Port Macquarie-Hastings Council
DRAFT ONE YEAR OPERATIONAL PLAN
2014 - 2015
Message from the General Manager 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. 2
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)
Organisational Structure Council
GENERAL MANAGER (Acting) Craig Swift-McNair Governance and Executive Services Business Improvement Office
INFRASTRUCTURE and ASSET MANAGEMENT Director, Jeffery Sharp
Assets Systems Transport and Stormwater Management Water Sewer Recreation and Buildings Infrastructure Delivery Engineering Trade Services GIS
COMMUNITY and ORGANISATIONAL DEVELOPMENT Director, Lesley Atkinson
DEVELOPMENT and ENVIRONMNENT Director, Matt Rogers
COMMERCIAL SERVICES and INDUSTRY ENGAGEMENT Director, Craig Swift-McNair
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
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Councillor profiles
Mayor Peter Besseling Communication, Government and Community Relations
Cr Lisa Intemann
Events and Tourism
Roads and Infrastructure
Deputy Mayor Cr Adam Roberts
Cr Justin Levido
Glasshouse
Major Projects
Commerce, Industry and Higher Education
Cr Geoff Hawkins
Cr Trevor Sargeant
Finance and Governance
Future Planning
Cr Sharon Griffiths Organisational Efficiency and IT
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Cr Michael Cusato
Cr Rob Turner
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
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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 Parks Water supply Sewerage services Planning and building control Swimming pools Bushfire & tree management Companion animal control
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Economic development Community development Waste management Beaches & lifeguards Natural resource management Libraries Airport Crematorium/Cemeteries The Glasshouse
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.
Budget Statement
Expenses from continuing operations $151,199,630
2014 - 2015 Operational Plan 2014 - 2015 Original Budget Operating Activities Movements Income from continuing operations Rates & Annual Charges User Charges & Fees Interest Received Grants & Contributions Other Operating Receipts Expenses from continuing operations Employee Costs Materials & Contracts Depreciation Interest Paid Other Operating Payments Loss on Disposal of Assets
(80,456,282) (27,061,240) (4,933,250) (50,906,925) (4,667,247)
Loss on Disposal of Assets 2%
Employee Costs 29%
43,775,984 38,960,209 47,119,101 6,187,888 11,956,448 3,200,000
Operating result from continuing operations
(16,825,314)
Restricted Asset Movements Restricted asset movements receipts Transfer from Restricted Assets Restricted asset movements payments Transfer to Restricted Assets
(38,998,497)
Net Revenues Used/(Provided) in Restricted Assets
(14,726,631)
24,271,866
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 Financing activities payments Repayments of Borrowings & Advances
(7,500,000)
Net Revenues Used/(Provided) in Financing Activity
Interest Paid 4%
Other Operating Payments 8%
-
Materials & Contracts 26%
Depreciation 31%
Income from continuing operations $168,024,944 User Charges & Fees 16%
Interest Received 3%
Grants & Contributions 30%
9,349,689 1,849,689
Net Result (Including Depreciation)
50,319,101
Add Back: Non Cash Items Cash Budget (Surplus)/Deficit
50,319,101 -
Rates & Annual Charges 48%
Other Operating Receipts 3% 7
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
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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.
The following is an extract of the planning and providing our infrastructure focus area. This row contains the Delivery Program (DP) objectives that guide what activities are carried out in the one year plan
5.1.1 Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs 5.1.1.1
Lead Responsibility Transport and Stormwater Network, Infrastructure Delivery
Undertake design/preconstruction activities on road and transport assets including:
5.1.1.2
5.1.1.1 Comboyne Road - Undertake Design/Preconstruction - Replacement (a) of bridge over Hartys Creek Id No. 09 - $100,000 5.1.1.1 Gordon Street - Undertake Design/Preconstruction - Horton St to (b) Lake Road - $100,000 5.1.1.1 Miscellaneous design works - $293,616 (c) Number used in 2013-2014 Operational Plan
5.1.1.3
Undertake construction/delivery of roads and transport assets including:
Shading indicates capital works projects/initiatives
This symbol indicates the action is new compared to previous plans
This column is the action Council will undertake in 2014 - 2015
Community partners
Transport and Stormwater Network, Infrastructure Delivery
These columns list the Council section responsible for the action and any community partners who will assist
Performance Measures 1. Completed within approved budget 2. Completed within approved timeframe
1. Completed within approved budget 2. Completed within approved timeframe
How the action will be monitored and measured
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GUIDING PRINCIPLE Ensuring Good Governance
What are we trying to achieve? How do we get there? A collaborative community that works together and recognises opportunities for community participation in decision making that is defined as ethically, socially and environmentally responsible
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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
What will be spent on ensuring good governance? Sources of Income - $51,508,494 Interest Received, $1,935,500 User Charges & Fees, $1,738,848
Grants & Contributions, $7,301,466
Other Operating Receipts, $332,050
Operating Costs - $20,567,522 Information Communicati ons Technology, 3,039,340, 15%
Community Engagement & Planning, 1,102,445, 5%
Human Resources, 1,285,460, 6%
Note: Rating revenue is shown in the
Compliance, 1,834,838, 9% Customer Services Centre, 1,300,780, 6%
Rates & Annual Charges, $40,200,630
Governance, 6,569,108, 32%
Finance, 2,628,051, 13%
Depreciation, 2,807,500, 14%
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1.1.1 Use a variety of tools to engage with the community in a manner that is transparent, effective,
relevant and inclusive Lead Responsibility
Community partners
Performance Measures
1.1.1.1
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
Community Engagement and Planning
1.1.1.2
Community Reference Group provides an effective engagement forum for the community
Community Community 1. Publish (4) quarterly newsletters to the Engagement and Reference Group CRG annually Planning 2. A minimum of two (2) CRG consultation processes undertaken annually
1.1.1.3
Activity associated with this number conducted in 2013 - 2014
1.1.1.4
Create community awareness of Mayoral/Council priorities through various communication channels including: - Mayor column - advertising - social media - direct newsletters
Community Engagement and Planning
Publish a weekly Mayoral message with a minimum of 48 annually
1.1.1.5
Regularly update Council's website to ensure that it meets the needs of the community
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
Undertake a social media campaign to inform more people in the community about Mayor/Council issues
Increase in followers on social media compared to previous year
1.1.1.7
Increase community engagement with the use of PMHCListening as an engagement tool
Community Engagement and Planning Community Engagement and Planning
Governance
1. How often communication channels are used during the year 2. Undertake a survey every two years on communication channel effectiveness
Increased registration of PMHCListening compared to previous year
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1.1.1 Use a variety of tools to engage with the community in a manner that is transparent, effective,
relevant and inclusive (cont.) Lead Responsibility
1.1.1.8
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
Community partners
General Manager's Office
Performance Measures Biennial satisfaction survey conducted
1.1.2 Support community involvement in decision making through education around Council matters
and services Lead Responsibility
1.1.2.1
Use a combination of online, face to face and printed engagement methods to facilitate community involvement in decision making
Community partners
Community Engagement and Planning
Performance Measures Number of engagement activities undertaken during the year and numbers participating
1.2.1 Provide effective leadership that supports the community Lead Responsibility
1.2.1.1
Community partners
Governance and Executive Services
Implement four Councillor Learning and Development Program sessions
Performance Measures Greater than 75% overall attendance during the year
1.3.1 Participate in active alliances with other agencies to make effective decisions that addresses the
needs of our community Lead Responsibility
Community partners
Performance Measures
1.3.1.1
Participate in strategic alliances and groups with other NSW Councils
General Manager's Office
Number of alliance meetings attended
1.3.1.2
Undertake collaborative opportunities to improve efficiencies and resource sharing
General Manager's Office
Number of opportunities undertaken during the year
1.3.1.3
Attend quarterly meetings with state and federal Members of Parliament
General NSW Quarterly meetings (4) with State and Manager's Office Government Federal members Local businesses
Governance
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1.4.1 Engage with the community on impacts and changes of operations Lead Responsibility
1.4.1.1
Produce and submit the Annual Report to meet the Local Government Act requirements
1.4.1.2
Report progress on the implementation of the 2013-2017 Delivery Program
1.4.1.3
Review the Legislative Compliance Register
1.4.1.4
Produce annual Government Information Public Access (GIPA) Report and submit to Office of the Information Commissioner (OIC)
1.4.1.5
Report of Code of Conduct Complaints
1.4.1.6
Undertake an annual program with the community on how to engage with Council
1.4.1.7
Undertake development of annual Operational Plan
Community partners
Performance Measures
Community Engagement and Planning Community Engagement and Planning Governance and Executive Services Governance and Executive Services
Annual Report adopted by Council and submitted to DLG no later than 30 November Progress report on achievement of Delivery Program is provided to Council on a 6 monthly basis Annual review undertaken and presented to Council no later than 30 June
Governance and Executive Services Community Engagement and Planning Community Engagement and Planning
Report prepared annually and presented to Council no later than 31 December
GIPA Annual Report submitted to Office of Information Commissioner no later than 30 June
An annual program on how to engage with Council is delivered An annual Operational Plan is adopted no later than 30 June
