-focused culture and approach to supporting business -
countering red tape with solutions focused outcomes and ensuring this approach is reflected in
Council policies
Deliver high quality customer interactions through the Customer Service Centre and Call Centre
Governance Page 6
1.5.2
Lead
Responsibility
Community
partners Performance Measures
1.5.2.3
1.5.2.4 Assets and
Systems
NSW Govt (Land
& Property
Information)
<5 complaints received relating to GIS
data accuracy as captured in the CRM
system
1.5.2.4 (a) 1. Completed within approved budget
2. Completed within approved timeframe
1.5.2.4 (b) 1. Completed within approved budget
2. Completed within approved timeframe
1.5.2.5 1. Completed within approved budget
2. Completed within approved timeframe
1.5.2.6 1. Completed within approved budget
2. Completed within approved timeframe
1.5.3
Lead
Responsibility
Community
partners Performance Measures
1.5.3.1 Development
Assessment
State Govt
Northern Joint
Regional
Planning Panel
1. Median net DA processing time < 40
days
2. Average gross DA processing time < 70
days
3. Average construction certificate
processing time < 14 days
4. Average complying development
processing time < 20 days
1.5.3.2
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013- 2014
Aerial Photography - Purchase of Aerial Photography for Urban areas and whole Local
Government area for use in GIS system - $45,000
Review of GIS System - Options analysis of the latest technology and practices to
maintain the current level of service to the organisation - $100,000
Provide and maintain efficient and effective information management systems that are accessible,
user friendly and meets community and organisation requirements (cont.)
Provide Geographical Information Systems (GIS) to the organisation and to the community in a
timely and effective manner
Ensure efficient processing of development applications (DA), construction certificates and
complying development certificates
Ensure ratepayer value for money through continuous improvement in quality, effectiveness and
efficiency of delivery of Council services
Annual replacement of Printers, Servers, PC's, Routers, Software & Photocopiers - $814,100
Asset Management System - Continued implementation of Authority Asset Management System -
$50,000
Governance Page 7
1.5.3
Lead
Responsibility
Community
partners Performance Measures
1.5.3.3 Employee
Engagement
All sections of
Council
1. Increase the proportion of young
people and traineeships compared to
previous year 2. Transition to
retirement program implemented
1.5.3.4 Business
Improvement
Office
Undertake review of 10 services per
annum
1.5.3.5 Financial Services 20 Financial accountability outcomes are
successfully achieved
1.5.4
Lead
Responsibility
Community
partners Performance Measures
1.5.4.1 Commercial and
Business Services
1. Category analysis completed by 30
June
2. Supplier analysis and profiling
completed by 30 June
3. Procurement planning with relevant
stakeholders completed for following
financial year
1.5.4.2 1. Completed within approved budget
2. Completed within approved timeframe
1.5.5
Lead
Responsibility
Community
partners Performance Measures
1.5.5.1 Governance and
Executive
Services
Review the risk register on a quarterly
basis and report results to the Audit
Committee
Implement the Workforce Management Plan to deliver the 2013 - 2017 Resource Strategy ensuring
Council has the workforce needed to deliver its planned work
Work across the organisation to facilitate Business Process Improvement through the delivery of
services review project
Use procurement, tendering and purchasing approaches that provide best value to the community
Implement and monitor the Procurement Strategy action items
Plant Purchases and Disposals - Plant purchases in line with the plant replacement program -
$2,242,000
Implement financial accountability processes and generate information that is in plain english and
enables informed judgements on the financial performance, financial position and financial
compliance of Council
Review the Corporate Risk Register
Ensure there is appropriate management of risk for Council and the community
Ensure ratepayer value for money through continuous improvement in quality, effectiveness and
efficiency of delivery of Council services (cont.)
Governance Page 8
1.5.6
Lead
Responsibility
Community
partners Performance Measures
1.5.6.1 Employee
Engagement
All sections of
Council
1. Recruitment process is completed
within 3 months of advertising
2. Net engagement score (measured
biannually) improves
3. Unplanned absences remain static or
decreases
4. Proportion of performance
management plans completed ontime
increases compared to previous year
1.5.6.2 Employee
Engagement
All sections of
Council
1. Amount of Learning & Development
expenses as % of employee expense
2. Number of sponsored and assisted
education participants
3. Evaluation analyses undertaken
1.5.6.3 Employee
Engagement
All sections of
Council
1. Lost time injuries as proportion of work
hours remain static or decrease
compared to previous year
2. Worker compensation cost per
employee decreased compared to
previous year
1.5.6.4 Employee
Engagement
All sections of
Council
1. Proportion of women staff members
increased compared to previous year
2. Proportion of ATSI staff members
increased compared to previous year
3. Proportion of young staff members
increased compared to previous year
4. Proportion of CALD staff members
increased compared to previous year
5. Proportion of people with a disability
staff members increased compared to
previous year
Improve our performance against the targets set in the Equal Employment Management Plan
Provide developmental opportunities to ensure our people have the skills to do their jobs well
Deliver worker health and safety services to Council's workforce
Effectively manage our workforce to engage, develop and retain high quality staff
Create a workplace that reflects Human Resources current best practice
Governance Page 9
1.5.6
Lead
Responsibility
Community
partners Performance Measures
1.5.6.5 ICT 1. Business process performance
improves (eg. total cost of processing a
rates notice or reduction in approval time
for Development Applications)
2. Business service performance improves
(eg. percentage of service levels met)
3. Delivered intiatives on budget
4. Delivered intiatives on time
1.5.6.6 1. Completed within approved budget
2. Completed within approved timeframe
1.5.6.7 1. Completed within approved budget
2. Completed within approved timeframe
1.5.6.8 1. Completed within approved budget
2. Completed within approved timeframePrinting equipment - Replacement of Drill and Folder - $22,500
In accordance with the ICT strategic plan implement the following initiatives to streamline and
improve business processes
- Procurement management
- Bring your own devise
- Contract management
- Mobile tools of trade
Office Furniture - Purchase/cost furniture & Fittings - $32,200
Create a workplace that reflects Human Resources current best practice (cont.)
Furniture Replacement Programme - Replacement of Furniture at Council Offices - $20,000
Governance Page 10
FOCUS AREA -
Looking after our
people
What are we
trying to
achieve?
Our social infrastructure and
community programs create a
healthy, inclusive and vibrant
community.
How do we get there?
2.1 Create an environment and culture that allows the Port Macquarie-Hastings community to feel safe
2.2 Provide young people with a range of leisure activities and opportunities for personal development
2.3 Provide medical and social services for all members of the community
2.4 Develop partnerships within the community to build on existing strengths and improve areas of social disadvantage
2.5 Create events and activities that promote interaction and education
2.6 Provide social and community infrastructure and services
2.7 Empower the community to be active and involved in community life
2.8 Promote cultural and artistic expression
2.9 Promote a healthy lifestyle through education, support networks and facilities
What will be spent on looking after
our people?
