DELIVERY PROGRAM 2013/14 - 2016/17 · 2016. 7. 27. · PAGE 2 - SUTHERLAND SHIRE COUNCIL Delivery...

DELIVERY PROGRAM 2013/14 - 2016/17(incorporating Operational Plan 2016/17) Adopted June 2016

Prepared by Strategy and Performance Unit - Telephone: 9710 0301

OVERVIEW OF 2016/17 OPERATIONAL PLAN

In preparing the 2016/17 Operational Plan the following points were considered:

• program deliverables for the 4 year term as outlined in the Delivery Program• establishment of data mining processes to enable efficient and accurate reporting of corporate

information• strategic priorities from 2013 Councillor workshops

The Plan addresses each of the 6 primary strategies of the Community Strategic Plan, and includes programs and performance measures for key achievements in 2016/17.

TABLE OF CONTENTSOverview of 2016/17 Operational Plan ........................................................................ inside front cover

A brief profile of the Sutherland Shire .................................................................................................1

Vision, goal and commitment ............................................................................................................2

Council’s commitment ..................................................................................................................2

Council’s responsibilities and services .................................................................................................3

Council’s Integrated Planning and Reporting framework ........................................................................4

Strategic Plan ..............................................................................................................................5

Council’s four-year priorities ..............................................................................................................6

Strategy 1: Provide effective and critical infrastructure .......................................................................8

Strategy 2: Deliver integrated transport options ...............................................................................10

Strategy 3: Conserve natural resources ...........................................................................................11

Strategy 4: Protect our environment ...............................................................................................12

Strategy 5: Strengthening our community .......................................................................................14

Strategy 6: Respect and value all heritage and culture .....................................................................17

Civic Life and Corporate Performance ...............................................................................................18

Financial Information ......................................................................................................................21

Operational Plan 2016/17 incorporating Revenue Policy ................................................................21

© Sutherland Shire Council 2016ISSN 1835-9736Designed and printed by Sutherland Shire Council

SUTHERLAND SHIRE COUNCIL Delivery Program 2013/14 to 2016/17 incorporating Operational Plan 2016/17 Adopted June 2016 - PAGE 1

Sutherland Shire covers 370km2 with about half the area taken up with National Park and bushland. The geographic features include beaches, wetlands, bays, rivers and Hawkesbury sandstone tablelands dissected by deep river valleys and gorges covered in vegetation.

The population is approximately 220,000. The proportion of Sutherland Shire’s population is declining in every age group between the ages of 10 - 49 years; however, each age group over 50 years is experiencing population increases. Only 17.3% of the Shire’s population was born overseas, compared with Sydney (34.2%).

Whilst the urban area is predominantly residential, Sutherland Shire is home to a small but highly significant commercial and industrial presence. This includes Australia’s only nuclear reactor, Australia’s largest oil refinery, Sydney’s desalination plant, a regional waste facility and a major regional shopping centre.

Socio-economically Sutherland Shire ranks highly with low unemployment at about 2.2%. Council plays an important role in economic development and promotion of the tourist attractions and facilities in the Shire.

The Sutherland Shire community is articulate, involved and places high expectations on council and the services it delivers. The community expects the council to take a stand against proposals which do not meet high environmental and social standards that the community has set for this area.

The Delivery Program and Operational Plan respond to the unique range of circumstances which exist within the shire and region.

A BRIEF PROFILE OF THE SUTHERLAND SHIRE

SUTHERLAND SHIRE COUNCIL Delivery Program 2013/14 to 2016/17 incorporating Operational Plan 2016/17 Adopted June 2016

VISION, GOAL AND COMMITMENT

THE SHIRE VISIONSutherland Shire, in Sydney’s south, shaped by bays, rivers, beaches and national parks: A connected and safe community that respects people and nature, enjoying active lives in a strong local economy.

COUNCIL’S GOAL

To provide services and projects that deliver the Shire community vision.