1.4.2 Manage Council’s financial assets, provide accurate, timely and reliable financial information for
management purposes and provide plain English community reporting Lead Responsibility
1.4.2.1
Monitor and report on Council’s financial position in accordance with Local Government Act requirements
Financial Services
1.4.2.2
Manage Council’s investment portfolio to optimise investment returns within policy, the Local Government Act and Regulations
Financial Services
Governance
Community partners
Performance Measures Three (3) Quarterly Budget Review Statements submitted to Council and one (1) Annual report 1. Investment return to exceed Department of Local Government (DLG) benchmark 2. Investment report tabled at Council meeting on a monthly basis
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1.4.2 Manage Council’s financial assets, provide accurate, timely and reliable financial information for
management purposes and provide plain English community reporting (cont.) Lead Responsibility
Community partners
Performance Measures
1.4.2.3
Accurately complete and submit on time all statutory financial reports and returns
Financial Services
1. Financial Statements prepared by 30 September 2. Audited Financial Statements lodged with the DLG by 30 November
1.4.2.4
Develop annual budget and review the Long Term Financial Plan
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
Develop Generation 1 Asset Management Plans for each of Council's 20 Asset Groups as identified in the Asset Management Strategy
Assets and Systems
1.4.2.6
Prepare monthly financial reports for Council
Financial Services
All sections of Council
Project completed by 30 June 2015
Present 10 monthly financial reports to Council (excl July & January)
1.4.3 Build trust and improve Council's public reputation through transparency and accountability Lead Responsibility
1.4.3.1
Coordinate lodgement of Annual Disclosure of Interest Returns
1.4.3.2
Review the Payment of Expenses and Provision of Facilities for Councillors Policy
Governance
Governance and Executive Services Governance and Executive Services
Community partners
Performance Measures Annually update Disclosure Register by 30 September 1. Policy reviewed and adopted by 1 November 2. Submit to DLG by 1 December
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1.4.3 Build trust and improve Council's public reputation through transparency and accountability
(cont.) Lead Responsibility
Community partners
Performance Measures
1.4.3.3
Report on Public Interest Disclosures (PID)
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
Submit annual performance reporting for the water and sewer business to NSW Office of Water for benchmarking comparisons
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 Promote the visibility and profile of councillors through improved access by the community Lead Responsibility
Community partners
Performance Measures
1.4.4.1
Conduct two off-site council meetings
Governance and Executive Services
Two (2) off-site Council meetings held during the year
1.4.4.2
Coordinate civic events
General Manager's Office
Two (2) civic events held by the 30 June
1.4.4.3
Undertake the listening and engaging with the community program
General Manager's Office
Minimum of four (4) visits per annum
Governance
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1.5.1 Address community needs with a transparent, responsive, efficient and effective organisation that
is customer focused, and aspires to deliver best practice service Lead Responsibility
Community partners
Performance Measures
1.5.1.1
Deliver high quality customer interactions through the Customer Service Centre and Call Centre
Community Engagement and Planning
Greater than 75% of customer initial interaction is dealt with at first point of contact
1.5.1.2
Deliver high quality customer interactions at the Call Centre and within service level standards
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
Monitor compliance with the Customer Experience Charter in responding to written customer inquiries (mail or email) within service level standards
1.5.1.4
Implement the Customer Experience Charter and customer service policy in responding to customer inquiry phone calls within service level standards
1.5.1.5
Review and evaluate referrals, compliments and complaints on an annual basis
1.5.1.6
Establish and implement an effective business and industry inquiry management system
1.5.1.7
Actively seek grant funding opportunities to maximise delivery of Council priorities
1.5.1.8
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
Community Engagement and Planning Community Engagement and Planning Community Engagement and Planning Economic Development General Manager's Office
Service level compliance monitored annually
General Manager's Office, Economic Development
Positive business feedback - based on customer survey
Service level compliance monitored annually Reports provided to Council on an annual basis by 30 September Positive business feedback - based on customer survey Number of grants sought
1.5.2 Provide and maintain efficient and effective information management systems that are accessible,
user friendly and meets community and organisation requirements Lead Responsibility
1.5.2.1
Activity associated with this number conducted in 2013 - 2014
1.5.2.2
Activity associated with this number conducted in 2013 - 2014
Governance
Community partners
Performance Measures
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1.5.2 Provide and maintain efficient and effective information management systems that are accessible,
user friendly and meets community and organisation requirements (cont.)
1.5.2.3
Activity associated with this number conducted in 2013 - 2014
1.5.2.4
Provide Geographical Information Systems (GIS) to the organisation and to the community in a timely and effective manner
Lead Responsibility
Community partners
Assets and Systems
NSW Govt (Land <5 complaints received relating to GIS & Property data accuracy as captured in the CRM Information) system
Performance Measures
1.5.2.4 (a) Aerial Photography - Purchase of Aerial Photography for Urban areas and whole Local Government area for use in GIS system - $45,000
1. Completed within approved budget 2. Completed within approved timeframe
1.5.2.4 (b) Review of GIS System - Options analysis of the latest technology and practices to maintain the current level of service to the organisation - $100,000
1. Completed within approved budget 2. Completed within approved timeframe
1.5.2.5
Annual replacement of Printers, Servers, PC's, Routers, Software & Photocopiers - $814,100
1. Completed within approved budget 2. Completed within approved timeframe
1.5.2.6
Asset Management System - Continued implementation of Authority Asset Management System $50,000
1. Completed within approved budget 2. Completed within approved timeframe
1.5.3 Ensure ratepayer value for money through continuous improvement in quality, effectiveness and
efficiency of delivery of Council services
1.5.3.1
Ensure efficient processing of development applications (DA), construction certificates and complying development certificates
1.5.3.2
Activity associated with this number conducted in 2013- 2014
Governance
Lead Responsibility
Community partners
Development Assessment
State Govt Northern Joint Regional Planning Panel
Performance Measures 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
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1.5.3 Ensure ratepayer value for money through continuous improvement in quality, effectiveness and
efficiency of delivery of Council services (cont.) Lead Responsibility
Community partners All sections of Council
1.5.3.3
Implement the Workforce Management Plan to deliver the 2013 - 2017 Resource Strategy ensuring Council has the workforce needed to deliver its planned work
Employee Engagement
1.5.3.4
Work across the organisation to facilitate Business Process Improvement through the delivery of services review project
1.5.3.5
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
Business Improvement Office Financial Services
Performance Measures 1. Increase the proportion of young people and traineeships compared to previous year 2. Transition to retirement program implemented Undertake review of 10 services per annum 20 Financial accountability outcomes are successfully achieved
1.5.4 Use procurement, tendering and purchasing approaches that provide best value to the community Lead Responsibility
Community partners
Commercial and Business Services
1.5.4.1
Implement and monitor the Procurement Strategy action items
1.5.4.2
Plant Purchases and Disposals - Plant purchases in line with the plant replacement program $2,242,000
Performance Measures 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. Completed within approved budget 2. Completed within approved timeframe
1.5.5 Ensure there is appropriate management of risk for Council and the community Lead Responsibility
1.5.5.1
Governance and Executive Services
Review the Corporate Risk Register
Governance
Community partners
Performance Measures Review the risk register on a quarterly basis and report results to the Audit Committee
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1.5.6 Create a workplace that reflects Human Resources current best practice Lead Responsibility
Community partners
Performance Measures
1.5.6.1
Effectively manage our workforce to engage, develop and retain high quality staff
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
Provide developmental opportunities to ensure our people have the skills to do their jobs well
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
Deliver worker health and safety services to Council's workforce
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
Improve our performance against the targets set in the Equal Employment Management Plan
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
Governance
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1.5.6 Create a workplace that reflects Human Resources current best practice (cont.) Lead Responsibility ICT
Community partners
Performance Measures 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
1.5.6.5
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
1.5.6.6
Furniture Replacement Programme - Replacement of Furniture at Council Offices - $20,000
1. Completed within approved budget 2. Completed within approved timeframe
1.5.6.7
Office Furniture - Purchase/cost furniture & Fittings - $32,200
1. Completed within approved budget 2. Completed within approved timeframe
1.5.6.8
Printing equipment - Replacement of Drill and Folder - $22,500
1. Completed within approved budget 2. Completed within approved timeframe
Governance
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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?