Rates & Annual Charges, -$53,800
User Charges & Fees, $51,539
Interest Received, $0
Grants & Contributions,
$1,192,113
Other Operating Receipts, $691,640
Sources of Income - $1,881,492
Community Development,
1,205,111, 14% Compliance,
903,303, 10%
Depreciation, 1,605,000, 18%
Emergency Services,
1,390,067, 16%
Library, 1,826,572, 21%
Recreation, 1,836,498, 21%
Operating Costs - $8,766,551
2.1.1
Lead
Responsibility
Community
partners Performance Measures
2.1.1.1 Community
Development
NSW Police 1. Assessments completed within one
month of application
2. Work with Infrastructure, Recreation
and Buildings to ensure future designs
consider social needs
2.1.1.2
2.1.1.3
2.1.1.4 Recreation and
Buildings
NSW Surf
Lifesaving
Association
1. Deliver approved lifeguard services
2. Deliver lifeguard education programs to
schools and community groups (target
2500 students)
2.1.1.5 Community
Development
NSW Police,
Community
groups,
Businesses
Review completed and reported to
Council
2.1.1.6
2.1.1.7 Community
Development
NSW Police,
Community
groups,
Businesses
Number of actions implemented
Provide leadership in implementing safety initiatives
Activity associated with this number conducted in 2013- 2014
On request ensure that crime and / or Crime Prevention Through Environmental Design (CPTED) risk
assessments are undertaken to ensure future public spaces are designed to be safe and accessible
Activity associated with this number conducted in 2013- 2014
Review the alcohol-free zone in the CBD every 4 years
Implement the actions in the 2010–2015 Crime Prevention Strategy through the placemaking
initiatives
Activity associated with this number conducted in 2013- 2014
Manage and deliver Council lifeguard services
People Page 1
2.1.2
Lead
Responsibility
Community
partners Performance Measures
2.1.2.1
2.1.2.2 Recreation and
Buildings
Rural Fire Service Risk Management Plan actions for current
financial year implemented
2.1.2.3 Recreation and
Buildings
BFMC, Landcare,
Rural Fire
Service, NSW Fire
and Rescue, Local
Aboriginal Land
Council, Crown
Lands, National
Parks
1. Site monitoring and assessment
undertaken to identify risk rating
2.Develop priority listing by 30 November
3.Works delivered in accordance with
relevant standards
2.1.2.4 Recreation and
Buildings
BFMC, Landcare,
Rural Fire
Service, NSW Fire
and Rescue
Two programs delivered
2.1.2.5 1. Completed within approved budget
2. Completed within approved timeframe
2.1.2.6 1. Completed within approved budget
2. Completed within approved timeframe
Activity associated with this number conducted in 2013- 2014
Implement Council actions included within the Local Government Area Bushfire Risk Management
Plan in relation to Council owned and managed land
Deliver annual maintenance programs for bushfire risk mitigation works on Council land in
accordance with the Bushfire Risk Management Plan (BFRMP), adopted by NSW Rural Fire Service
maintenance schedule and fuel load benchmarks
Advocate for, support and coordinate emergency management services
Deliver bushfire preparedness and planning educational programs to the community
Bushfire Equipment Issues - Supply of rural fire service catalogue equipment items for fire fighting
and training to rural fire brigades - $145,000
Bushfire Tanker/Vehicle Purchases - Provision of a new bushfire tankers/vehicles - $350,000
People Page 2
2.1.3
Lead
Responsibility
Community
partners Performance Measures
2.1.3.1 Compliance Dept of Planning,
NSW Fire Brigade
1. Greater than 80% of building-related
complaints responded to within set
customer service standards
2. A minimun of 40 fire safety inspections
and 80% of swimming pool certificate
applications processed within service
standard
2.1.3.2 Compliance Environmental
Protection
Authority
1. Greater than 80% of complaints
regarding noise, water, land and air
environmental issues are responded to
within set customer service standards
2. Number of complaints responded to
compared with previous year
2.1.3.3 Compliance 1. Percentage of on-site sewage
management issues responded to within
service standards is greater than 80%
2.A minimum of 110 of risk-based audit
inspections conducted annually
2.1.3.4 Compliance NSW Public
Health Unit, NSW
Department of
Health, NSW
Food Authority
1. Percentage of public health issues
responded to within service standards is
greater than 80%
2. A minimum of 195 of risk-based audit
inspections conducted annually
Implement inspection, compliance and education practices that ensure acceptable levels of public
and environmental health; meet building and fire safety standards
Monitor and take action as appropriate to ensure compliance with development approvals and
building standards, including fire and swimming pool safety requirements
Monitor and take action as appropriate to ensure compliance with environmental standards in
relation to issues such as noise, water, land and air pollution
Monitor and take action as appropriate to ensure compliance with on-site sewage management
requirements
Monitor and take action as appropriate to ensure compliance with public health standards, including
food health
People Page 3
2.1.3
Lead
Responsibility
Community
partners Performance Measures
2.1.3.5 Compliance NSW Police, Dept
of Local Govt,
State Debt
Recovery Office
1. Percentage of regulatory and
companion animal issues responded to
within the service standards is greater
than 80%
2. Number of actions taken in relation to
the issues identified in the patrolling
roster compared with previous year
2.1.3.6 Water and Sewer NSW Govt, NSW
Dept Health
1. Daily testing and monitoring program
achieved
2. Nil reportable incidents in accordance
with NSW Health agreed protocols
3. Water quality is within limits set by
Australian drinking water guidelines 2011
100% of the time
2.1.3.7 Environmental
Laboratory
NATA Corporate Accreditation maintained
2.1.3.8 Environmental
Laboratory
1. All sampling, analysis and reporting of
environmental and regulatory requests
completed in accordance with approved
budgets
2. All sampling, analysis and reporting of
environmental and regulatory requests
completed in accordance with the
required service standards
Provide ranger and local law enforcement services to ensure compliance with legislation, regulations
and Council policies, including parking and companion animal management. This includes
undertaking regular patrols including beach patrols, illegal signage, sale of goods on roads and
building site sediment control
Provide a safe water supply in accordance with Australian Drinking Water Quality Guidelines
Maintain NATA Corporate Accrediation at the Environmental Laboratory
Undertake all sampling, analysis and reporting of environmental and regulatory requirements as
requested and provide services to outside organisations on an approved cost for service basis
Implement inspection, compliance and education practices that ensure acceptable levels of public
and environmental health; meet building and fire safety standards (cont.)
People Page 4
2.2.1
Lead
Responsibility
Community
partners Performance Measures
2.2.1.1 Community
Development
Number of opportunities provided
2.2.1.2
2.2.1.3 Community
Development
Local Aboriginal
Land Councils
1. Two (2) skills building activities
undertaken by 30 June
2. Activities completed on time and
budget
2.3.1
Lead
Responsibility
Community
partners Performance Measures
2.3.1.1
2.3.1.2 Community
Development
NSW Health,
community
groups
Number of advocacy activities undertaken
2.4.1
Lead
Responsibility
Community
partners Performance Measures
2.4.1.1
2.4.1.2 Community
Development
Community and
Govt Agencies
1. Number of initiatives identified
2. Number of grants applied for and
successfully given out
Undertake skills building activities with young Aboriginal people
Activity associated with this number conducted in 2013 - 2014
Provide a range of youth-focused programs / forums to provide opportunites for young people to
learn and develop through placemaking initiatives
Build capacity in the community to support young people
Advocate, support and/or implement wellness and healthy lifestyles in accordance with the 2013-
2017 social strategy
Work with community groups to build capacity on social justice issues
Activity associated with this number conducted in 2013 - 2014
Identify through a placemaking approach the initiatives that each community wishes to address and
use the placemaking program to implement
Activity associated with this number conducted in 2013 - 2014
Advocate on the social impacts identified through the placemaking initiative for the local
communities in the LGA
People Page 5
2.4.1
Lead
Responsibility
Community
partners Performance Measures
2.4.1.3 Community
Development
NSW Govt 1. Number of DDA Action Plan strategies
implemented on time and on budget
2. Annual report of achievements for the
previous financial year presented to
Council
3. Seniors Week program developed and
implemented
4. Access Committee meetings held on a
monthly basis
2.4.1.4
2.4.1.5
2.4.1.6
2.4.1.7 Community
Development
Bearlay
Interagency
1. 13 strategies completed on time and on
budget
2. 4 Meetings interagencies attended and
issues arising reported annually
2.4.1.8 Community
Development
Community
Groups
Number of grants applied for and
successfully given out
2.5.1
Lead
Responsibility
Community
partners Performance Measures
2.5.1.1
2.5.1.2
2.5.1.3
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Undertake programs, activities and events that focus on better outcomes and inclusion of the
Aboriginal and Torres Straight Islander community and implement the actions from the Aboriginal
Awareness and Understanding Strategy through place management and placemaking initiatives
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Provide sponsorship and expertise to community groups that coordinate social and community
events
Undertake programs, activities and events that focus better on outcomes for the Aged and Disabled
in the LGA through placemaking initiatives. Coordinate and facilitate the Access Committee
Activity associated with this number conducted in 2013 - 2014
Provide a Grants Program which assists the community to deliver projects which contribute to a
sense of place
Work with community groups to build capacity on social justice issues (cont.)
Activity associated with this number conducted in 2013 - 2014
People Page 6
2.5.1
Lead
Responsibility
Community
partners Performance Measures
2.5.1.4 Community
Development
Bearlay
Interagency Local
Aboriginal Land
Councils
1. Naidoc week supported
2. Sorry Day activities
3. Reconcilliation Week activites and
programs implemented
4. Engage with key stakeholder and
interagencies to identify and support
activities
2.5.1.5
2.5.1.6
2.5.1.7
2.5.1.8 Community
Development
Coordination of Council involvement in
ANZAC Centenary
2.5.1.8 (a) 1. Completed within approved budget
2. Completed within approved timeframe
2.5.1.9 Community
Development
Community
groups and
committees
1. Three (3) Australia Day event
coordinated, held and evaluated annually
2. Three (3) Handa Sister City cultural
exchange coordinated and held
3. Three (3) Mayor's Sporting Fund raiser
activities held
4. One (1) countdown to Christmas event
held
5. Seven (7) Moonlight movies events
held
Provide sponsorship and expertise to community groups that coordinate social and community
events (cont.)