COUNCIL’S COMMITMENTIn our dealings with residents, business, visitors and government we strive to achieve:

Strategic Delivery

Outstanding community outcomes that fulfil local needs and expectations.

Informed Decisions

Decisions and actions based on fact, community engagement and sound judgment.

Service Excellence

Contemporary, responsive and competitive quality service delivery.

Ethical Practice

Open, honourable and legal practice.


COUNCIL’S RESPONSIBILITIES AND SERVICES

Council responds to both the community’s long term vision and short term needs.

It achieves this through planning for and delivering an extensive range of services, facilities and infrastructure which support community life and the ongoing sustainability of the Sutherland Shire.

Below is a snapshot of the type and range of council services and facilities that the community uses every day.


COUNCIL’S INTEGRATED PLANNING AND REPORTING FRAMEWORK

The diagram below outlines the relationship between council’s major planning and reporting tools. In our activities we aim to respond to the Community Strategic Plan for the Sutherland Shire and address local needs and issues as they arise.


STRATEGIC PLANIn 1999 council adopted the first Our Shire, Our Future: Our Guide for Shaping the Shire to 2030 (the Guide) which was developed with the community as a long-term strategic plan for the Sutherland Shire. The Guide was reviewed in consultation with the community and updated in 2007. In 2011 it again underwent a review and was changed considerably in response to community aspirations. The Guide is a community plan. It was prepared by council in collaboration with and on behalf of residents, other levels of government and agencies. It is used to steer planning for the Shire to achieve the long term outcomes that residents want for the Shire. Where council does not have control over outcomes, it works with other levels of government and key stakeholders to influence policy, planning, infrastructure and service delivery.DELIVERY PROGRAM AND OPERATIONAL PLANCouncil is committed to environmental protection, community empowerment and strong local governance. Our activities work towards achieving the community’s 2030 vision and desired outcomes for the Sutherland Shire. This Delivery Program outlines the action council will take to achieve its part in delivering the community‘s long term vision and desired local outcomes. Council will do so by directly providing, partnering other levels of government or agencies, or lobbying them to:1. Provide effective and integrated infrastructure2. Deliver integrated transport options3. Conserve natural resources4. Protect our environment5. Strengthen our community6. Respect and value all culture and heritage.Together, these strategies are at the core of achieving the community’s long term goals. They cut across all areas of Shire life, contributing in some way to achieving the community outcomes identified in the Community Strategic Plan. The Delivery Program and Operational Plan detail the activities which fall under these six primary strategies. It also includes a Civic Life section, which focuses on council’s own internal operations and encouraging community involvement in civic affairs. In our actions, council aims to create positive social, economic, environmental and governance outcomes and address or minimise any undesirable impacts.Council plays a range of roles in responding to and addressing local needs. It either:• directly provides services, facilities or

infrastructure

• partners other government, community or business agencies to do so, or

• advocates on behalf of the Shire community by lobbying other agencies where something falls outside its jurisdiction.

The Delivery Program and Operational Plan reflect council’s scope and full range of responsibilities. The Program also identifies targets and measures to enable us to monitor and evaluate our progress and performance. Reviewed following the 2012 local government election the Delivery Program covers the four year period from 1 July 2013. This allows all newly elected councillors to outline the organisation’s main activities throughout their term and commit to the Program’s implementation.Council’s annual Operational Plan supports the Delivery Program. It details the activities which the organisation will undertake from 1 July 2016 to 30 June 2017. The Operational Plan is reported on every six months and reviewed annually.RESOURCING STRATEGYA comprehensive draft Resourcing Strategy supports both the Community Strategic Plan and Delivery Program. The Resourcing Strategy consists of an Asset Management Strategy and Plans and a Workforce Strategy. All plans will be linked to the other component, council’s Long Term Financial Plan.LINKS TO OTHER PLANSCouncil’s range of plans and strategies are integrated into our planning and reporting cycle through the Delivery Program and Operational Plan.LINKS TO BUSINESS PLANSThe Delivery Program and Operational Plan also helps council staff make more informed decisions about daily operations through business plans and provides tools to measure the effectiveness of what council does.REPORTING ON OUR PERFORMANCECouncil has set four year targets for each Strategy and annual targets/measures to monitor progress towards achieving these longer term targets. Every six months, council reports on the key activities it has undertaken which contribute to achieving our targets. Performance reports will be received by council and then placed on council’s website to inform the community of our progress. We will also provide a comprehensive report of our activities and performance in our next Annual Report.Every four years council formally evaluates the implementation of the Community Strategic Plan through the End of Term Report. The End of Term report evaluates whether the Shire community as a whole is moving towards meeting community aspirations.