Sources of Income - $1,881,492 Other Operating Receipts, $691,640
Rates & Annual Charges, $53,800
User Charges & Fees, $51,539 Interest Received, $0
Operating Costs - $8,766,551 Recreation, 1,836,498, 21%
Community Development, 1,205,111, 14% Compliance, 903,303, 10%
Grants & Contributions, $1,192,113
Library, 1,826,572, 21% Emergency Services, 1,390,067, 16%
Depreciation, 1,605,000, 18%
2.1.1 Provide leadership in implementing safety initiatives Lead Responsibility
Community partners
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
Performance Measures
2.1.1.1
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
2.1.1.2
Activity associated with this number conducted in 2013- 2014
2.1.1.3
Activity associated with this number conducted in 2013- 2014
2.1.1.4
Manage and deliver Council lifeguard services
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
Review the alcohol-free zone in the CBD every 4 years
Community Development
NSW Police, Community groups, Businesses
Review completed and reported to Council
2.1.1.6
Activity associated with this number conducted in 2013- 2014
2.1.1.7
Implement the actions in the 2010â&#x20AC;&#x201C;2015 Crime Prevention Strategy through the placemaking initiatives
Community Development
NSW Police, Community groups, Businesses
Number of actions implemented
People
Page 1
2.1.2 Advocate for, support and coordinate emergency management services Lead Responsibility
Community partners
Performance Measures
2.1.2.1
Activity associated with this number conducted in 2013- 2014
2.1.2.2
Implement Council actions included within the Local Government Area Bushfire Risk Management Plan in relation to Council owned and managed land
Recreation and Buildings
Rural Fire Service Risk Management Plan actions for current financial year implemented
2.1.2.3
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
Recreation and Buildings
BFMC, Landcare, Rural Fire Service, NSW Fire and Rescue, Local Aboriginal Land Council, Crown Lands, National Parks
2.1.2.4
Deliver bushfire preparedness and planning educational programs to the community
Recreation and Buildings
BFMC, Landcare, Two programs delivered Rural Fire Service, NSW Fire and Rescue
2.1.2.5
Bushfire Equipment Issues - Supply of rural fire service catalogue equipment items for fire fighting and training to rural fire brigades - $145,000
1. Completed within approved budget 2. Completed within approved timeframe
2.1.2.6
Bushfire Tanker/Vehicle Purchases - Provision of a new bushfire tankers/vehicles - $350,000
1. Completed within approved budget 2. Completed within approved timeframe
People
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
Page 2
2.1.3 Implement inspection, compliance and education practices that ensure acceptable levels of public and environmental health; meet building and fire safety standards Lead Responsibility
Community partners
Dept of Planning, 1. Greater than 80% of building-related NSW Fire Brigade 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 Environmental Protection Authority
2.1.3.1
Monitor and take action as appropriate to ensure compliance with development approvals and building standards, including fire and swimming pool safety requirements
Compliance
2.1.3.2
Monitor and take action as appropriate to ensure compliance with environmental standards in relation to issues such as noise, water, land and air pollution
Compliance
2.1.3.3
Monitor and take action as appropriate to ensure compliance with on-site sewage management requirements
Compliance
Performance Measures
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
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
Monitor and take action as appropriate to ensure compliance with public health standards, including Compliance food health
People
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
Page 3
2.1.3 Implement inspection, compliance and education practices that ensure acceptable levels of public and environmental health; meet building and fire safety standards (cont.) 2.1.3.5
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
Lead Responsibility
Community partners
Performance Measures
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
Provide a safe water supply in accordance with Australian Drinking Water Quality Guidelines
Water and Sewer NSW Govt, NSW 1. Daily testing and monitoring program Dept Health 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
Maintain NATA Corporate Accrediation at the Environmental Laboratory
Environmental Laboratory
NATA Corporate Accreditation maintained
2.1.3.8
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
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
People
Page 4
2.2.1 Build capacity in the community to support young people Lead Responsibility
2.2.1.1
Provide a range of youth-focused programs / forums to provide opportunites for young people to learn and develop through placemaking initiatives
2.2.1.2
Activity associated with this number conducted in 2013 - 2014
2.2.1.3
Undertake skills building activities with young Aboriginal people
Community partners
Community Development
Performance Measures Number of opportunities provided
Community Development
Local Aboriginal Land Councils
Lead Responsibility
Community partners
Community Development
NSW Health, community groups
Lead Responsibility
Community partners
1. Two (2) skills building activities undertaken by 30 June 2. Activities completed on time and budget
2.3.1 Advocate, support and/or implement wellness and healthy lifestyles in accordance with the 20132017 social strategy
2.3.1.1
Activity associated with this number conducted in 2013 - 2014
2.3.1.2
Advocate on the social impacts identified through the placemaking initiative for the local communities in the LGA
Performance Measures
Number of advocacy activities undertaken
2.4.1 Work with community groups to build capacity on social justice issues
2.4.1.1
Activity associated with this number conducted in 2013 - 2014
2.4.1.2
Identify through a placemaking approach the initiatives that each community wishes to address and Community Development use the placemaking program to implement
People
Community and Govt Agencies
Performance Measures
1. Number of initiatives identified 2. Number of grants applied for and successfully given out
Page 5
2.4.1 Work with community groups to build capacity on social justice issues (cont.) Lead Responsibility
Community partners
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
Performance Measures
2.4.1.3
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
2.4.1.4
Activity associated with this number conducted in 2013 - 2014
2.4.1.5
Activity associated with this number conducted in 2013 - 2014
2.4.1.6
Activity associated with this number conducted in 2013 - 2014
2.4.1.7
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
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
Provide a Grants Program which assists the community to deliver projects which contribute to a sense of place
Community Development
Community Groups
Number of grants applied for and successfully given out
Lead Responsibility
Community partners
Performance Measures
2.5.1 Provide sponsorship and expertise to community groups that coordinate social and community events 2.5.1.1
Activity associated with this number conducted in 2013 - 2014
2.5.1.2
Activity associated with this number conducted in 2013 - 2014
2.5.1.3
Activity associated with this number conducted in 2013 - 2014
People
Page 6
2.5.1 Provide sponsorship and expertise to community groups that coordinate social and community events (cont.) 2.5.1.4
Undertake programs, activities and events that focus on better outcomes and inclusion of the Aboriginal and Torres Strait Islander community
2.5.1.5
Activity associated with this number conducted in 2013 - 2014
2.5.1.6
Activity associated with this number conducted in 2013 - 2014
2.5.1.7
Activity associated with this number conducted in 2013 - 2014
2.5.1.8
Coordinate the ANZAC Centenary to be held 25 April 2015
Lead Responsibility
Community partners
Community Development
Bearlay Interagency Local Aboriginal Land Councils
Community Development
Engage our community through a variety of events that bring the community together and provide a Community Development platform for engagement. These events are completed on time and on budget
People
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
Coordination of Council involvement in ANZAC Centenary 1. Completed within approved budget 2. Completed within approved timeframe
2.5.1.8 (a) World War 1 and ANZAC Commemorations - Construction of Artworks and Gardens $43,856 2.5.1.9
Performance Measures
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
Page 7
2.5.2 Facilitate, support and/or advocate for cultural and heritage education within the community Lead Responsibility
2.5.2.1
Activity associated with this number conducted in 2013 - 2014
2.5.2.2
Through the placemaking initiative work with the local communities on activities and events that focus on Heritage and Culture
2.5.2.3
Activity associated with this number conducted in 2013 - 2014
2.5.2.4 2.5.2.5
Activity associated with this number conducted in 2013 - 2014 Provide a readily accessible liaison point for the community on heritage and cultural issues
Community partners
Performance Measures
Community Development
Number of heritage and cultural activities and events undertaken
Community Development
Community requests are responded to within 10 working days
2.6.1 Work with rural communities to identify, evaluate and address community needs
2.6.1.1
Participate in the rural communities networks
Lead Responsibility
Community partners
Community Development
State Govt Other LGA's
Lead Responsibility
Community partners
Performance Measures
Community Development
Youth Hub, Community groups
Work with Youth Network to promote and increase support for Youth activities in the Local Government Area
Performance Measures 1. Six (6) rural network meetings attended by 30 June 2. Issues arising from meetings directed appropriately 100% of the time
2.6.2 Create access to community facilities that allow a range of social, health and wellbeing activities
2.6.2.1
Activity associated with this number conducted in 2013 - 2014
2.6.2.2
Activity associated with this number conducted in 2013 - 2014
2.6.2.3
Activity associated with this number conducted in 2013 - 2014
2.6.2.4
Activity associated with this number conducted in 2013 - 2014
2.6.2.5
Activity associated with this number conducted in 2013 - 2014
2.6.2.6
Undertake programs, activities and events that focus on Youth and Youth Services
People
Page 8
2.6.2 Create access to community facilities that allow a range of social, health and wellbeing activities (cont.) Lead Responsibility
Community partners
Performance Measures
2.6.2.7
Activity associated with this number conducted in 2013 - 2014
2.6.2.8
Identify place making opportunities and work with the community to implement these to create vibrant resilient places that are valued by their community
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
Provide access for all to community facilities and activities
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
1. Completed within approved budget 2. Completed within approved timeframe
2.6.2.10 Flynns Beach Disability Access - Purchase Beach Wheelchair - $3,700
2.7.1 Encourage and build capacity for community groups to be active, successful, sustainable and support growth of volunteer base Lead Responsibility
2.7.1.1
Activity associated with this number conducted in 2013 - 2014
2.7.1.2
Activity associated with this number conducted in 2013 - 2014
2.7.1.3
Activity associated with this number conducted in 2013 - 2014
2.7.1.4
Activity associated with this number conducted in 2013 - 2014
People
Community partners
Performance Measures
Page 9
2.7.1 Encourage and build capacity for community groups to be active, successful, sustainable and support growth of volunteer base (cont.) Lead Responsibility
Community partners
Performance Measures
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/reservebased events from previous year
Community Groups
1. Three ceremonies presenting Australia Day awards 2. Wayne Richards Scholorship nominations and presentation 3. Volunteer Awards presented
2.7.1.5
Manage parks, reserves, beaches and sports fields allocation for events and community use
2.7.1.6
Organise and present Community Awards that recognise and celebrate excellence in the community Community Development
2.7.1.7
Deliver a memorial seats program
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
Conduct promotional activities to encourage the use of parks and recreational facilities and bushland areas
Recreation and Buildings
State/Federal Govts
Number of promotional activities to be undertaken by 30 June
Lead Responsibility
Community partners
Performance Measures
2.8.1 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 2.8.1.1
Activity associated with this number conducted in 2013 - 2014
2.8.1.2
Activity associated with this number conducted in 2013 - 2014
2.8.1.3
Activity associated with this number conducted in 2013 - 2014
2.8.1.4
Artworks Restoration/Acquisition - Expand artwork collection - $14,400
People
1. Completed within approved budget 2. Completed within approved timeframe
Page 10
2.9.1 Provide a range of sporting and recreational opportunities Lead Responsibility
2.9.1.1
Activity associated with this number conducted in 2013 - 2014
2.9.1.2
Manage the Mayor's Sporting Fund to promote and support athletes and sporting people
Community partners
Community Development
Performance Measures
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 Plan and deliver innovative Library Services that cater for new technology and growth areas
2.9.2.1
Provide a range of library programs and lending services across the local government area
2.9.2.1 (a) Library Furnishings, Fittings & Equipment - Update Computer Equipment, Photocopiers, Additional Shelving & Trolleys - $26,400
People
Lead Responsibility
Community partners
Community Development
NSW State 1. Circulation figures within 10% of Library, Kempsey previous year’s Council 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
Performance Measures
1. Completed within approved budget 2. Completed within approved timeframe
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2.9.2 Plan and deliver innovative Library Services that cater for new technology and growth areas (cont.) Lead Responsibility
Community partners
Performance Measures
2.9.2.1 (b) Library Local Priority Grant - $60,000
1. Completed within approved budget 2. Completed within approved timeframe
2.9.2.1 (c) Purchase of Library Books - $249,500
1. Completed within approved budget 2. Completed within approved timeframe
2.9.2.2
Activity associated with this number conducted in 2013 - 2014
2.9.2.3
Provide access to a range of online library services
2.9.2.4
Activity associated with this number conducted in 2013 - 2014
Community Development
People
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
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FOCUS AREA Helping our community prosper
What are we trying to achieve? How do we get there? The Port Macquarie-Hastings region is able to thrive through access to a range of educational, employment and business opportunities.