Coordinate the ANZAC Centenary to be held 25 April 2015
Undertake programs, activities and events that focus on better outcomes and inclusion of the
Aboriginal and Torres Strait Islander community
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Engage our community through a variety of events that bring the community together and provide a
platform for engagement. These events are completed on time and on budget
World War 1 and ANZAC Commemorations - Construction of Artworks and Gardens -
$43,856
People Page 7
2.5.2
Lead
Responsibility
Community
partners Performance Measures
2.5.2.1
2.5.2.2 Community
Development
Number of heritage and cultural activities
and events undertaken
2.5.2.3
2.5.2.4
2.5.2.5 Community
Development
Community requests are responded to
within 10 working days
2.6.1
Lead
Responsibility
Community
partners Performance Measures
2.6.1.1 Community
Development
State Govt
Other LGA's
1. Six (6) rural network meetings attended
by 30 June
2. Issues arising from meetings directed
appropriately 100% of the time
2.6.2
Lead
Responsibility
Community
partners Performance Measures
2.6.2.1
2.6.2.2
2.6.2.3
2.6.2.4
2.6.2.5
2.6.2.6 Community
Development
Youth Hub,
Community
groups
Work with Youth Network to promote
and increase support for Youth activities
in the Local Government Area
Through the placemaking initiative work with the local communities on activities and events that
focus on Heritage and Culture
Provide a readily accessible liaison point for the community on heritage and cultural issues
Activity associated with this number conducted in 2013 - 2014
Facilitate, support and/or advocate for cultural and heritage education within the community
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Undertake programs, activities and events that focus on Youth and Youth Services
Work with rural communities to identify, evaluate and address community needs
Participate in the rural communities networks
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Create access to community facilities that allow a range of social, health and wellbeing activities
Activity associated with this number conducted in 2013 - 2014
People Page 8
2.6.2
Lead
Responsibility
Community
partners Performance Measures
2.6.2.7
2.6.2.8 Community
Development,
Economic
Development
Community
groups, Govt
agencies,
business
chambers,
tourism
organisations
1. Engage with the community and
develop master plans for identified high
priority precincts
2. 4 place making initiatives implemented
by 30 June 2015
3. Working party established to guide
place making in Council
4. Project plan developed
2.6.2.9 Community
Development,
Recreation and
Buildings
Community
groups, 355
committees,
Property Services
1. Increased use of community halls by
10% from the previous year
2. Increased number of accessible
activities in community halls by 10% from
previous year
3. Development of an Asset Management
plan and action to be implemented on
time and on budget
2.6.2.10 1. Completed within approved budget
2. Completed within approved timeframe
2.7.1
Lead
Responsibility
Community
partners Performance Measures
2.7.1.1
2.7.1.2
2.7.1.3
2.7.1.4
Create access to community facilities that allow a range of social, health and wellbeing activities
(cont.)
Activity associated with this number conducted in 2013 - 2014
Identify place making opportunities and work with the community to implement these to create
vibrant resilient places that are valued by their community
Provide access for all to community facilities and activities
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Encourage and build capacity for community groups to be active, successful, sustainable and
support growth of volunteer base
Activity associated with this number conducted in 2013 - 2014
Flynns Beach Disability Access - Purchase Beach Wheelchair - $3,700
Activity associated with this number conducted in 2013 - 2014
People Page 9
2.7.1
Lead
Responsibility
Community
partners Performance Measures
2.7.1.5 Recreation and
Buildings
Crown Lands
Division, Sporting
groups,
Community
groups
1. 100% of applications for use are
actioned in accordance with relevant
service standards
2. Increase in number of parks/reserve-
based events from previous year
2.7.1.6 Community
Development
Community
Groups
1. Three ceremonies presenting Australia
Day awards
2. Wayne Richards Scholorship
nominations and presentation
3. Volunteer Awards presented
2.7.1.7 Recreation and
Buildings,
Transport and
Stormwater
Network
1. 100% of applications for seating are
considered in accordance with relevant
service standards
2. Install 10 commemorative seats at
parks, reserves or sporting fields
2.7.1.8 Recreation and
Buildings
State/Federal
Govts
Number of promotional activities to be
undertaken by 30 June
2.8.1
Lead
Responsibility
Community
partners Performance Measures
2.8.1.1
2.8.1.2
2.8.1.3
2.8.1.4 1. Completed within approved budget
2. Completed within approved timeframe
Encourage and build capacity for community groups to be active, successful, sustainable and
support growth of volunteer base (cont.)
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Artworks Restoration/Acquisition - Expand artwork collection - $14,400
Manage parks, reserves, beaches and sports fields allocation for events and community use
Organise and present Community Awards that recognise and celebrate excellence in the community
Deliver a memorial seats program
Conduct promotional activities to encourage the use of parks and recreational facilities and
bushland areas
Activity associated with this number conducted in 2013 - 2014
Support, facilitate and advocate for arts and cultural programs that engage the community and
deliver a range of high quality performing, visual arts and cultural development services
People Page 10
2.9.1
Lead
Responsibility
Community
partners Performance Measures
2.9.1.1
2.9.1.2 Community
Development
1. Provide an annual report on activities
of the Mayor's Sporting Fund
2. Provide the Wayne Richards Sporting
Talent Grant
3. Coordinate fund-raising activities
2.9.2
Lead
Responsibility
Community
partners Performance Measures
2.9.2.1 Community
Development
NSW State
Library, Kempsey
Council
1. Circulation figures within 10% of
previous year’s
2. Visits within 10% of previous year’s
3. Review the collection development
policy by 30 June annually
4. Activities undertaken - within 10% of
those undertaken in the previous year
(Please note that the 2012–2013 figures
to be used in the comparisons above will
be available at the end of the 2012 –2013
financial year)
5. Undertake a review of the mobile
library service by 30 June
a) Service provided 2 days per week
during school term
b) Number of loans issued from the van
2.9.2.1 (a) 1. Completed within approved budget
2. Completed within approved timeframe
Manage the Mayor's Sporting Fund to promote and support athletes and sporting people
Provide a range of library programs and lending services across the local government area
Plan and deliver innovative Library Services that cater for new technology and growth areas
Activity associated with this number conducted in 2013 - 2014
Provide a range of sporting and recreational opportunities
Library Furnishings, Fittings & Equipment - Update Computer Equipment, Photocopiers,
Additional Shelving & Trolleys - $26,400
People Page 11
2.9.2
Lead
Responsibility
Community
partners Performance Measures
2.9.2.1 (b) 1. Completed within approved budget
2. Completed within approved timeframe
2.9.2.1 (c) 1. Completed within approved budget
2. Completed within approved timeframe
2.9.2.2
2.9.2.3 Community
Development
NSW State
Library
1. Public access to internet supplied and
available all of the time
2. Wifi available at all libraries and other
identified Council facilities
3. Access to databases made available to
all library members all of the time
4. 100% access to a range of
downloadable materials be made
available to all library members
2.9.2.4
Plan and deliver innovative Library Services that cater for new technology and growth areas
(cont.)
Provide access to a range of online library services
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Purchase of Library Books - $249,500
Library Local Priority Grant - $60,000
People Page 12
FOCUS AREA -
Helping our
community prosper
What are we
trying to
achieve?
The Port Macquarie-Hastings
region is able to thrive through
access to a range of
educational, employment and
business opportunities.
How do we get there?
3.1 Create opportunities for life long learning and skill enhancement with the availability of a broad range of education and training facilities
3.2 Promote and support an increase in business capacity in order to generate ongoing economic growth
3.3 Expand tourism business opportunities and benefits through collaborative planning and promotion
3.4 Maximise innovation and economic competitiveness by providing high quality communication technology throughout the Port Macquarie-Hastings region
3.5 Target and encourage business enterprise by providing favourable business conditions including infrastructure and transport options
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What will we spend on helping our community prosper?
Rates & Annual Charges, $592,953
User Charges & Fees,
$5,674,143
Interest Received, $0
Grants & Contributions,
$13,000
Other Operating Receipts,
$1,206,492
Sources of Income - $7,486,588
Airport, 2,690,019, 21%
Crematorium & Cemeteries, 848,468, 7% Depreciation,
2,360,000, 18%
Economic Development,
1,980,709, 15%
Major Events, 743,238, 6%
The Glasshouse,
4,278,698, 33%
Operating Costs - $12,901,132
3.1.1
Lead
Responsibility
Community
partners Performance Measures
3.1.1.1
3.1.1.2 Economic
Development
Economic
Development
Steering Group,
Education and
training
Industry
Stakeholders
Development of plan underway by 30
June 2015
3.2.1
Lead
Responsibility
Community
partners Performance Measures
3.2.1.1
3.2.1.2 Economic
Development
Business and
Industry
Networks,
Education
providers
Feedback from bi-annual business survey
3.2.1.3 Economic
Development
Economic
Development
Steering Group,
Construction
Industry
Stakeholders
Develop plan by 30 November 2014
Work with local business and industry groups to promote business education opportunities
Develop a Construction Industry Action Plan
Investigate and plan for expansion of the higher education industry and actively explore and
facilitate optimal local partnerships, together with Universities and other educational institutions
Identify, support and advocate for effective programs that assist the growth of appropriate
business and industry
Develop an Education and Training Industry Advocacy Plan
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Prosper Page 1
3.2.1
Lead
Responsibility
Community
partners Performance Measures
3.2.1.4 Economic
Development
Economic
Development
Steering Group,
Health,
Disability and
Aged Care
Services
Industry,
Industry
Stakeholders
Develop the plan by 30 November 2014
3.2.1.5 Economic
Development
Economic
Development
Steering Group,
Manufacturing
Industry
Stakeholders
Develop the plan by 30 November 2014
3.2.1.6 Economic
Development
Economic
Development
Steering Group,
Transport and
Warehousing
Industry
Stakeholders
Develop a plan by 30 November 2014
3.2.1.7 Economic
Development
Economic
Development
Steering Group,
Agriculture,
Forestry and
Fisheries
Industry
Stakeholders
Development of plan underway by 30
June 2015
Identify, support and advocate for effective programs that assist the growth of appropriate
business and industry (cont.)