COUNCIL’S FOUR-YEAR PRIORITIES

At the start of council’s current 4-year term five primary priorities for the Sutherland Shire were identified:

• Focus on core responsibilities

• Protect the Shire’s unique environment• Champion local business

• Strict financial management• Cut red tape

An on-going program of evaluation and review identified specific activity priorities linked to council’s 4 community commitments, and acknowledging the five primary priorities. These linkages are as follows:

Strategic Delivery: Outstanding community outcomes that fulfil local needs and expectationsSpecific Activity Priorities

2016/17 Operational Plan Response

Address Infrastructure backlog

• Infrastructure program 85% complete by 30 June 2015 (Strategy 1)• Development Open Space, Leisure & Recreation Strategy (Item 1.9.1)• Issues paper produced on Stormwater Assets (Item 1.11)• Implement and review actions within the Asset Management Roadmap (Item

1.15)Diversity of housing stock

• Provide an effective development assessment process (Item 4.11)• Review Section 94 (Item 4.11)• Undertake Rezonings (Item 4.11)

Core service provision

• Maintain a financially sustainable organisation (Item 7.3)• Councillor requests are responded to in a timely, efficient and professional manner

(Item 7.3)• Implement a staff cultural change program that will establish a culture of

constructive and collaborative behaviours (Item 7.3)Environmental protection

• Consumption of energy and water usage across council sites tracked on an ongoing basis and reported annually (Item 3.1)

• Waste collection service which encourages waste diversion from landfill (Item 4.3)• Investigate incidents of pollution, conduct audits of commercial and industrial

premises (Item 4.7)• Manage ongoing Bushcare program, continue Greenweb program and Greenweb

schools, maintain or improve quality of Shire waterways (Item 4.10)Economic growth • Coordinate and facilitate a variety of community based events, promotions &

activations that benefit local and commercial centre businesses (Item 5.7)• Support and facilitate initiatives and events to increase engagement &

collaboration between local businesses (Item 5.7)• Implement and review actions within Transport Strategy (Item 2.1)

Shire as a Destination

• Provide exhibitions, events, classes and venue hire at Hazelhurst Regional Gallery and Arts Centre (Item 6.1)

• Encourage industry to take action aligned with Destination Management Plan (Item 5.10)

Enhanced recreation opportunities

• Patrols, surf education programs and events at beaches (Item 5.3)• Development of library Makerspace program (Item 5.8)• Efficient and effective programs at Council’s leisure centre facilities that are

responsive to community needs (Item 5.13)Presentation of the Shire

• Provide timely and effective household waste services within service standard time (Item 4.2)


Protect cultural environment

• Library spaces and facilities that encourage participation by diverse groups (Item 5.8)

• Provide opportunities for the community to enjoy the performing arts as participants and audiences at the Sutherland Entertainment Centre (Item 6.1)

• Provision of useful, accessible and timely information to guide funding decisions (Item 6.2)

Service Excellence: Contemporary, responsive and competitive quality service deliverySpecific Activity Priorities


Cultivating a culture of high performance

• Provide digital solutions to the community and the Council (Item 7.1)• Implementation of staff cultural change program that will establish culture of

constructive and collaborative behaviours (Item 7.3)• Maximise return from Council’s Commercial Property fund (Item 5.9)• Development of business improvement plan that is informed by research into

industry best practice and alignment with regional and state plans (Item 7.3)