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
What will we spend on helping our community prosper? Sources of Income - $7,486,588
Grants & Contributions, $13,000
Other Operating Receipts, $1,206,492
Rates & Annual Charges, $592,953
Operating Costs - $12,901,132 Interest Received, $0
The Glasshouse, 4,278,698, 33%
Airport, 2,690,019, 21%
Major Events, 743,238, 6%
User Charges & Fees, $5,674,143
Economic Development, 1,980,709, 15%
Depreciation, 2,360,000, 18%
Crematorium & Cemeteries, 848,468, 7%
3.1.1 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
3.1.1.1
Activity associated with this number conducted in 2013 - 2014
3.1.1.2
Develop an Education and Training Industry Advocacy Plan
Lead Responsibility
Community partners
Economic Development
Economic Development of plan underway by 30 Development June 2015 Steering Group, Education and training Industry Stakeholders
Lead Responsibility
Community partners
Business and Feedback from bi-annual business survey Industry Networks, Education providers Economic Develop plan by 30 November 2014 Development Steering Group, Construction Industry Stakeholders
Performance Measures
3.2.1 Identify, support and advocate for effective programs that assist the growth of appropriate business and industry Performance Measures
3.2.1.1 Activity associated with this number conducted in 2013 - 2014 3.2.1.2
Work with local business and industry groups to promote business education opportunities
Economic Development
3.2.1.3
Develop a Construction Industry Action Plan
Economic Development
Prosper
Page 1
3.2.1 Identify, support and advocate for effective programs that assist the growth of appropriate business and industry (cont.) Lead Responsibility
Community partners
Economic Develop the plan by 30 November 2014 Development Steering Group, Health, Disability and Aged Care Services Industry, Industry Stakeholders
Performance Measures
3.2.1.4
Develop a Health, Disability and Aged Care Services Industry Action Plan
Economic Development
3.2.1.5
Develop a Manufacturing Industry Action Plan
Economic Development
Economic Develop the plan by 30 November 2014 Development Steering Group, Manufacturing Industry Stakeholders
3.2.1.6
Develop a Transport and Warehousing Industry Action Plan
Economic Development
Economic Develop a plan by 30 November 2014 Development Steering Group, Transport and Warehousing Industry Stakeholders
3.2.1.7
Develop an Agriculture, Forestry and Fisheries Industry Advocacy Plan
Economic Development
Economic Development of plan underway by 30 Development June 2015 Steering Group, Agriculture, Forestry and Fisheries Industry Stakeholders
Prosper
Page 2
3.2.1 Identify, support and advocate for effective programs that assist the growth of appropriate business and industry (cont.) Lead Responsibility
Community partners
Economic Development of plan underway by 30 Development June 2015 Steering Group, Creative Industries Stakeholders
Performance Measures
3.2.1.8
Develop an Creative Industry Advocacy Plan
Economic Development
3.2.1.9
Develop an Electricity Advocacy Plan
Economic Development
Economic Development of plan underway by 30 Development June 2015 Steering Group, Electricity Industry Stakeholders
Economic Development
Economic Development of plan underway by 30 Development June 2015 Steering Group, Small & Home Based Business Stakeholders
Lead Responsibility
Community partners
3.2.1.10 Develop a Small and Home Based Business Advocacy Plan
3.2.2 Develop, manage and maintain Council business units to optimise commercial return and community benefit
3.2.2.1
Increase operating revenue on Council business units being the Airport, Crematorium and Glasshouse
Prosper
Commercial and Business Services
Performance Measures Operating revenue increased by 3% per annum per business unit
Page 3
3.2.2 Develop, manage and maintain Council business units to optimise commercial return and community benefit (cont.) Lead Responsibility
3.2.2.2
Develop new Food, Soil and Water Research Facility (FSWRF) in collaboration with Charles Sturt University (CSU)
Environmental Laboratory
3.2.2.3
Undertake contruction and delivery of improvement works to crematorium and cemetery
Commercial and Business Services
3.2.2.4
Community partners
Performance Measures 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 (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)
Innes Garden Memorial Park - Works associated with Cemetery Expansion - $10,000
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
Implement equipment improvements and repairs for Glasshouse assets 3.2.2.4 (a)
The Glasshouse - Major Lift Repairs - $10,000
1. Completed within approved budget 2. Completed within approved timeframe
3.2.2.4 (b)
The Glasshouse - Plant & Equipment Purchases - $10,000
1. Completed within approved budget 2. Completed within approved timeframe
3.2.2.4 (c)
The Glasshouse - Strategic Business Plan Initiatives - $30,000
1. Completed within approved budget 2. Completed within approved timeframe
Prosper
Page 4
3.2.2 Develop, manage and maintain Council business units to optimise commercial return and community benefit (cont.) Lead Responsibility
3.2.2.4
Performance Measures
Implement equipment improvements and repairs for Glasshouse assets (cont) 3.2.2.4 (d)
3.2.2.5
Community partners
1. Completed within approved budget 2. Completed within approved timeframe
The Glasshouse - Technical Equipment Purchases - $56,000
Implement equipment improvements and repairs for Laboratory 3.2.2.5 (a)
1. Completed within approved budget 2. Completed within approved timeframe
Laboratory Equipment - Purchase of new Laboratory Technical instruments and equipment - $17,400
3.2.3 Facilitate growth in retail and commercial business through the provision of appropriately zoned land that meets the needs of sustainable business
3.2.3.1
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
3.2.3.2
Activity associated with this number conducted in 2013 - 2014
3.2.3.3
Activity associated with this number conducted in 2013 - 2014
3.2.3.4
Activity associated with this number conducted in 2013 - 2014
3.2.3.5
Activity associated with this number conducted in 2013 - 2014
3.2.3.6
Activity associated with this number conducted in 2013 - 2014
3.2.3.7
Activity associated with this number conducted in 2013 - 2014
3.2.3.8
Activity associated with this number conducted in 2013 - 2014
Prosper
Lead Responsibility
Community partners
Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
Performance Measures 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
Page 5
3.2.3 Facilitate growth in retail and commercial business through the provision of appropriately zoned land that meets the needs of sustainable business (cont.) Lead Responsibility
3.2.3.9
Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments to facilitate light industrial development at Houston Mitchell Dve, Lake Cathie
Community partners
Strategic Land Use Planning
Performance Measures 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 Appropriately develop, manage and maintain Councilâ&#x20AC;&#x2122;s property including property sales, acquisitions, road closures, land development and management of community and commercial leases Lead Responsibility
Community partners
Performance Measures
3.2.4.1
Manage Council's community and commercial leases for the most appropriate return to Council and Commercial and Business Services the community
All commercial and community leases current as of 30 June
3.2.4.2
Land Acquisitions - Easements etc - $30,000
1. Completed within approved budget 2. Completed within approved timeframe
3.2.5 Optimise the commercial focus on Councilâ&#x20AC;&#x2122;s property portfolio to deliver improved returns to Council and the community Lead Responsibility
3.2.5.1
Implementation of outcomes from property portfolio paper developed in 2013/2014 detailing future Commercial and Business Services potential of Council owned land
Prosper
Community partners
Performance Measures Implementation of outcomes as identified for financial year are completed by 30 June
Page 6
3.2.6 Optimise the use of appropriately zoned land
3.2.6.1
DCP amendments to Major Innes Road, Charles Sturt University precinct, Public Hospital precinct and Innes Pensula
Lead Responsibility
Community partners
Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
Lead Responsibility
Community partners
Economic Development
Greater Port Secure 2 new major events to our LGA Macquarie each year Tourism Association Board, Destination NSW, North Coast Destination Network, Local Business and Industry Groups
Performance Measures 1. Draft DCP provisions reported to Council by September 2014 2. Report on final draft DCP to Council by December 2014
3.3.1 Maximise, support, facilitate and advocate for major events and conferences to ensure ongoing positive economic and tourism growth 3.3.1.1
Identify opportunities to increase major events held in the Local Government Area (LGA)
Prosper
Performance Measures
Page 7
3.3.2 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 Lead Responsibility
Community partners
Performance Measures
3.3.2.1
Implement Greater Port Macquarie Destination Management Plan to grow our visitor economy
Economic Development
Economic TBA to align with Economic Development Development Strategy KPI's Steering Group, Greater Port Macquarie Tourism Association Board, Destination NSW, North Coast Destination Network
3.3.2.2
Develop marketing collateral that promotes our Local Government Area (LGA) as a great place to live, learn, work, play and invest
Economic Development
Economic Number of new businesses (Australian Development Business Register on entry businesses) Steering Group, increased each year Business and Industry Networks