Develop a Health, Disability and Aged Care Services Industry Action Plan
Develop an Agriculture, Forestry and Fisheries Industry Advocacy Plan
Develop a Manufacturing Industry Action Plan
Develop a Transport and Warehousing Industry Action Plan
Prosper Page 2
3.2.1
Lead
Responsibility
Community
partners Performance Measures
3.2.1.8 Economic
Development
Economic
Development
Steering Group,
Creative
Industries
Stakeholders
Development of plan underway by 30
June 2015
3.2.1.9 Economic
Development
Economic
Development
Steering Group,
Electricity
Industry
Stakeholders
Development of plan underway by 30
June 2015
3.2.1.10 Economic
Development
Economic
Development
Steering Group,
Small & Home
Based Business
Stakeholders
Development of plan underway by 30
June 2015
3.2.2
Lead
Responsibility
Community
partners Performance Measures
3.2.2.1 Commercial and
Business Services
Operating revenue increased by 3% per
annum per business unit
Develop an Electricity Advocacy Plan
Develop a Small and Home Based Business Advocacy Plan
Identify, support and advocate for effective programs that assist the growth of appropriate
business and industry (cont.)
Develop an Creative Industry Advocacy Plan
Develop, manage and maintain Council business units to optimise commercial return and
community benefit
Increase operating revenue on Council business units being the Airport, Crematorium and
Glasshouse
Prosper Page 3
3.2.2
Lead
Responsibility
Community
partners Performance Measures
3.2.2.2 Environmental
Laboratory
Provide all required information, within
specified timeframes, to the FSWRF
project team to allow successful
development of the facility by 30 June
3.2.2.3 Commercial and
Business Services
3.2.2.3 (a) Innes Garden Memorial Park - Install Lawn Beam - $25,000 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.3 (b) Innes Garden Memorial Park - Install Niche Wall - $20,000 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.3 (c) 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.3 (d) Wauchope Cemetery - Works associated with Cemetery Expansion - $15,000 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.4
3.2.2.4 (a) 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.4 (b) 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.4 (c) 1. Completed within approved budget
2. Completed within approved timeframe
Undertake contruction and delivery of improvement works to crematorium and cemetery
Innes Garden Memorial Park - Works associated with Cemetery Expansion - $10,000
Implement equipment improvements and repairs for Glasshouse assets
The Glasshouse - Major Lift Repairs - $10,000
The Glasshouse - Plant & Equipment Purchases - $10,000
Develop, manage and maintain Council business units to optimise commercial return and
community benefit (cont.)
Develop new Food, Soil and Water Research Facility (FSWRF) in collaboration with Charles Sturt
University (CSU)
The Glasshouse - Strategic Business Plan Initiatives - $30,000
Prosper Page 4
3.2.2
Lead
Responsibility
Community
partners Performance Measures
3.2.2.4
3.2.2.4 (d) 1. Completed within approved budget
2. Completed within approved timeframe
3.2.2.5
3.2.2.5 (a) 1. Completed within approved budget
2. Completed within approved timeframe
3.2.3
Lead
Responsibility
Community
partners Performance Measures
3.2.3.1 Strategic Land
Use Planning
State/Federal
Govts,
Landowners,
Business and
community
groups
1. Structure Plan reported to Council for
finalisation by December 2014
2. Investigations for LEP and DCP
amendments completed and reported to
Council by June 2015
3.2.3.2
3.2.3.3
3.2.3.4
3.2.3.5
3.2.3.6
3.2.3.7
3.2.3.8
Develop, manage and maintain Council business units to optimise commercial return and
community benefit (cont.)
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Preparation of a Structure Plan and amendments for Local Environmental Plan (LEP)and
Development Control Plan (DCP) for a business park near Port Macquarie Airport
Activity associated with this number conducted in 2013 - 2014
Facilitate growth in retail and commercial business through the provision of appropriately zoned
land that meets the needs of sustainable business
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Implement equipment improvements and repairs for Glasshouse assets (cont)
The Glasshouse - Technical Equipment Purchases - $56,000
Implement equipment improvements and repairs for Laboratory
Laboratory Equipment - Purchase of new Laboratory Technical instruments and
equipment - $17,400
Prosper Page 5
3.2.3
Lead
Responsibility
Community
partners Performance Measures
3.2.3.9 Strategic Land
Use Planning
1. Preliminary consultation with
landowners regarding investigations and
report to Council by December 2014
2. Exhibition of draft planning proposal
by June 2015
3.2.4
Lead
Responsibility
Community
partners Performance Measures
3.2.4.1 Commercial and
Business Services
All commercial and community leases
current as of 30 June
3.2.4.2 1. Completed within approved budget
2. Completed within approved timeframe
3.2.5
Lead
Responsibility
Community
partners Performance Measures
3.2.5.1 Commercial and
Business Services
Implementation of outcomes as identified
for financial year are completed by 30
June
Facilitate growth in retail and commercial business through the provision of appropriately zoned
land that meets the needs of sustainable business (cont.)
Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments to
facilitate light industrial development at Houston Mitchell Dve, Lake Cathie
Optimise the commercial focus on Council’s property portfolio to deliver improved returns to
Council and the community
Manage Council's community and commercial leases for the most appropriate return to Council and
the community
Implementation of outcomes from property portfolio paper developed in 2013/2014 detailing future
potential of Council owned land
Appropriately develop, manage and maintain Council’s property including property sales,
acquisitions, road closures, land development and management of community and commercial
leases
Land Acquisitions - Easements etc - $30,000
Prosper Page 6
3.2.6
Lead
Responsibility
Community
partners Performance Measures
3.2.6.1 Strategic Land
Use Planning
State/Federal
Govts,
Landowners,
Business and
community
groups
1. Draft DCP provisions reported to
Council by September 2014
2. Report on final draft DCP to Council by
December 2014
3.3.1
Lead
Responsibility
Community
partners Performance Measures
3.3.1.1 Economic
Development
Greater Port
Macquarie
Tourism
Association
Board,
Destination
NSW, North
Coast
Destination
Network, Local
Business and
Industry Groups
Secure 2 new major events to our LGA
each year
Maximise, support, facilitate and advocate for major events and conferences to ensure ongoing
positive economic and tourism growth
DCP amendments to Major Innes Road, Charles Sturt University precinct, Public Hospital precinct
and Innes Pensula
Optimise the use of appropriately zoned land
Identify opportunities to increase major events held in the Local Government Area (LGA)
Prosper Page 7
3.3.2
Lead
Responsibility
Community
partners Performance Measures
3.3.2.1 Economic
Development
Economic
Development
Steering Group,
Greater Port
Macquarie
Tourism
Association
Board,
Destination
NSW, North
Coast
Destination
Network
TBA to align with Economic Development
Strategy KPI's
3.3.2.2 Economic
Development
Economic
Development
Steering Group,
Business and
Industry
Networks
Number of new businesses (Australian
Business Register on entry businesses)
increased each year
Implement Greater Port Macquarie Destination Management Plan to grow our visitor economy
Develop marketing collateral that promotes our Local Government Area (LGA) as a great place to
live, learn, work, play and invest
Implement and support innovative and effective strategies and partnerships that position Greater
Port Macquarie as a distinct and competitive destination that guides market development,
investment and infrastructure in public and private sectors
Prosper Page 8
3.4.1
Lead
Responsibility
Community
partners Performance Measures
3.4.1.1 Economic
Development
Federal
Government,
local business
and industry
groups,
Economic
Development
Steering Group
Key performance indicators achieved in
accordance with actions outlined in the
Digital Strategy
3.5.1
Lead
Responsibility
Community
partners Performance Measures
3.5.1.1 Commercial and
Business Services
Completion of ongoing planning and
feasibility work by 30 June
3.5.1.1 (a) 1. Completed within approved budget
2. Completed within approved timeframe
3.5.1.1 (b) 1. Completed within approved budget
2. Completed within approved timeframe
3.5.1.2 Commercial and
Business Services
1. Increase in aircraft movements
compared to previous year
2. Increase in passenger numbers
compared to previous year
3.5.1.3
Implement Port Macquarie-Hastings Council's Digital Strategy to maximise use of current
technologies and future opportunities for local businesses and industry
Develop, manage and maintain Port Macquarie Airport as a key component of the regional
transport network and continue to grow the airport’s contribution to the regional economy
Port Macquarie Airport Business Precinct Studies - Ongoing studies in relation to the
Airport Business Precinct - $100,000
Port Macquarie Airport Environmental Planning - Ongoing planning in relation to the
Airport Business Precinct and Airport compliance - $100,000
Advocate and lobby government for implementation of the National Broadband Network as soon
as possible
Continue to plan for airport land development as a key driver and provision of revenue streams for
Council
Support, facilitate and advocate for regular public transport airline services at Port Macquarie
Airport
Activity associated with this number conducted in 2013 - 2014
Prosper Page 9
3.5.2
Lead
Responsibility
Community
partners Performance Measures
3.5.2.1
3.5.3
Lead
Responsibility
Community
partners Performance Measures
3.5.3.1 Commercial and
Business Services
Review completed by 30 June
3.5.4
Lead
Responsibility
Community
partners Performance Measures
3.5.4.1
3.5.4.2 Economic
Development
Regional
Economic Board
members
Attendance at quarterly Regional
Economic Board meetings
3.5.4.3 Economic
Development
Economic
Development
Steering Group,
Business and
Industry
Networks
Inclusion of export ready businesses and
suppliers in place marketing promotion -
feedback received on an annual basis
3.5.4.4 Economic
Development
Economic
Development
Steering Group,
Business and
Industry
Networks
Data produced on bi-annual basis
Support and participate in the Regional Economic Board
Analyse local economic data to identify key trends, opportunities and gaps
Ensure compliance of airport operational manuals, plans, and standard operating procedures with
reulatory and safety requirements
Develop partnerships with local and regional business networks to assist in maintaining existing
businesses and industry in the region
To advocate for a range of high quality, safe and competitive transport services
Investigate options for the future management and ownership of the Port Macquarie Airport
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Advocate the capabilities, products and services of our Region's export ready businesses and
suppliers
Prosper Page 10
3.5.5
Lead
Responsibility
Community
partners Performance Measures
3.5.5.1 Activity associated with this number conducted in 2013 - 2014
Support and encourage continuous improvement and implementation of programs designed to
support the development of all businesses and industry in partnership with the Chambers of
Commerce and other business networks
Prosper Page 11
FOCUS AREA -
Looking after our
environment
What are we
trying to
achieve?