Responsive "Can Do" attitudeValue for money for the communityCompetitive and quality service deliveryDeliver on our projects

• Infrastructure programs are 85% by 30 June 2017 (Strategy 1)• Implement and review actions within the Asset Management Roadmap (Item

1.15)Availability of appropriate resourcesIntegrated asset management

Informed Decisions: Decisions & actions based on fact, community engagement & sound judgmentSpecific Activity Priorities


Engaging with & Informing the Community

• Utilise social media tools to enhance Council’s communication with the community (Item 7.2)

• Councillor requests are responded to in a timely, efficient and professional manner (Item 7.3)Improving

information provision to councillorsImproving staff & councillors relationships Retention of valuable staff

• Review and update Equal Employment Opportunity Management Plan in alignment with Workforce Management Plan (Item 7.3)

Ethical Practice: Open, honourable and legal practice Specific Activity Priorities


Civic Life & Corporate Performance - Item 7.4

• Provide and efficient application assessment service (Item 4.11)• Manage the development, review and coordination of Council’s integrated planning

and strategic documents, that includes community consultation and effective engagement processes in accordance with legislation (Item 7.1)

• Uphold and enforce our local planning laws and regulations through legal action where required (Item 7.3)

PAG

E 8 - SU

THER

LAN

D SH

IRE C

OU

NC

IL Delivery P

rogram 2

01

3/1

4 to 2

01

6/1

7 incorporating O

perational Plan 2

01

6/1

7 A

dopted June 20

16

STRATEGY 1: PROVIDE EFFECTIVE AND CRITICAL INFRASTRUCTURE

Four Year Delivery program 2013/14 – 2016/17

Annual Operational Plan Actions 2016/17 Performance Measure 2016/17

Council will deliver: Activities, programs, projects, works1.1 Roads Manage and coordinate design and construction of civil works, including:

• Roads• Bridges• Footpaths• Traffic management & pedestrian safety• Cycleways• Presentation of public spaces• Shopping and business centres

85% of annual project schedules complete by 30 June 2017

Total maintenance of roads and related infrastructure Target 60% Planned / 40% ReactivePlanned maintenance of roads and related infrastructure Planned Maintenance is 85% completeReactive maintenance of roads and related infrastructure 85% completed within agreed time frames & quality

1.8 Buildings Manage and coordinate design and construction of buildings, including:• Leisure Centres• Community buildings• Public toilets • Emergency Services facilities


Total maintenance of buildings and related infrastructure Target 60% Planned / 40% ReactivePlanned maintenance of buildings and related infrastructure Planned Maintenance is 85% completeReactive maintenance of roads and related infrastructure 85% completed within agreed time frames & qualityProduce issues paper on Building Assets Issues paper produced

1.9.1 Open Space, Sporting and Recreational Facilities

Manage and coordinate design and construction of open space, sporting and recreational facilities, including:• Parks• Playgrounds• Passive reserves• Sporting fields• Wharves and jetties


Total maintenance of Open Space, Sporting and Recreational Facilities Target 60% Planned / 40% ReactivePlanned maintenance of Open Space, Sporting and Recreational Facilities Planned Maintenance is 85% completeReactive maintenance of Open Space, Sporting and Recreational Facilities 85% completed within agreed time frames & qualityDevelop Open Space, Leisure & Recreation Strategy Draft Strategy Complete

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17

incorporating Operational P

lan 20

16

/17 A

dopted June 2016

- PAG

E 9



Council will deliver: Activities, programs, projects, works1.11 Stormwater & Drainage Manage and coordinate design and construction of stormwater & drainage

infrastructure85% of annual project schedules complete by 30 June 2017

Produce issues paper on Stormwater Assets Issues paper producedAdoption of Bundeena Creek Floodplain Risk Management Study & Plan 3% increase in area of the Shire where Floodplain Risk

Management Studies & Plans have been adopted

Stormwater quality improvement device cleaning & maintenance 1% increase in the area of the Shire serviced by stormwater quality improvement measures from 2014/15 baseline