Prosper
Page 8
3.4.1 Advocate and lobby government for implementation of the National Broadband Network as soon as possible 3.4.1.1
Implement Port Macquarie-Hastings Council's Digital Strategy to maximise use of current technologies and future opportunities for local businesses and industry
Lead Responsibility
Community partners
Economic Development
Federal Key performance indicators achieved in Government, accordance with actions outlined in the local business Digital Strategy and industry groups, Economic Development Steering Group
Lead Responsibility
Community partners
Performance Measures
3.5.1 Develop, manage and maintain Port Macquarie Airport as a key component of the regional transport network and continue to grow the airportâ&#x20AC;&#x2122;s contribution to the regional economy
3.5.1.1
Continue to plan for airport land development as a key driver and provision of revenue streams for Council
Commercial and Business Services
Performance Measures Completion of ongoing planning and feasibility work by 30 June
3.5.1.1 (a)
Port Macquarie Airport Business Precinct Studies - Ongoing studies in relation to the Airport Business Precinct - $100,000
1. Completed within approved budget 2. Completed within approved timeframe
3.5.1.1 (b)
Port Macquarie Airport Environmental Planning - Ongoing planning in relation to the Airport Business Precinct and Airport compliance - $100,000
1. Completed within approved budget 2. Completed within approved timeframe
3.5.1.2
Support, facilitate and advocate for regular public transport airline services at Port Macquarie Airport
3.5.1.3
Activity associated with this number conducted in 2013 - 2014
Prosper
Commercial and Business Services
1. Increase in aircraft movements compared to previous year 2. Increase in passenger numbers compared to previous year
Page 9
3.5.2 Investigate options for the future management and ownership of the Port Macquarie Airport
3.5.2.1
Lead Responsibility
Community partners
Performance Measures
Lead Responsibility
Community partners
Performance Measures
Activity associated with this number conducted in 2013 - 2014
3.5.3 To advocate for a range of high quality, safe and competitive transport services
3.5.3.1
Ensure compliance of airport operational manuals, plans, and standard operating procedures with reulatory and safety requirements
Commercial and Business Services
Review completed by 30 June
3.5.4 Develop partnerships with local and regional business networks to assist in maintaining existing businesses and industry in the region Lead Responsibility
Community partners
Performance Measures
3.5.4.1
Activity associated with this number conducted in 2013 - 2014
3.5.4.2
Support and participate in the Regional Economic Board
Economic Development
Regional Attendance at quarterly Regional Economic Board Economic Board meetings members
3.5.4.3
Advocate the capabilities, products and services of our Region's export ready businesses and suppliers
Economic Development
Economic Inclusion of export ready businesses and Development suppliers in place marketing promotion Steering Group, feedback received on an annual basis Business and Industry Networks
3.5.4.4
Analyse local economic data to identify key trends, opportunities and gaps
Economic Development
Economic Data produced on bi-annual basis Development Steering Group, Business and Industry Networks
Prosper
Page 10
3.5.5 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 Lead Responsibility
3.5.5.1
Community partners
Performance Measures
Activity associated with this number conducted in 2013 - 2014
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?
Sources of Income - $20,081,938 User Charges & Fees, $5,461,826
Interest Received, $481,300
Grants & Contributions, $897,037
Other Operating Receipts, $1,703,869 Rates & Annual Charges, $11,537,906
Operating Costs - $19,743,794 Depreciation, 545,101, 3%
Waste Management, 15,998,780, 81%
Natural Resources, 1,717,783, 9%
Development Assessment, 1,429,175, 7%
Laboratory, 52,957, 0%
4.1.1 Implement and advocate a range of proactive programs for the environmental management of lands within the local government area Lead Responsibility
Community partners
4.1.1.1 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
Environmental Services
Landowners, Landcare
4.1.1.2 Control feral animals on Council-controlled land
Environmental Services
4.1.1.3 Implement various Riparian Restoration Works
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 In collaboration with community groups, such as Landcare, implement the Bushland Regeneration Program 4.1.1.5 Undertake vegetation management in accordance with the Bushland Open Space Management Strategy
Environmental Services
Landcare, Dunecare
600ha area of bush of bush regeneration undertaken
Performance Measures 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
Feral animal control undertaken in accordance with approved control plans on five (5) sites during the year
1. Completed within approved budget 2. Completed within approved timeframe
4.2.1 Incorporate efficiency and environmental impact mitigation into project planning processes Lead Responsibility
Community partners
Performance Measures
4.2.1.1 Activity associated with this number conducted in 2013 - 2014
Environment
Page 1
4.3.1 Operate the sewerage system to maximum efficiency to ensure that effluent released into the environment meets EPA licence conditions Lead Responsibility
4.3.1.1 Meet effluent quality requirements of Environmental Protection Licences (EPL)
Community partners
Water and Sewer State Govt
Performance Measures 100% compliance with Environment Protection Authority licence effluent quality conditions
4.3.2 Increase availability and community awareness of reclaimed water and reused effluent Lead Responsibility
4.3.2.1 Provide reclaimed water that is fit for purpose and ensures public health and safety
Community partners
Water and Sewer
Performance Measures 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 Incorporate integrated water management and water sensitive urban design principles into new development areas Lead Responsibility
Community partners
Performance Measures
Lead Responsibility
Community partners
Performance Measures
4.3.3.1 Activity associated with this number conducted in 2013 - 2014
4.3.4 Adopt water conservation practices that maintain potable water consumption below state benchmark levels
4.3.4.1 Activity associated with this number conducted in 2013 - 2014
Environment
Page 2
4.4.1 Reduce waste to landfill, utilising appropriate education, facilities and strategies Lead Responsibility
Community partners
Performance Measures
Environmental Services
State Govt. Contractor
New domestic waste services implemented by 1 September 2014
4.4.1.3 Deliver a commercial and industrial education strategy to encourage source separation of waste
Environmental Services
Midwaste Group, State Govt
The percentage of commercial and industrial recycling is increasing each year
4.4.1.4 Deliver a resident education program on waste separation
Environmental Services
4.4.1.5 Construct Cairncross Waste Management Centre expansion
Environmental Services
Midwaste Increase of household recycling compared Group, to previous year State Govt State Govt, EPA Cairncross Waste Management Centre expansion completed by 30 June 2015
4.4.1.1 Develop and implement a domestic waste collection service incorporating education of the community 4.4.1.2 Activity associated with this number conducted in 2013 - 2014
1. Completed within approved budget 2. Completed within approved timeframe
4.4.1.5 (a) Cairncross Waste Management Centre Expansion - Subdivision for Waste Collection uses - $900,000
1. Completed within approved budget 2. Completed within approved timeframe
4.4.1.6 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
4.4.2 Participate in regional cooperation for effective waste management and resource recovery at the strategic and operational level
4.4.2.1 Participate in regional programs via bodies such as the Midwaste Regional Group of Councils
Environment
Lead Responsibility
Community partners
Environmental Services
Midwaste Group
Performance Measures Report presented on outcomes of projects undertaken. Published on the Midwaste website
Page 3
4.5.1 Provide and promote new and upgraded paths, facilities and access to parks and bushland/natural resources Lead Responsibility
Community partners
Performance Measures
Lead Responsibility
Community partners
Performance Measures
Lead Responsibility
Community partners
Performance Measures
Strategic Land Use Planning
State Govt, Koala Preservation Society, Landowners
Exhibition of draft strategic policy/KPoM by December 2014. Plan adopted by June 2015
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
4.5.1.1 Activity associated with this number conducted in 2013 - 2014
4.6.1 Investigate and implement cost effective renewable energy generation for Council assets and promote outcomes to the community
4.6.1.1 Activity associated with this number conducted in 2013 - 2014
4.7.1 Promote the conservation of key habitats
4.7.1.1 Prepare a strategic policy/Koala Plan of Management (KPoM) for the Port Macquarie Hastings local government area
4.7.1.2 Activity associated with this number conducted in 2013 - 2014 4.7.1.3 Inform and educate residents, industry and community groups on Councilâ&#x20AC;&#x2122;s tree management requirements within the Port Macquarie Hastings 2013 Development Control Plan (DCP)
Environment
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4.8.1 Carry out relevant studies to determine the likely extent of natural events and the impact of climate change, develop relevant mitigation strategies Lead Responsibility