We understand and manage
the impact that the community
has on the natural environment.
We protect the environment
now and into the future.
How do we get there?
4.1 Protect and restore natural areas
4.2 Ensure service infrastructure maximises efficiency and limits environmental impact
4.3 Implement total water cycle management practices
4.4 Continue to improve waste collection and recycling practices
4.5 Provide community access and opportunities to enjoy our natural environment
4.6 Create a culture that supports and invests in renewable energy
4.7 Increase awareness of and plan for the preservation of local flora and fauna
4.8 Plan and take action to minimise impact of natural events and climate change
4.9 Manage development outcomes to minimise the impact on the natural environment
What will we spend on looking
after our environment?
Rates & Annual Charges,
$11,537,906
User Charges & Fees,
$5,461,826
Interest Received, $481,300
Grants & Contributions,
$897,037
Other Operating Receipts,
$1,703,869
Sources of Income - $20,081,938
Depreciation, 545,101, 3%
Development Assessment,
1,429,175, 7%
Laboratory, 52,957, 0%
Natural Resources,
1,717,783, 9%
Waste Management,
15,998,780, 81%
Operating Costs - $19,743,794
4.1.1
Lead
Responsibility
Community
partners Performance Measures
4.1.1.1 Environmental
Services
Landowners,
Landcare
Annual invasive species (weeds) targets
met including:
1. 240ha land treated for invasive weeds
2. 600km weed dispersal routes treated
3. 20% of all Plant nurseries in the LGA
inspected for invasive weeds
4. 300 properties inspected for invasive
weeds
4.1.1.2 Environmental
Services
Feral animal control undertaken in
accordance with approved control plans
on five (5) sites during the year
4.1.1.3 Environmental
Services
EPA A minimum of 70km (lineal) control
undertaken for riverbank vine weed on
fresh and estuarine waterways, noting 2
runs of the same area are conducted in
October and March.
4.1.1.4 Environmental
Services
Landcare,
Dunecare
600ha area of bush of bush regeneration
undertaken
4.1.1.5 1. Completed within approved budget
2. Completed within approved timeframe
4.2.1
Lead
Responsibility
Community
partners Performance Measures
4.2.1.1
Incorporate efficiency and environmental impact mitigation into project planning processes
Activity associated with this number conducted in 2013 - 2014
Implement and advocate a range of proactive programs for the environmental management of
lands within the local government area
Undertake the weed management program according to the Mid North Coast Invasive Plant Species
Strategy 2012 working in partnership with community groups such as Landcare
Control feral animals on Council-controlled land
Implement various Riparian Restoration Works
In collaboration with community groups, such as Landcare, implement the Bushland Regeneration
Program
Undertake vegetation management in accordance with the Bushland Open Space Management
Strategy
Environment Page 1
4.3.1
Lead
Responsibility
Community
partners Performance Measures
4.3.1.1 Water and Sewer State Govt 100% compliance with Environment
Protection Authority licence effluent
quality conditions
4.3.2
Lead
Responsibility
Community
partners Performance Measures
4.3.2.1 Water and Sewer 1. Nil reportable incidents in accordance
with Reclaimed Water Quality Plan
(RWQP) requirements
2. 100% compliance with verification
monitoring programs and reclaimed water
quality targets
4.3.3
Lead
Responsibility
Community
partners Performance Measures
4.3.3.1
4.3.4
Lead
Responsibility
Community
partners Performance Measures
4.3.4.1
Operate the sewerage system to maximum efficiency to ensure that effluent released into the
environment meets EPA licence conditions
Meet effluent quality requirements of Environmental Protection Licences (EPL)
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Increase availability and community awareness of reclaimed water and reused effluent
Incorporate integrated water management and water sensitive urban design principles into new
development areas
Adopt water conservation practices that maintain potable water consumption below state
benchmark levels
Provide reclaimed water that is fit for purpose and ensures public health and safety
Environment Page 2
4.4.1
Lead
Responsibility
Community
partners Performance Measures
4.4.1.1 Environmental
Services
State Govt.
Contractor
New domestic waste services
implemented by 1 September 2014
4.4.1.2
4.4.1.3 Environmental
Services
Midwaste
Group,
State Govt
The percentage of commercial and
industrial recycling is increasing each year
4.4.1.4 Environmental
Services
Midwaste
Group,
State Govt
Increase of household recycling compared
to previous year
4.4.1.5 Environmental
Services
State Govt, EPA Cairncross Waste Management Centre
expansion completed by 30 June 2015
4.4.1.5 (a) 1. Completed within approved budget
2. Completed within approved timeframe
4.4.1.6 1. Completed within approved budget
2. Completed within approved timeframe
4.4.2
Lead
Responsibility
Community
partners Performance Measures
4.4.2.1 Environmental
Services
Midwaste
Group
Report presented on outcomes of projects
undertaken. Published on the Midwaste
website
Kew Transfer Station - Construction - Year 1 of 2 year budget (subject to change due to pending
tender and revised Long Term Financial Plan) - $900,000
Reduce waste to landfill, utilising appropriate education, facilities and strategies
Activity associated with this number conducted in 2013 - 2014
Deliver a commercial and industrial education strategy to encourage source separation of waste
Deliver a resident education program on waste separation
Construct Cairncross Waste Management Centre expansion
Participate in regional programs via bodies such as the Midwaste Regional Group of Councils
Cairncross Waste Management Centre Expansion - Subdivision for Waste Collection
uses - $900,000
Participate in regional cooperation for effective waste management and resource recovery at the
strategic and operational level
Develop and implement a domestic waste collection service incorporating education of the
community
Environment Page 3
4.5.1
Lead
Responsibility
Community
partners Performance Measures
4.5.1.1
4.6.1
Lead
Responsibility
Community
partners Performance Measures
4.6.1.1
4.7.1
Lead
Responsibility
Community
partners Performance Measures
4.7.1.1 Strategic Land
Use Planning
State Govt,
Koala
Preservation
Society,
Landowners
Exhibition of draft strategic policy/KPoM
by December 2014. Plan adopted by June
2015
4.7.1.2
4.7.1.3 Recreation and
Buildings
NSW Govt 1. Investigations undertaken in relation to
all reported illegal tree works
2. Educational material and delivery
program developed and implemented
3. Advice provided in accordance with
service standards and industry best
practice
Activity associated with this number conducted in 2013 - 2014
Prepare a strategic policy/Koala Plan of Management (KPoM) for the Port Macquarie Hastings local
government area
Provide and promote new and upgraded paths, facilities and access to parks and
bushland/natural resources
Investigate and implement cost effective renewable energy generation for Council assets and
promote outcomes to the community
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Inform and educate residents, industry and community groups on Council’s tree management
requirements within the Port Macquarie Hastings 2013 Development Control Plan (DCP)
Promote the conservation of key habitats
Environment Page 4
4.8.1
Lead
Responsibility
Community
partners Performance Measures
4.8.1.1
4.8.1.2 Environmental
Services
Federal
Government
1. Trial of Main Capture System
completed by 30 June 2015
4.8.1.2 (a) 1. Completed within approved budget
2. Completed within approved timeframe
4.8.1.3 Environmental
Services
State Govt,
State
Emergency
Service,
Community
1. Stage 2 Dunbogan Flood Access Road
completed by 30 June 2015
2. Stage 3 Dunbogan Flood Access Road
completed by 30 June 2015
4.8.1.4 Environmental
Services
State Govt,
State
Emergency
Service,
Community
Prepare detailed revetment design
drawings, tender documents and servicing
strategy by 30 June 2015
4.9.1
Lead
Responsibility
Community
partners Performance Measures
4.9.1.1 Environmental
Services
Background studies for review of
Contributions Plan completed by 30 June
2015
4.9.1.2
Review Development Contributions Plan for compliance with new Planning Legislation (stage 1)
Landfill gas capture, design and construction, year 1 of 2 year budget. (subject to
change due to pending tender and revised Long Term Financial Plan) - $400,000
Strategically and financially plan for the infrastructure that will cater for population growth
Activity associated with this number conducted in 2013 - 2014
Carry out relevant studies to determine the likely extent of natural events and the impact of
climate change, develop relevant mitigation strategies
Activity associated with this number conducted in 2013 - 2014
Investigate landfill gas capture at Cairncross Landfill
Construct Dunbogan Flood Access Rd Stage 2 and Stage 3
Prepare detailed designs of the Lake Cathie Coastal Zone Management Plan actions
Environment Page 5
4.9.2
Lead
Responsibility
Community
partners Performance Measures
4.9.2.1 Development
Assessment
Dept of
Planning, other
State Govt
agencies,
Community
interest groups
No successful legal challenges relating to
process and inspection errors
4.9.2.2 Development
Assessment
Independent
Chair,
Community
interest groups,
General public
No successful legal appeals relating to
process errors
Process development applications, construction certificates, plumbing and drainage applications,
complying development certificates, subdivision certificates and S138* applications and undertake
necessary building inspections in accordance with legislation
Ensure the Development Assessment Panel (DAP) operates in accordance with their charter and all
applications are accurately determined
Undertake transparent and efficient development assessment in accordance with relevant
legislation
Environment Page 6
FOCUS AREA -
Planning and
providing our
infrastructure
What are we
trying to
achieve?