Implementation of Watercourse Rehabilitation Program 1% increase in watercourses rehabilitated under the Watercourse Rehabilitation programs from 2014/15 baseline

1.15 Effective and efficient management of community assets

Implement and review actions within the Asset Management Roadmap % of scheduled actions implemented from Asset Management Roadmap

PAG

E 10

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

STRATEGY 2: DELIVER INTEGRATED TRANSPORT OPTIONS



Council will deliver: Activities, programs, projects, works

2.1 Develop a Transport Strategy which aligns with the NSW State Plan and facilitates broader integrated transport in conjunction with land use planning

Implement and review actions within Transport Strategy % of scheduled actions implemented from Transport Strategy

2.2 Lobby Federal and State for key infrastructure funding to support all transport options

Lobby State Government on identified issues:

1. Gannons Road Rail Bridge Widening

2. Sutherland to Cronulla Active Transport Link (SCATL)

3. Additional Commuter Car Parking at Railway Stations

4. Miranda and Cronulla Bus Rail Interchange upgrades

Lobbying undertaken on at least 4 key issues

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 11

STRATEGY 3: CONSERVE NATURAL RESOURCES



Council will deliver: Activities, programs, projects, works

Implement Energy and Water Efficiency Strategy

Consumption of energy and water usage across Council sites tracked on ongoing basis and reported annually

Report consumption and tracking of improvements annually

3.2 Energy and water efficiency projects funded by Council and grants (where available)

Energy efficiency upgrades to Council-owned assets % of scheduled projects completed

PAG

E 12

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

STRATEGY 4: PROTECT OUR ENVIRONMENT



Council will deliver Activities, programs, projects, works

4.2 Timely, effective domestic waste collection services

Provide timely and effective household waste service within service standard time

≥ 90% of customer requests relating to waste services are actioned within service standard

Conduct annual program of household chemical and e-waste collection services

2% increase in volume of e-waste diverted from landfill compared to 2014/15 baseline

2% increase in volume of chemical waste diverted from landfill compared to 2014/15 baseline

4.3 Responsible, ethical waste management that promotes practices which minimise waste

Waste collection service which encourages waste diversion from landfill Increase landfill diversion rate from the 2012/13 rate (51%) toward Environment Protection Authority’s 2021 target of 70%

Conduct Waste Wise Living workshops Workshop participation rate of ≥70%

4.5 Introduce and administer strategies and programs to replace lost trees

Implement major tree-planting programs on Council Land No net canopy loss (no. trees removed compared to no. trees planted)

Regulate tree removal on private property Median determination time of ≤30 days for tree removal applications

Maintain resident tree issue program Change from previous year in no. of trees issued to residents (total number issued in 2016/17)

4.7 Enforce compliance with laws and regulations to ensure quality of noise, air, water and land pollution

Investigate incidents of pollution no. of investigations conducted compared to 2013/14 baseline

Conduct audits of commercial and industrial premises % of total inspections for commercial and industrial premises with a Satisfactory or Minor Issue (non critical) inspection results

Participate in Regional Illegal Dumping (RID) program % of waste removed as a result of RID involvement

4.9 Manage pest species Conduct dispersal program at Kareela Grey-headed Flying Fox camp No Flying Fox permanently roosting in camp

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 13




4.10 Local community groups, business, industry and residents in initiatives which protect and/or enhance nature

Manage ongoing Bushcare program Change from previous year in no. of active volunteers (total number of volunteers in 2016/17)Change from previous year in annual total hours of Bushcare regeneration (total hours of regeneration work 2016/17)

Continue Greenweb Program and Greenweb Schools Annual % increase in participating properties and schools in Greenweb Program (baseline 2002)% of scheduled agreed actions completed by Greenweb grant recipients

Maintain or improve quality of Shire waterways through the Stormwater Improvement Program.