Community partners
Performance Measures
Environmental Services
Federal Government
1. Trial of Main Capture System completed by 30 June 2015
4.8.1.1 Activity associated with this number conducted in 2013 - 2014 4.8.1.2 Investigate landfill gas capture at Cairncross Landfill
1. Completed within approved budget 2. Completed within approved timeframe
4.8.1.2 (a) 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 4.8.1.3 Construct Dunbogan Flood Access Rd Stage 2 and Stage 3
Environmental Services
4.8.1.4 Prepare detailed designs of the Lake Cathie Coastal Zone Management Plan actions
Environmental Services
State Govt, State Emergency Service, Community 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 Prepare detailed revetment design drawings, tender documents and servicing strategy by 30 June 2015
4.9.1 Strategically and financially plan for the infrastructure that will cater for population growth Lead Responsibility
4.9.1.1 Review Development Contributions Plan for compliance with new Planning Legislation (stage 1)
Environmental Services
Community partners
Performance Measures Background studies for review of Contributions Plan completed by 30 June 2015
4.9.1.2 Activity associated with this number conducted in 2013 - 2014
Environment
Page 5
4.9.2 Undertake transparent and efficient development assessment in accordance with relevant legislation Lead Responsibility
Community partners
4.9.2.1 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
Development Assessment
Dept of No successful legal challenges relating to Planning, other process and inspection errors State Govt agencies, Community interest groups
4.9.2.2 Ensure the Development Assessment Panel (DAP) operates in accordance with their charter and all applications are accurately determined
Development Assessment
Independent No successful legal appeals relating to Chair, process errors Community interest groups, General public
Environment
Performance Measures
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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
What will be spent on planning & providing our infrastructure? Sources of Income - $87,074,332 Other Operating Receipts, 780,996
Grants & Contributions, 41,503,309
Rates & Annual Charges, 28,192,593
Operating Costs - $91,113,007 Strategic Landuse, 1,843,300, 2% Stormwater, 955,755, 1%
Interest Received, 2,516,450
User Charges & Fees, 14,080,984
Water Supply, 10,135,837, 11%
Parks & Buildings, 5,322,450, 6%
Assets Systems & Planning, 558,781, 1%
Sewerage Services, 11,497,075, 13%
Roads & Transport, 16,422,192, 18% Ferries, 421,070, 0%
Engineering Trades, 955,047, 1%
Depreciation, 43,001,500, 47%
5.1.1 Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs Lead Responsibility
5.1.1.1 Undertake design/preconstruction activities on road and transport assets including:
Community partners
Performance Measures
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
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 Activity associated with this number conducted in 2013 - 2014 5.1.1.3 Undertake construction/delivery of roads and transport assets including:
5.1.1.3 (a) 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)
5.1.1.3 (b) Houston Mitchell Drive - Houston Mitchell Dr segment 50 from Pacific Hwy 900m east $1,910,000 5.1.1.3 (c) Houston Mitchell Drive - Pavement rehabilitation segment 40 from end of segment 50 to the Bridge over Cowarra Creek - $1,775,000 5.1.1.3 (d) Ocean Drive - Undertake continued Construction/Delivery - Replacement of Stingray Creek Bridge - $14,890,648
Infrastructure
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5.1.1 Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs (cont.) Lead Responsibility
5.1.1.4 Undertake design/construction/delivery of road and transport assets including:
Community partners
Infrastructure Delivery
Performance Measures 1. Completed within approved budget 2. Completed within approved timeframe
5.1.1.4 (a) Continuation of High Traffic Road Resurfacing - Rolling program based on road condition priorities - $848,720 5.1.1.4 (b) 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 5.1.1.4 (c) Ocean Drive - Undertake continued Design/Construction/Delivery - Matthew Flinders Drive to Greenmeadows Duplication - $9,500,000 5.1.1.4 (d) Construct multiple footpath/cycleway projects throughout the Local Government Area $500,000 5.1.1.5 Undertake revaluation of Council's transport assets. Transport assets includes roads, bridges, footpaths, drainage and bulk earthworks
Assets and Systems
Local or State businesses
1. Completed within approved budget 2. Completed within approved timeframe
Lead Responsibility
Community partners
Performance Measures
Transport and Stormwater Network
RMS, Other Govt Completed in accordance with approved agencies programs, the Roads Maintenance Hierarchy and within operational budget
5.1.2 Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets 5.1.2.1 Undertake sealed road maintenance program including pothole repairs, jet patching and shoulder maintenance 5.1.2.1 (a) Proactive road maintenance activities in accordance with recommendations of the Australian Roads Research Board Group (ARRB) review - $921,500
Infrastructure
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5.1.2 Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets (cont.) 5.1.2.2 Undertake unsealed road maintenance program including gravel resheeting and rural maintenance grading
Lead Responsibility
Community partners
Transport and Stormwater Network
RMS, other Govt 1.Completed in accordance with agencies approved programs, the Roads Maintenance Hierarchy and within operational budget.
Performance Measures
2.High priority unsealed roads graded twice within reporting period
5.1.2.3 Undertake sealed road repairs program including heavy patching, kerb and gutter repairs, road reseals, footpaths and cycleways
Transport and Stormwater Network, Infrastructure Delivery
RMS, Other Govt 1.Completed in accordance with agencies and approved programs, the Roads service providers Maintenance Hierarchy and within operational budget. 2.Percentage of sealed road network resealed
5.1.2.4 Undertake roadside vegetation management program including median maintenance, roadside mowing and slashing and tree maintenance
Transport and Stormwater Network
RMS, other Govt Completed in accordance with approved agencies programs, the Roads Maintenance Hierarchy and within operational budget
5.1.2.5 Undertake roadside furnishing program including barriers, guideposts, line marking, signs, bus stops Transport and Stormwater and seats
RMS, other Govt Completed in accordance with approved agencies programs, the Roads Maintenance Hierarchy and within operational budget
5.1.2.6 Undertake bridges and culverts maintenance and repair program including inspections, monitoring and bridge repair works
Transport and Stormwater Network
RMS, other Govt Completed in accordance with approved agencies programs, the Roads/bridges Maintenance Hierarchy and within operational budget
5.1.2.7 Undertake roads drainage maintenance program including inspections, repairs, cleaning and clearing Transport and
RMS, other Govt Completed in accordance with approved agencies programs, the Roads Maintenance Hierarchy and within operational budget
Network
Stormwater Network
Infrastructure
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5.2.1 Plan and implement traffic and road safety programs and activities addressing pedestrian, cyclist and vehicular needs 5.2.1.1 Undertake road safety education and awareness programs as scheduled in the Road Safety Action Plan 5.2.1.2 Activity associated with this number conducted in 2013 - 2014 5.2.1.3 Install and maintain street lights in accordance with the street lighting program
Lead Responsibility
Community partners
Transport and Stormwater Network
RMS
Transport and Stormwater Network
Country Energy, Completed in accordance with the Street Service providers Lighting program
Lead Responsibility
Community partners
Performance Measures Completed actions as scheduled in the Road Safety Action Plan
5.3.1 Plan, investigate, design and construct open spaces and recreational facilities
5.3.1.1 Undertake design/preconstruction activities of open space, town centres and recreational assets including:
Performance Measures
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.3.1.1 (a) Lake Cathie Bonny Hills Regional Sporting Complex (Site 23) - $291,750 5.3.1.2 Undertake construction and upgrade activities of existing open spaces, town centres and recreational facilities including: 5.3.1.2 (a) Parks Signage - Replacement of Ordinance and Hazard Awareness signs for Reserves $18,000 5.3.1.2 (b) 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 5.3.1.2 (c) Port Macquarie Indoor Stadium, upgrade and extend - $5,000,000 (This activity is subject to grant funding receipt and may be subject to change) 5.3.1.3 Undertake construction/delivery of open spaces, town centres and recreational assets including:
Infrastructure
Page 4
5.3.1 Plan, investigate, design and construct open spaces and recreational facilities (cont.) Lead Responsibility
Community partners
Performance Measures
5.3.1.3 (a) Cycleway Construction - Kooloonbung Creek shared Walkway/Cycleway Stage 2 $220,000 5.3.1.3 (b) Googik Track - Shared walkway/cycleway - Stage 2 - $125,000 5.3.1.3 (c) Tacking Point Lighthouse Reserve - Implementation of Masterplan - $70,000 5.3.1.4 Undertake design/construction/delivery of open spaces, town centres and recreational assets including:
Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.3.1.4 (a) Amethyst Way - Playground Replacement at end of useful life - $40,000 5.3.1.4 (b) Bartlett's Beach Reserve - Relocate picnic shelters/BBQ's as per Bonny Hill's Reserves Masterplan - $50,000 5.3.1.4 (c) Endeavour Park - Playground Replacement at end of useful life - $40,000 5.3.1.4 (d) Fairmont Gardens - Subsurface drainage installation - $75,000 5.3.1.4 (e) Flynns Beach Reserve - Replace treads and bearers on beach access steps - $100,000 5.3.1.4 (f) Hudson Ave - Playground Replacement at end of useful life - $40,000 5.3.1.4 (g) John Dick Reserve - Replacement of pathways/park furniture at end of useful life $25,000
Infrastructure
Page 5
5.3.1 Plan, investigate, design and construct open spaces and recreational facilities (cont.) Lead Responsibility
Community partners
Performance Measures
5.3.1.4 (h) Jonathon Dickson Reserve - Walkway through southern end - $20,000 5.3.1.4 (i) Laurieton Town Centre works - $50,000 5.3.1.4 (j) Ostler Park - Facilities Upgrade - $12,900 5.3.1.4 (k) Oxide St Reserve - Pathway replacement at end of useful life - $20,000 5.3.1.4 (l) Oxley Beach Reserve - Furnishings Replacement at end of useful life - $20,000 5.3.1.4 (m) Oxley Oval - Refurbishment of Turf Wicket - $30,000 5.3.1.4 (n) Pilot Beach - Replacement of pathways/park furniture at end of useful life - $30,480 5.3.1.4 (o) Rainbow Beach Reserve - Playground replacement at end of useful life - $60,000 5.3.1.4 (p) Rainbow Beach Reserve - Reserve drainage modifications - $40,000 5.3.1.4 (q) Skate Park, Wauchope - Replacement of Infrastructure at end of useful life - $122,507 5.3.1.4 (r) Wauchope Town Centre works - $50,000 5.3.1.4 (s) Westport Reserve - Boatramp Upgrade Stage 2 - $150,000 5.3.1.4 (t) Westport Reserve - Replacement of Park Furniture at end of useful life - $30,000
Infrastructure
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5.3.2 Develop and implement programs for the annual maintenance and operations for open spaces and recreational facilities Lead Responsibility
Community partners
Performance Measures
5.3.2.1 Undertake maintenance program for parks, reserves, sporting fields and beaches
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 Implement maintenance programs for boat ramps, wharves and jetties
Transport and Stormwater Network
Fisheries, State Maintenance works completed in Govt, Industry accordance with approved programs, and and Investment, within operational budget other Govt agencies
5.3.2.3 Undertake scheduled and reactive maintenance programs of all Council owned and leased buildings Recreation and
1. Maintenance completed in accordance with adopted schedules 2. Maintenance undertaken in accordance with service standards
Buildings
5.3.2.4 Provide, maintain and manage public aquatic facilities
Recreation and Buildings
NSW Royal life saving
Lead Responsibility
Community partners
Strategic Land Use Planning
State/Federal Govts, community groups
1. Undertake annual off season facility maintenance in accordance with approved program 2. To oversee the management of Council's public aquatic facilities in accordance with leasee obligation checklist
5.4.1 Plan settlements to accommodate a range of compatible land uses that meets projected population growth for new and existing developments 5.4.1.1 Review the Port Macquarie-Hastings Urban Growth Management Strategy (UGMS)
Infrastructure
Performance Measures Report to Council following community engagement regarding the Urban Growth Management Strategy (UGMS) review program by November 2014. Draft Strategy exhibited by June 2015
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5.4.1 Plan settlements to accommodate a range of compatible land uses that meets projected population growth for new and existing developments (cont.) Lead Responsibility
Community partners
5.4.1.2 Check land development activity to ensure there is sufficient and suitable land for major development types for the future
Strategic Land Use Planning
Data provided to Department of Planning and Infrastructure and communicated to the Port Macquarie-Hastings community by 30 December 2014
5.4.1.3 Undertake community consultation and provide input to the state government review of the Mid North Coast Regional Strategy
Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups State/Federal Govts, community groups
5.4.1.4 Finalise structure plan and proceed with any proposed preparation of Local Environmental Plan (LEP) Strategic Land Use Planning and Development Control Plan (DCP) provisions for the Greater Sancrox area
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 2014 2. Exhibition of draft LEP, DCP and any planning agreements completed and reported to Council by 30 June 2015
5.4.1.5 Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments for Strategic Land Use Planning the South Lindfield urban release area
State/Federal Govts, landowners, business and community groups
1. Draft planning proposal reported to Council by August 2014 2. Exhibition of draft LEP, DCP and any planning agreements completed and reported to Council by December 2014 3. LEP finalised by April 2015
5.4.1.6 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
Strategic Land Use Planning
Performance Measures
Communication of proposed Port Macquarie-Hastings planning priorities to the NSW Department of Planning & Infrastructure by 30 December 2014
1. Preliminary consultation with landowners and report to Council by August 2014 2. Exhibition of draft planning proposal and report to Council by December 2014 3. Finalise LEP by 28 February 2015
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5.4.2 Review planning instruments and strategies to ensure currency and facilitate sustainable development outcomes whilst acknowledging the impact on community affordability Lead Responsibility
Community partners
5.4.2.1 Review implementation and neighbourhood planning for Thrumster (Area 13) and amend the Local Environmental Plan (LEP) and Development Control Plan (DCP) accordingly
Strategic Land Use Planning
5.4.2.2 Review relevant development incentive opportunities for Port Macquarie CBD fringe
Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups State/Federal Govts, landowners, business and community groups
Performance Measures DCP provisions prepared and reported to Council for the North Oxley (east) neighbourhood by December 2014. DCP provisions adopted by 30 May 2015
1. Draft LEP and DCP provisions reported to Council by July 2014 2. Finalisation of LEP and DCP amendments by June 2015
5.4.2.3 Activity associated with this number conducted in 2013 - 2014 5.4.2.4 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
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 Review the planning framework for decisions regarding land use and development Lead Responsibility
Community partners
5.4.3.1 Undertake staged administrative reviews of Port Macquarie - Hastings Local Environmental Plan 2011
Strategic Land Use Planning
5.4.3.2 Undertake staged review of the Development Control Plan policy, having regard to relevant legislation including review of car parking provisions
Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups State/Federal Govts, Landowners, Business and community groups
Infrastructure
Performance Measures Staged LEP amendment completed and reported to Council by April 2015. LEP finalised by 30 June 2015
Staged DCP amendment completed and reported to Council by 30 April 2015
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5.4.3 Review the planning framework for decisions regarding land use and development (cont.) Lead Responsibility
Community partners
5.4.3.3 Undertake staged and prioritised site-specific amendments to Port Macquarie-Hastings Local Environmental Plan (LEP) 2011
Strategic Land Use Planning
State/Federal Govts, Landowners, Business and community groups
5.4.3.4 Implement NSW Planning legislation reforms
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 Prepare a Structure Plan for the proposed Future Urban Release Area to the west of Wauchope
Strategic Land Use Planning
1. Consultation with landowners and investigations report to Council by December 2014 2. Draft Structure Plan reported to Council by 30 June 2015
Performance Measures 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
5.5.1 Plan, investigate, design and construct water supply assets Lead Responsibility
5.5.1.1 Undertake preconstruction/design activities for water supply assets including:
Transport and Stormwater Network, Infrastructure Delivery
Community partners
Performance Measures 1. Completed within approved budget 2. Completed within approved timeframe
5.5.1.1 (a) Future Designs - Water Supply - $100,000 5.5.1.1 (b) Granite Street No.2 20ML Reservoir - Investigations and tender documentation for construction of additional 20ML reservoir for construction 2015-2017 - $500,000 5.5.1.1 (c) Koree WPS No.1 Renewal - Koree No 1 Water Pumping station renewal - $500,000 5.5.1.1 (d) O'Briens Dam Rehabilitation works - $100,000
Infrastructure
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5.5.1 Plan, investigate, design and construct water supply assets (cont.) Lead Responsibility
Community partners
Performance Measures
5.5.1.1 (e) Port Dam emergency booster water pumping station - $200,000 5.5.1.1 (f) Rosewood Rd Chlorination Plant Replacement - Remedial works of chlorine dosing facility - $100,000 5.5.1.1 (g) WTP - Wauchope augmentation - Additional treatment capacity at existing Wauchope WTP - $250,000 5.5.1.2 Undertake construction of water supply assets including:
Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.5.1.2 (a) North Haven to Laurieton Trunkmain & Stingray bridge crossing - Construct rising main along Ocean Drive from North Haven - $470,000 5.5.1.2 (b) Southern Arm Trunk Main - Rolling program to construct southern arm trunkmain along Houston Mitchell Drive - $3,000,000 5.5.1.3 Undertake construction/delivery of water supply assets including:
5.5.1.3 (a) Hastings District Telemetry - Augmentation of Works - $50,000 5.5.1.3 (b) Installation of new water supply services to residential and business premises, to cater for new development - $400,000 5.5.1.3 (c) Renewals - Rolling program of renewal of existing live watermains - $800,000 5.5.1.3 (d) Renewals - Rolling program of customer water meter renewals - $800,000 5.5.1.3 (e) Renewals - Rolling program of renewal of existing Water Pumping Stations - $300,000
Infrastructure
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5.5.1 Plan, investigate, design and construct water supply assets (cont.) Lead Responsibility
Community partners
Performance Measures
5.5.1.3 (f) Renewals and minor works - Rolling program of Asset Renewal - $750,000 5.5.1.3 (g) Sancrox 20ML Reservoir - service the Sancrox & Area 13 industrial and residential development areas - $3,000,000 5.5.1.3 (h) Sancrox Area 13 (Trunk Mains Various) - Sancrox Pacific Highway Interchange $230,000 5.5.1.3 (i) Water Supply Technical Instruments - Rolling program to purchase technical instruments/equipment for Water Fund - $70,000 5.5.1.3 (j) Wauchope Water Treatment Plant membrane replacement - Planned renewal of water filtration membranes - $300,000 5.5.1.4 Undertake design/construction/delivery of water supply assets including:
Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.5.1.4 (a) Flowmeter Installations & Upgrading - $150,000 5.5.1.4 (b) Port Dam 33kV Switchgear Upgrade - $300,000 5.5.1.4 (c) Switchboard Replacement Program - Rolling program to Renew water supply SCA $150,000 5.5.1.4 (d) Water Quality Monitoring - Rolling program of Water quality monitoring assets $100,000
Infrastructure
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5.5.2 Develop and implement the annual maintenance and preventative works program for water assets Lead Responsibility
Community partners
5.5.2.1 Operate and maintain water treatment plants in accordance with adopted maintenance programs and scheme requirements
Water and Sewer External contractors
5.5.2.2 Operate and maintain sewerage treatment plants in accordance with environmental licences, adopted maintenance programs and scheme requirements
Water and Sewer External contractors
Performance Measures 1. Plant breakdowns are attended to within 24 hours 2. Plants are monitored continuously by electronic means 1. Plant breakdowns are attended to within 24 hours 2. Plants are monitored continuously by electronic means
5.5.3 Plan, investigate, design and construct sewerage assets Lead Responsibility
5.5.3.1 Undertake preconstruction/design activities for sewerage assets including:
Community partners
Performance Measures
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.5.3.1 (a) Camden Haven Sewerage Pump Station 22 Power Supply Upgrade - Power supply upgrade - $150,000 5.5.3.1 (b) Future Designs - Sewerage Services - $100,000 5.5.3.1 (c) Port Macquarie Reclaimed Water Treatment Plant upgrade for growth - $750,000 5.5.3.1 (d) Upgrade Camden Haven Sewerage Treatment Plant Effluent Pump Station and Reticulation Main - $500,000 5.5.3.2 Activity associated with this number conducted in 2013 - 2014 5.5.3.3 Undertake construction/delivery of sewerage assets including:
Infrastructure
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5.5.3 Plan, investigate, design and construct sewerage assets (cont.) Lead Responsibility
Community partners
Performance Measures
5.5.3.3 (a) Odour Control Installations - $100,000 5.5.3.3 (b) Port Macquarie Sewerage Treatment Plant - Dewater effluent ponds 1 & 2 to comply with EPA commitments - $200,000 5.5.3.3 (c) Replacement of Sewer SCADA application and computer hardware including PLCs at STPs where required - $327,000 5.5.3.3 (d) Thrumster RW Interim supply Rising Main to Thrumster Reservoir - $500,000 5.5.3.3 (e) Purchase of trailer mounted 400KVa genset - $110,000 5.5.3.4 Undertake design/construction/delivery of sewerage assets including:
Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.5.3.4 (a) Camden Haven upgrade and upsize mains and pump stations - $720,000 5.5.3.4 (b) Electrical Sewerage Treatment Plant asset replacement - Rolling program of electrical asset replacement - $100,000 5.5.3.4 (c) Mechanical STP Asset Replacement - Rolling program of mechanical asset replacement $200,000 5.5.3.4 (e) Minor Extensions - Non programmed works that require the extension of the Sewer System to serve rated properties - $250,000 5.5.3.4 (f) Sewer Pump Replacement Program - Rolling program of replacement of Older Pumps at Sewerage Pumping Stations - $200,000 5.5.3.4 (g) Sewer Rehabilitation - Rolling program of renewal/rehabilitation of reticulation pipelines - $900,000 5.5.3.4 (h) Sewer Relining Works - Programs to reline sewer pipelines - $200,000
Infrastructure
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5.5.3 Plan, investigate, design and construct sewerage assets (cont.) Lead Responsibility
Community partners
Performance Measures
Lead Responsibility
Community partners
Performance Measures
Lead Responsibility
Community partners
Performance Measures
5.5.3.4 (i) Small Towns Sewerage Program - Provision of centralised sewerage systems for Council's village areas - $4,900,000 5.5.3.4 (j) Switchboard replacement program - Rolling program of replacement of older electrical switchboards at sewer pump stations - $150,000 5.5.3.4 (k) Technical Instruments - Rolling program of purchases of Technical Instruments/Equipment - $10,000
5.5.4 Develop and implement the annual maintenance and preventative works program for sewerage assets 5.5.4.1 Activity associated with this number conducted in 2013 - 2014
5.5.5 Deliver water and sewerage supply services to ensure public health and safety and environmental protection 5.5.5.1 Activity associated with this number conducted in 2013 - 2014 5.5.5.2 Activity associated with this number conducted in 2013 - 2014
Infrastructure
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5.5.5 Deliver water and sewerage supply services to ensure public health and safety and environmental protection (cont.) Lead Responsibility
Community partners
Performance Measures
5.5.5.3 Operate the water supply network to ensure public health and safety
Water and Sewer
1. Main breaks are attended to immediately, residents are notified of potential interruptions, call centre notified if required 2. 100% of complaints/requests reported as CRM's and dealt with in accordance with the adopted service standard 3. Pumping stations and reservoir levels monitored electronically 100% of the time 4. For interruptions to service delivery, residents and call centre are notified during next available working hours
5.5.5.4 Maintain and operate storage dams in accordance with Australian National Committee On Large Dams (ANCOLD) guidelines
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 form 2. Inspections undertaken on dam structures in accordance with ANCOLD recommendations 3. Dam safety emergency plan updated annually, annual high accuracy surveys undertaken on dam walls to determine movement
Infrastructure
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5.5.5 Deliver water and sewerage supply services to ensure public health and safety and environmental protection (cont.) Lead Responsibility
5.5.5.5 Operate the sewerage network to ensure service delivery meets public health and safety requirements
Community partners
Water and Sewer
Performance Measures 1. Nil reportable incidents relating to the operation of the sewerage network 2. 100% of complaints/requests reported as CRM's and dealt with in accordance with the adopted service standard 3. Pumping stations monitored electronically 100% of the time 4. 100% of industrial discharges to sewer meets conditions of trade waste policy
5.5.6 Plan investigate, design and construct stormwater assets Lead Responsibility
5.5.6.1 Undertake preconstruction/design activities for stormwater assets including:
Community partners
Performance Measures
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
Transport and Stormwater Network, Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.5.6.1 (a) Stormwater remediation designs - $10,000 5.5.6.2 Activity associated with this number conducted in 2013 - 2014 5.5.6.3 Undertake construction/delivery of stormwater assets including:
Infrastructure
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5.5.6 Plan investigate, design and construct stormwater assets (cont.) Lead Responsibility
Community partners
Performance Measures
5.5.6.3 (a) Stormwater Remediation - Batar Creek Road System Kendall Stage 2 - Stormwater Drainage Remediation works to catchment - $90,000 5.5.6.3 (b) Stormwater Remediation - Continuation of remediation at Skyline Terrace/Ocean Drive Bonny Hills - $45,000 5.5.6.4 Undertake design/construction/edlivery of stormwater assets including:
Infrastructure Delivery
1. Completed within approved budget 2. Completed within approved timeframe
5.5.6.4 (a) Stormwater remediation works - $50,000
5.5.7 Develop and implement the annual maintenance and preventative works program for stormwater assets Lead Responsibility
5.5.7.1 Undertake stormwater maintenance and repairs program including inspections, cleaning and clearing and minor drainage remediation/improvements
Transport and Stormwater Network
Community partners
Performance Measures 1. Maintenance works completed in accordance with the approved program budgets 2. Maintenance works completed in accordance with the approved program timeframes
Infrastructure
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