Our population is supported
through public infrastructure,
land use and development
strategies that create a
connected, sustainable and
accessible community.
How do we get there?
5.1 Create and maintain integrated transport system that eases access between population centres and services
5.2 Ensure transport options are safe, functional and meet access needs across the Local Government Area
5.3 Develop and enhance quality open space and recreational facilities
5.4 Plan settlements to accommodate a range of compatible land uses and projected population growth
[Type a quote from the document or the summary of an interesting point.
You can position the text box anywhere in the document. Use the Text
Box Tools tab to change the formatting of the pull quote text box.] What will be spent on planning & providing our infrastructure?
Rates & Annual
Charges, 28,192,593
User Charges & Fees,
14,080,984
Interest Received, 2,516,450
Grants & Contributions,
41,503,309
Other Operating Receipts, 780,996
Sources of Income - $87,074,332
Assets Systems & Planning, 558,781, 1%
Depreciation, 43,001,500,
47%
Engineering Trades,
955,047, 1%
Ferries, 421,070, 0%
Roads & Transport,
16,422,192, 18%
Sewerage Services,
11,497,075, 13%
Stormwater, 955,755, 1%
Strategic Landuse,
1,843,300, 2% Water Supply,
10,135,837, 11%
Parks & Buildings,
5,322,450, 6%
Operating Costs - $91,113,007
Infrastructure Page 1
5.1.1
Lead Responsibility
Community partners Performance Measures
5.1.1.1 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.1.1.1 (a)
5.1.1.1 (b)
5.1.1.1 (c)
5.1.1.2
5.1.1.3 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.1.1.3 (a)
5.1.1.3 (b)
5.1.1.3 (c)
5.1.1.3 (d)
Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs
Undertake design/preconstruction activities on road and transport assets including:
Comboyne Road - Undertake Design/Preconstruction - Replacement of bridge over Hartys Creek Id No. 09 - $100,000
Activity associated with this number conducted in 2013 - 2014
Gordon Street - Undertake Design/Preconstruction - Horton St to Lake Road - $100,000
Miscellaneous design works - $293,616
Ocean Drive - Undertake continued Construction/Delivery - Replacement of Stingray Creek Bridge - $14,890,648
Hastings River Drive - Undertake continued construction/delivery Gordon Street to Aston Street - $5,600,000 ( This activity is dependant on confirmation of LIRS funding and is subject to change)Houston Mitchell Drive - Houston Mitchell Dr segment 50 from Pacific Hwy 900m east - $1,910,000
Undertake construction/delivery of roads and transport assets including:
Houston Mitchell Drive - Pavement rehabilitation segment 40 from end of segment 50 to the Bridge over Cowarra Creek - $1,775,000
Infrastructure Page 2
5.1.1
Lead Responsibility
Community partners Performance Measures
5.1.1.4 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.1.1.4 (a)
5.1.1.4 (b)
5.1.1.4 (c)
5.1.1.4 (d)
5.1.1.5 Assets and Systems
Local or State businesses
1. Completed within approved budget2. Completed within approved timeframe
5.1.2
Lead Responsibility
Community partners Performance Measures
5.1.2.1 Transport and Stormwater Network
RMS, Other Govt agencies
Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget
5.1.2.1 (a)
Undertake design/construction/delivery of road and transport assets including:
Undertake revaluation of Council's transport assets. Transport assets includes roads, bridges, footpaths, drainage and bulk earthworks
Construct multiple footpath/cycleway projects throughout the Local Government Area - $500,000
Continuation of High Traffic Road Resurfacing - Rolling program based on road condition priorities - $848,720
Continuation of Pavement Rejuvenation Treatments - Rolling program including sections of Ocean Drive (North Haven), Lake Road (Industrial Area), Hastings River Drive (Bellbowrie to John Oxley Motors) - $212,180
Ocean Drive - Undertake continued Design/Construction/Delivery - Matthew Flinders Drive to Greenmeadows Duplication - $9,500,000
Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets
Undertake sealed road maintenance program including pothole repairs, jet patching and shoulder maintenance
Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs (cont.)
Proactive road maintenance activities in accordance with recommendations of the Australian Roads Research Board Group (ARRB) review - $921,500
Infrastructure Page 3
5.1.2
Lead Responsibility
Community partners Performance Measures
5.1.2.2 Transport and Stormwater Network
RMS, other Govt agencies
1.Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget.
2.High priority unsealed roads graded twice within reporting period
5.1.2.3 Transport and Stormwater Network, Infrastructure Delivery
RMS, Other Govt agencies and service providers
1.Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget.
2.Percentage of sealed road network resealed
5.1.2.4 Transport and Stormwater Network
RMS, other Govt agencies
Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget
5.1.2.5 Transport and Stormwater Network
RMS, other Govt agencies
Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget
5.1.2.6 Transport and Stormwater Network
RMS, other Govt agencies
Completed in accordance with approved programs, the Roads/bridges Maintenance Hierarchy and within operational budget
5.1.2.7 Transport and Stormwater Network
RMS, other Govt agencies
Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget
Undertake unsealed road maintenance program including gravel resheeting and rural maintenance grading
Undertake roadside furnishing program including barriers, guideposts, line marking, signs, bus stops and seats
Undertake bridges and culverts maintenance and repair program including inspections, monitoring and bridge repair works
Undertake roads drainage maintenance program including inspections, repairs, cleaning and clearing
Undertake sealed road repairs program including heavy patching, kerb and gutter repairs, road reseals, footpaths and cycleways
Undertake roadside vegetation management program including median maintenance, roadside mowing and slashing and tree maintenance
Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets (cont.)
Infrastructure Page 4
5.2.1
Lead Responsibility
Community partners Performance Measures
5.2.1.1 Transport and Stormwater Network
RMS Completed actions as scheduled in the Road Safety Action Plan
5.2.1.2
5.2.1.3 Transport and Stormwater Network
Country Energy, Service providers
Completed in accordance with the Street Lighting program
5.3.1
Lead Responsibility
Community partners Performance Measures
5.3.1.1 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.3.1.1 (a)
5.3.1.2 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.3.1.2 (a)
5.3.1.2 (b)
5.3.1.2 (c)
5.3.1.3 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
Plan and implement traffic and road safety programs and activities addressing pedestrian, cyclist and vehicular needs
Undertake road safety education and awareness programs as scheduled in the Road Safety Action Plan
Activity associated with this number conducted in 2013 - 2014
Install and maintain street lights in accordance with the street lighting program
Plan, investigate, design and construct open spaces and recreational facilities
Undertake design/preconstruction activities of open space, town centres and recreational assets including:
Lake Cathie Bonny Hills Regional Sporting Complex (Site 23) - $291,750
Parks Signage - Replacement of Ordinance and Hazard Awareness signs for Reserves - $18,000
Flynns Beach and Tacking Point Surf Clubs - Upgrade of Commercial Kitchens/Cafes to meet food health regulations (subject to lease being entered into) - $95,000
Undertake construction and upgrade activities of existing open spaces, town centres and recreational facilities including:
Undertake construction/delivery of open spaces, town centres and recreational assets including:
Port Macquarie Indoor Stadium, upgrade and extend - $5,000,000 (This activity is subject to grant funding receipt and may be subject to change)
Infrastructure Page 5
5.3.1
Lead Responsibility
Community partners Performance Measures
5.3.1.3 (a)
5.3.1.3 (b)
5.3.1.3 (c)
5.3.1.4 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.3.1.4 (a)
5.3.1.4 (b)
5.3.1.4 (c)
5.3.1.4 (d)
5.3.1.4 (e)
5.3.1.4 (f)
5.3.1.4 (g)
Cycleway Construction - Kooloonbung Creek shared Walkway/Cycleway Stage 2 - $220,000
Bartlett's Beach Reserve - Relocate picnic shelters/BBQ's as per Bonny Hill's Reserves Masterplan - $50,000
Amethyst Way - Playground Replacement at end of useful life - $40,000
Googik Track - Shared walkway/cycleway - Stage 2 - $125,000
Undertake design/construction/delivery of open spaces, town centres and recreational assets including:
Endeavour Park - Playground Replacement at end of useful life - $40,000
Plan, investigate, design and construct open spaces and recreational facilities (cont.)