≥70% of Shire waterway sites rated in excellent to fair condition

4.11 A local planning framework that upholds the Shire’s character

Provide an effective development assessment process no. of development assessment determinations (Total value) % of development applications approved

Median determination time for Residential (simple) applications & project(complex) applications

Review Section 94 Section 94 Adopted

Undertake Rezonings % of rezonings processed within 18 months (baseline 2015/16)

4.12 Building Certification Services

Provide a service that meets the needs and expectations of its customers Maintain an average turnaround time not exceeding 20 days for complying development certificate applications

PAG

E 14

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

STRATEGY 5: STRENGTHENING OUR COMMUNITY




5.1 Financially sustainable and quality and responsive Early Childhood Education and Care

Provision of financially sustainable childcare service At least a 3% return on Council’s Early Education and Care Services

Provision of service that meets children’s and parent’s needs % of parents who reported an increase in their wellbeing from their involvement in Council’s quality responsive Early Education & Care services (baseline 2014/15)

% of parents who reported that their child(ren) benefit from being enrolled in Children’s Services quality responsive Early Education & Care programs (baseline 2014/15)

Provision of quality and inclusive child care service Achieve a rating of: meeting or above the National Quality Standards for all services

% of identified groups (NESB, ATSI, Disability) accessing the services provided by Children’s Services in comparison to population data.

Development of Strategic Business Plan (5 – 10 year term) for children’s services facilities and operations

Plan developed and adopted by Council.

5.2 Training to build the capacity of Early Childhood professionals and parents

Provision of professional learning for Early Childhood Educators & training for families

% of families and staff who reported an increase in their parenting skills & knowledge as a result of their involvement in training offered by Children’s Services (baseline)

5.3 Life Guard services and initiatives at the shire’s beaches

Patrols, surf education programs and events at beaches Student satisfaction rating (Baseline)

Program Attendance (Baseline) – No. of Schools & No. of Pupils

No. Of Preventative Actions / No. Of rescues undertaken

Development of Strategic Business Plan (5 – 10 year term) for beach services facilities and operations

Plan developed and adopted by Council

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 15




5.5 Community initiatives which respond to local social issues

Implement Crime Prevention Plan 100% of scheduled activities completed

Review and update Disability Action Plan, Ageing Strategy & Youth Strategy

All plans and strategies adopted

Plan and develop capacity building training initiatives for local organisations

Evaluation results are ≥7

Development of Strategic Business Plan (5 – 10 year term) for Community Services operations


5.7 Community events held both locally and Shire wide that encourage local economic activity

Coordinate and facilitate a variety of events, promotions & activations that benefit local and commercial centre businesses and the Shire as a destination

Satisfaction of local businesses with events, promotions and activations in the commercial centres is ≥ 3.7

Develop and implement a post event methodology that evaluates the benefits to the local economy.

Support and facilitate initiatives and events to increase engagement & collaboration between local businesses

Satisfaction of chambers with collaboration between businesses is ≥ 3.7

5.8 Quality and responsive library services and spaces

Library spaces and facilities that encourage participation by diverse groups Total Visitations (Physical & Electronic) compared to previous year (2015/16)

Total Loans (Physical & Digital) compared to previous year (2015/16)

Program attendance compared to previous year (2015/16)

Develop Makerspace program Total no. of attendees at Makerspace sessions

% of customers surveyed who reported an improvement in their technology skills through their involvement in the Makerspace program.

Complete planning and design on library refurbishment ready for work to commence in 2017/18

Project documentation and budget adopted and approved by Council to be included in 2017/18 Capex works program

Development of Strategic Business Plan (5 – 10 year term) for library services facilities and operations


5.9 Community facilities and spaces for neighbourhood and Shire wide community and small business activity

Manage community halls and spaces for local groups to meet and or operate within

% increase in booked hours in Council managed community halls & open spaces from 2014/15 baseline

Maximise return from Council’s Commercial Property Fund At least 6% rate return on the value of commercial property

PAG

E 16

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6




5.10 Initiatives which support the local economy and tourism

Undertake business survey & identify trends (comparative survey) Biennial business survey conducted and results communicated to communityEncourage industry to take action aligned with Destination Management