Tacking Point Lighthouse Reserve - Implementation of Masterplan - $70,000
Fairmont Gardens - Subsurface drainage installation - $75,000
Flynns Beach Reserve - Replace treads and bearers on beach access steps - $100,000
Hudson Ave - Playground Replacement at end of useful life - $40,000
John Dick Reserve - Replacement of pathways/park furniture at end of useful life - $25,000
Infrastructure Page 6
5.3.1
Lead Responsibility
Community partners Performance Measures
5.3.1.4 (h)
5.3.1.4 (i)
5.3.1.4 (j)
5.3.1.4 (k)
5.3.1.4 (l)
5.3.1.4 (m)
5.3.1.4 (n)
5.3.1.4 (o)
5.3.1.4 (p)
5.3.1.4 (q)
5.3.1.4 (r)
5.3.1.4 (s)
5.3.1.4 (t)
Wauchope Town Centre works - $50,000
Plan, investigate, design and construct open spaces and recreational facilities (cont.)
Jonathon Dickson Reserve - Walkway through southern end - $20,000
Laurieton Town Centre works - $50,000
Ostler Park - Facilities Upgrade - $12,900
Oxide St Reserve - Pathway replacement at end of useful life - $20,000
Oxley Beach Reserve - Furnishings Replacement at end of useful life - $20,000
Oxley Oval - Refurbishment of Turf Wicket - $30,000
Westport Reserve - Boatramp Upgrade Stage 2 - $150,000
Westport Reserve - Replacement of Park Furniture at end of useful life - $30,000
Pilot Beach - Replacement of pathways/park furniture at end of useful life - $30,480
Rainbow Beach Reserve - Playground replacement at end of useful life - $60,000
Rainbow Beach Reserve - Reserve drainage modifications - $40,000
Skate Park, Wauchope - Replacement of Infrastructure at end of useful life - $122,507
Infrastructure Page 7
5.3.2
Lead Responsibility
Community partners Performance Measures
5.3.2.1 Recreation and Buildings
Volunteer groups, Community groups, Sporting groups
1. Works undertaken in accordance with Open Space Hierarchy and Maintenance Schedule 2. Works completed within operational budget
5.3.2.2 Transport and Stormwater Network
Fisheries, State Govt, Industry and Investment, other Govt agencies
Maintenance works completed in accordance with approved programs, and within operational budget
5.3.2.3 Recreation and Buildings
1. Maintenance completed in accordance with adopted schedules2. Maintenance undertaken in accordance with service standards
5.3.2.4 Recreation and Buildings
NSW Royal life saving
1. Undertake annual off season facility maintenance in accordance with approved program2. To oversee the management of Council's public aquatic facilities in accordance with leasee obligation checklist
5.4.1
Lead Responsibility
Community partners Performance Measures
5.4.1.1 Strategic Land Use Planning
State/Federal Govts, community groups
Report to Council following community engagement regarding the Urban Growth Management Strategy (UGMS) review program by November 2014. Draft Strategy exhibited by June 2015
Plan settlements to accommodate a range of compatible land uses that meets projected population growth for new and existing developments
Undertake maintenance program for parks, reserves, sporting fields and beaches
Implement maintenance programs for boat ramps, wharves and jetties
Review the Port Macquarie-Hastings Urban Growth Management Strategy (UGMS)
Develop and implement programs for the annual maintenance and operations for open spaces and recreational facilities
Undertake scheduled and reactive maintenance programs of all Council owned and leased buildings
Provide, maintain and manage public aquatic facilities
Infrastructure Page 8
5.4.1
Lead Responsibility
Community partners Performance Measures
5.4.1.2 Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
Data provided to Department of Planning and Infrastructure and communicated to the Port Macquarie-Hastings community by 30 December 2014
5.4.1.3 Strategic Land Use Planning
State/Federal Govts, community groups
Communication of proposed Port Macquarie-Hastings planning priorities to the NSW Department of Planning & Infrastructure by 30 December 2014
5.4.1.4 Strategic Land Use Planning
State/Federal Govts, community groups
1. Report to Council regarding a planning proposal for stage 1 LEP and DCP amendments in accordance with adopted Sancrox Structure plan by December 20142. Exhibition of draft LEP, DCP and any planning agreements completed and reported to Council by 30 June 2015
5.4.1.5 Strategic Land Use Planning
State/Federal Govts, landowners, business and community groups
1. Draft planning proposal reported to Council by August 20142. Exhibition of draft LEP, DCP and any planning agreements completed and reported to Council by December 20143. LEP finalised by April 2015
5.4.1.6 Strategic Land Use Planning
1. Preliminary consultation with landowners and report to Council by August 20142. Exhibition of draft planning proposal and report to Council by December 2014 3. Finalise LEP by 28 February 2015
Check land development activity to ensure there is sufficient and suitable land for major development types for the future
Undertake community consultation and provide input to the state government review of the Mid North Coast Regional Strategy
Finalise structure plan and proceed with any proposed preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) provisions for the Greater Sancrox area
Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments for the South Lindfield urban release area
Plan settlements to accommodate a range of compatible land uses that meets projected population growth for new and existing developments (cont.)
Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments based on State approvals for development in Precinct C of the Lake Cathie/Bonny Hills Urban Release Area
Infrastructure Page 9
5.4.2
Lead Responsibility
Community partners Performance Measures
5.4.2.1 Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
DCP provisions prepared and reported to Council for the North Oxley (east) neighbourhood by December 2014. DCP provisions adopted by 30 May 2015
5.4.2.2 Strategic Land Use Planning
State/Federal Govts, landowners, business and community groups
1. Draft LEP and DCP provisions reported to Council by July 20142. Finalisation of LEP and DCP amendments by June 2015
5.4.2.3
5.4.2.4 Strategic Land Use Planning
Preparation of report to Coucnil following exhibition of draft Plan by December 2014. Finalisation by 30 May 2015
5.4.3
Lead Responsibility
Community partners Performance Measures
5.4.3.1 Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
Staged LEP amendment completed and reported to Council by April 2015. LEP finalised by 30 June 2015
5.4.3.2 Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
Staged DCP amendment completed and reported to Council by 30 April 2015
Undertake staged review of the Development Control Plan policy, having regard to relevant legislation including review of car parking provisions
Review the planning framework for decisions regarding land use and development
Activity associated with this number conducted in 2013 - 2014
Review implementation and neighbourhood planning for Thrumster (Area 13) and amend the Local Environmental Plan (LEP) and Development Control Plan (DCP) accordingly
Review relevant development incentive opportunities for Port Macquarie CBD fringe
Preparation of an urban design study, including draft Local Environmental Plan (LEP)/Development Control Plan (DCP) recommendations, for the Gordon St (east)/Lord St/Town Beach Precinct, Port Macquarie
Undertake staged administrative reviews of Port Macquarie - Hastings Local Environmental Plan 2011
Review planning instruments and strategies to ensure currency and facilitate sustainable development outcomes whilst acknowledging the impact on community affordability
Infrastructure Page 10
5.4.3
Lead Responsibility
Community partners Performance Measures
5.4.3.3 Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
Preparation of support studies and draft planning proposal by December 2014. Exhibition and review report to Council by April 2015. Finalise LEP by 30 June 2015
5.4.3.4 Strategic Land Use Planning
Report to Council regarding staged program of works to adapt to changes to NSW planning legislation by August 2014. Stage 1 review works by 30 June 2015
5.4.3.5 Strategic Land Use Planning
1. Consultation with landowners and investigations report to Council by December 20142. Draft Structure Plan reported to Council by 30 June 2015
5.5.1
Lead Responsibility
Community partners Performance Measures
5.5.1.1 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.1.1 (a)
5.5.1.1 (b)
5.5.1.1 (c)
5.5.1.1 (d)
Undertake preconstruction/design activities for water supply assets including:
Plan, investigate, design and construct water supply assets
Future Designs - Water Supply - $100,000
Granite Street No.2 20ML Reservoir - Investigations and tender documentation for construction of additional 20ML reservoir for construction 2015-2017 - $500,000
Koree WPS No.1 Renewal - Koree No 1 Water Pumping station renewal - $500,000
O'Briens Dam Rehabilitation works - $100,000
Implement NSW Planning legislation reforms
Prepare a Structure Plan for the proposed Future Urban Release Area to the west of Wauchope
Review the planning framework for decisions regarding land use and development (cont.)
Undertake staged and prioritised site-specific amendments to Port Macquarie-Hastings Local Environmental Plan (LEP) 2011
Infrastructure Page 11
5.5.1
Lead Responsibility
Community partners Performance Measures
5.5.1.1 (e)
5.5.1.1 (f)
5.5.1.1 (g)
5.5.1.2 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.1.2 (a)
5.5.1.2 (b)
5.5.1.3 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.1.3 (a)
5.5.1.3 (b)
5.5.1.3 (c)
5.5.1.3 (d)
5.5.1.3 (e)
Undertake construction of water supply assets including:
Undertake construction/delivery of water supply assets including:
Rosewood Rd Chlorination Plant Replacement - Remedial works of chlorine dosing facility - $100,000
WTP - Wauchope augmentation - Additional treatment capacity at existing Wauchope WTP - $250,000
Southern Arm Trunk Main - Rolling program to construct southern arm trunkmain along Houston Mitchell Drive - $3,000,000
Renewals - Rolling program of renewal of existing live watermains - $800,000
Renewals - Rolling program of customer water meter renewals - $800,000
North Haven to Laurieton Trunkmain & Stingray bridge crossing - Construct rising main along Ocean Drive from North Haven - $470,000
Hastings District Telemetry - Augmentation of Works - $50,000
Installation of new water supply services to residential and business premises, to cater for new development - $400,000
Port Dam emergency booster water pumping station - $200,000
Plan, investigate, design and construct water supply assets (cont.)
Renewals - Rolling program of renewal of existing Water Pumping Stations - $300,000
Infrastructure Page 12
5.5.1
Lead Responsibility
Community partners Performance Measures
5.5.1.3 (f)
5.5.1.3 (g)
5.5.1.3 (h)
5.5.1.3 (i)
5.5.1.3 (j)
5.5.1.4 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.1.4 (a)
5.5.1.4 (b)
5.5.1.4 (c)
5.5.1.4 (d)
Undertake design/construction/delivery of water supply assets including:
Sancrox 20ML Reservoir - service the Sancrox & Area 13 industrial and residential development areas - $3,000,000
Sancrox Area 13 (Trunk Mains Various) - Sancrox Pacific Highway Interchange - $230,000
Water Quality Monitoring - Rolling program of Water quality monitoring assets - $100,000
Renewals and minor works - Rolling program of Asset Renewal - $750,000
Flowmeter Installations & Upgrading - $150,000
Port Dam 33kV Switchgear Upgrade - $300,000
Switchboard Replacement Program - Rolling program to Renew water supply SCA - $150,000
Plan, investigate, design and construct water supply assets (cont.)
Water Supply Technical Instruments - Rolling program to purchase technical instruments/equipment for Water Fund - $70,000
Wauchope Water Treatment Plant membrane replacement - Planned renewal of water filtration membranes - $300,000
Infrastructure Page 13
5.5.2
Lead Responsibility
Community partners Performance Measures
5.5.2.1 Water and Sewer External contractors
1. Plant breakdowns are attended to within 24 hours2. Plants are monitored continuously by electronic means
5.5.2.2 Water and Sewer External contractors
1. Plant breakdowns are attended to within 24 hours2. Plants are monitored continuously by electronic means
5.5.3
Lead Responsibility
Community partners Performance Measures
5.5.3.1 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.3.1 (a)
5.5.3.1 (b)
5.5.3.1 (c)
5.5.3.1 (d)
5.5.3.2
5.5.3.3 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
Activity associated with this number conducted in 2013 - 2014
Operate and maintain water treatment plants in accordance with adopted maintenance programs and scheme requirements
Develop and implement the annual maintenance and preventative works program for water assets
Undertake preconstruction/design activities for sewerage assets including:
Plan, investigate, design and construct sewerage assets
Operate and maintain sewerage treatment plants in accordance with environmental licences, adopted maintenance programs and scheme requirements
Undertake construction/delivery of sewerage assets including:
Camden Haven Sewerage Pump Station 22 Power Supply Upgrade - Power supply upgrade - $150,000
Future Designs - Sewerage Services - $100,000
Port Macquarie Reclaimed Water Treatment Plant upgrade for growth - $750,000
Upgrade Camden Haven Sewerage Treatment Plant Effluent Pump Station and Reticulation Main - $500,000
Infrastructure Page 14
5.5.3
Lead Responsibility
Community partners Performance Measures
5.5.3.3 (a)
5.5.3.3 (b)
5.5.3.3 (c)
5.5.3.3 (d)
5.5.3.3 (e)
5.5.3.4 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.3.4 (a)
5.5.3.4 (b)
5.5.3.4 (c)
5.5.3.4 (e)
5.5.3.4 (f)
5.5.3.4 (g)
5.5.3.4 (h)
Port Macquarie Sewerage Treatment Plant - Dewater effluent ponds 1 & 2 to comply with EPA commitments - $200,000
Electrical Sewerage Treatment Plant asset replacement - Rolling program of electrical asset replacement - $100,000
Mechanical STP Asset Replacement - Rolling program of mechanical asset replacement - $200,000
Odour Control Installations - $100,000
Undertake design/construction/delivery of sewerage assets including:
Sewer Pump Replacement Program - Rolling program of replacement of Older Pumps at Sewerage Pumping Stations - $200,000
Sewer Rehabilitation - Rolling program of renewal/rehabilitation of reticulation pipelines - $900,000
Sewer Relining Works - Programs to reline sewer pipelines - $200,000
Thrumster RW Interim supply Rising Main to Thrumster Reservoir - $500,000
Purchase of trailer mounted 400KVa genset - $110,000
Camden Haven upgrade and upsize mains and pump stations - $720,000
Plan, investigate, design and construct sewerage assets (cont.)
Minor Extensions - Non programmed works that require the extension of the Sewer System to serve rated properties - $250,000
Replacement of Sewer SCADA application and computer hardware including PLCs at STPs where required - $327,000
Infrastructure Page 15
5.5.3
Lead Responsibility
Community partners Performance Measures
5.5.3.4 (i)
5.5.3.4 (j)
5.5.3.4 (k)
5.5.4
Lead Responsibility
Community partners Performance Measures
5.5.4.1
5.5.5
Lead Responsibility
Community partners Performance Measures
5.5.5.1
5.5.5.2
Activity associated with this number conducted in 2013 - 2014
Activity associated with this number conducted in 2013 - 2014
Develop and implement the annual maintenance and preventative works program for sewerage assets
Deliver water and sewerage supply services to ensure public health and safety and environmental protection
Switchboard replacement program - Rolling program of replacement of older electrical switchboards at sewer pump stations - $150,000
Technical Instruments - Rolling program of purchases of Technical Instruments/Equipment - $10,000
Activity associated with this number conducted in 2013 - 2014
Small Towns Sewerage Program - Provision of centralised sewerage systems for Council's village areas - $4,900,000
Plan, investigate, design and construct sewerage assets (cont.)
Infrastructure Page 16
5.5.5
Lead Responsibility
Community partners Performance Measures
5.5.5.3 Water and Sewer 1. Main breaks are attended to immediately, residents are notified of potential interruptions, call centre notified if required2. 100% of complaints/requests reported as CRM's and dealt with in accordance with the adopted service standard3. Pumping stations and reservoir levels monitored electronically 100% of the time4. For interruptions to service delivery, residents and call centre are notified during next available working hours
5.5.5.4 Water and Sewer 1. Monitoring of seepage from dam structure and pore pressures within dam wall recorded as per ANCOLD recommendations. All readings compiled in graphical form2. Inspections undertaken on dam structures in accordance with ANCOLD recommendations3. Dam safety emergency plan updated annually, annual high accuracy surveys undertaken on dam walls to determine movement
Operate the water supply network to ensure public health and safety
Maintain and operate storage dams in accordance with Australian National Committee On Large Dams (ANCOLD) guidelines
Deliver water and sewerage supply services to ensure public health and safety and environmental protection (cont.)
Infrastructure Page 17
5.5.5
Lead Responsibility
Community partners Performance Measures
5.5.5.5 Water and Sewer 1. Nil reportable incidents relating to the operation of the sewerage network2. 100% of complaints/requests reported as CRM's and dealt with in accordance with the adopted service standard3. Pumping stations monitored electronically 100% of the time4. 100% of industrial discharges to sewer meets conditions of trade waste policy
5.5.6
Lead Responsibility
Community partners Performance Measures
5.5.6.1 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.6.1 (a)
5.5.6.2
5.5.6.3 Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
Activity associated with this number conducted in 2013 - 2014
Undertake construction/delivery of stormwater assets including:
Undertake preconstruction/design activities for stormwater assets including:
Plan investigate, design and construct stormwater assets
Stormwater remediation designs - $10,000
Operate the sewerage network to ensure service delivery meets public health and safety requirements
Deliver water and sewerage supply services to ensure public health and safety and environmental protection (cont.)
Infrastructure Page 18
5.5.6
Lead Responsibility
Community partners Performance Measures
5.5.6.3 (a)
5.5.6.3 (b)
5.5.6.4 Infrastructure Delivery
1. Completed within approved budget2. Completed within approved timeframe
5.5.6.4 (a)
5.5.7
Lead Responsibility
Community partners Performance Measures
5.5.7.1 Transport and Stormwater Network
1. Maintenance works completed in accordance with the approved program budgets
2. Maintenance works completed in accordance with the approved program timeframes
Undertake stormwater maintenance and repairs program including inspections, cleaning and clearing and minor drainage remediation/improvements
Develop and implement the annual maintenance and preventative works program for stormwater assets
Undertake design/construction/edlivery of stormwater assets including:
Stormwater Remediation - Batar Creek Road System Kendall Stage 2 - Stormwater Drainage Remediation works to catchment - $90,000
Stormwater Remediation - Continuation of remediation at Skyline Terrace/Ocean Drive Bonny Hills - $45,000
Stormwater remediation works - $50,000
Plan investigate, design and construct stormwater assets (cont.)