Plan

5.13 A range of leisure and recreation opportunities in councils facilities

Provide efficient and effective programs at Council’s leisure centre facilities that are responsive to community needs

Peak Learn to Swim (LTS)enrolments - ≥3750 per week

Peak Gym Memberships - ≥3250

Annual Leisure Centre visitations - ≥970,000

Complete and implement Business Unit Plan for development of Council leisure centres

% of scheduled actions completed

5.17 Local emergency services to prepare for, respond and manage natural disasters

Meet the obligations in accordance with Endorsed Council Report (FIN30-14 dated 19/08/2013) as required by the State Emergency and Rescue Management Act 1989.

100% of actions in Emergency Management communications plan fulfilled within the Emergency Management Framework of Prepare, Respond & Recover

A LEMO is available for 100% of local emergency management event

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 17

STRATEGY 6: RESPECT AND VALUE ALL HERITAGE AND CULTURE




6.1 Local cultural, arts and entertainment opportunities

Provide exhibitions, events, classes and venue hire at Hazelhurst Regional Gallery and Arts Centre

85% of customers surveyed are satisfied with the variety and quality of Hazelhurst Regional Gallery & Arts Centre programs and activities

550 enrolments in art classes per term

200,000 visitors to Hazelhurst per annum

Development of Strategic Business Plan (5 – 10 year term) for Hazelhurst Regional Gallery and Arts Centre facilities and operations


Provide opportunities for the community to enjoy the performing arts as participants and audiences at the Sutherland Entertainment centre.

Redevelopment options of Sutherland Entertainment Centre are reported

Minimum 150,000 patrons of SEC per annum

Maximum net cost per patron to Council of $3.95

Undertake alternative revenue generating activities in the Sutherland Entertainment Centre precinct.

10% net operating return

6.2 Grants programs that:

• Facilitate a range of arts and cultural activities

• Protect & promote heritage

Provision of useful, accessible and timely information to guide funding decisions Grants are acquitted to time and to budget

Administer heritage building grants and heritage publications grants no. Heritage Buildings grants and no. Heritage Publications grants

6.3 Council will facilitate and support community based arts and cultural activities

Assist organisations and community groups conducting events in public spaces no. of community groups and organisations assisted to conduct community cultural events

PAG

E 18

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

CIVIC LIFE AND CORPORATE PERFORMANCE

Essential to carrying out this Delivery Program and Operational Plan is having efficient and effective council operations that are underpinned by good corporate governance. Sutherland Shire Council has made a number of commitments to the community and its staff. These commitments are translated into our everyday work in a number of ways, whether it is through ensuring ethical and transparent decision-making, engaging in meaningful dialogue with our community or managing council’s finances in a sustainable way to ensure the long term viability of the organisation.




7.1 Strategic Delivery

Outstanding community outcomes that fulfil local needs and expectations.

Manage the development, review and coordination of Council’s integrated planning and strategic documents, that includes community consultation and effective engagement processes in accordance with legislation

100% compliance with IP&R planning, monitoring & reporting requirements

Review complete of Council’s existing engagement policies, frameworks and methodologies

Implementation of Performance Management Framework within Council

Providing digital solutions to the community and the Council Enhancing the Customer Experience - Increased Customer Interactions (%) through visits to the website (Baseline 2015/16)

Increasing the Value-Add to our Customers - Reducing Financial Expenditure – providing services at a lower price point that the local Government average (Local Government Average 3.6%)

Maximising accessibility and connectivity to data and information through network resources (Baseline 2015/16 - Network Uptime 99.5%)

Produce six ‘Our Shire’ council newsletters annually At least 90% annual readership among newsletter recipients (as measured by Community Satisfaction Survey biannually)

7.2 Informed Decisions

Decisions and actions based on fact, community engagement and sound judgement

Utilise social media tools to enhance Council’s communication with the community

Social Media Policy reviewed and Social Media Strategy developed

The provision of useful and accessible information to guide decision making delivered in a professional and timely manner

% of Council decisions deferred (baseline 2016/17)

% of reports to Council referred back for further information or amendments

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 19




7.3 Service Excellence

Contemporary, responsive and competitive quality service delivery

Develop business improvement plan that is informed by research into industry best practice and alignment with regional and state plans

Business improvement plan developed

Implement a staff cultural change program that will establish a culture of constructive and collaborative behaviours

% of scheduled actions completed from cultural change program action plan

Maintain a financially sustainable organisation Equal or exceed industry financial benchmarks – unrestricted current ratio & debt service ratio

Cash Expense Cover Ratio

% Ratio of rates, annual interest & extra charges outstanding

Provide customer service at Council’s front counter and over the telephone in a timely manner

Customer service by telephone• Average telephone waiting time ≤ 15 secs• % answered within 15 secs is ≥ 70%• Abandonment rate < 2%• (baseline measure 2014/15)

Multi-occupancy cleanups (within 2 days ≥95% complete)• Online animal registration applications (within 2 days ≥ 95%)• Email (within 5 days ≥ 95% complete)• (baseline measure set at 2014/15)

Councillor requests are responded to in a timely, efficient and professional manner

% of councillor requests (no.) resolved within agreed time frames (Baseline 2016/17)

Implement workshop/training initiatives to improve knowledge and skills of staff in general governance

% of staff completing training in general governance (baseline)

Continue to provide reliable and efficient recruitment and payroll services Elapsed weeks to fill open positions compared to sector average (2013 baseline)

Ensure a safe workplace 5% reduction in incidents linked to Lost Time Injury (LTI) claims frequency rate (LTIFR) per 1 million hours worked (Baseline 2014/15)

5% reduction in reported work health & safety incidents frequency rate (FR) per 1 million hours worked (Baseline 2014/15)

Review and update Equal Employment Opportunity Management Plan in alignment with Workforce Management Plan

Equal Employment Opportunity Plan Adopted

Provide programs which promote Equal Employment Opportunity for women, youth under 25, people with disability, and Aboriginal and Torres Strait Islander people

% of scheduled actions completed from Equal Employment Opportunity Plan

PAG

E 20

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6




7.4 Ethical Practice

Open, honourable and legal practice

Undertake Internal Audit program in accordance with Internal Audit Committee’s requirements

100% completion of adopted internal audit recommendations

Coordinate and support Internal Audit Committee (IAC) Greater than 50% of Internal Audit Committee members (including the Chair) are independent

Uphold and enforce our local planning laws and regulations through legal action where required

% of successful prosecutions / no. of legal actions

no. of Investigations, Notices & Orders

Undertake to provide legal advice in an efficient manner no. of matters completed

no. of matters received

no. of matters current


FINANCIAL INFORMATION

OPERATIONAL PLAN 2016/17INCORPORATING REVENUE POLICY (SECTION 405 LOCAL GOVERNMENT ACT, 1993)

Council’s Revenue Policy for 2016/17 as part of this Operational Plan comprises the following statements and documents.

• Overview of the Adopted 2016/17 Budget .................................................................................. 22

• Detailed Financial Estimates for the 2016/17 Budget ............................................................. 23-34

• External Borrowings. ................................................................................................................ 35

• Also included in conjunction with the Revenue Policy, are statements required under Section 403(2) of the Local Government Act 1993, namely:

• Capital Works and Asset Replacement Programs for 2016/17 .............................................. 36-48

• Sales of Assets for 2016/17 ................................................................................................. 49

• Budgeted Operating Statement for the year ended 30 June 2017.............................................. 50

• Summary of Estimates of Income and Expenditure for the year ended 30 June 2017 .................................................................................................................... 51

• Domestic Waste Management Charges ...................................................................................52-53

• Rates ............................................................................................................................... 54-72

• Stormwater Management Service Charge ................................................................................73-76

• A statement concerning fees and the pricing policy relevant thereto. This is supported by a detailed Adopted Schedule of Fees and Charges in a separate document. ...........................................................................................................77

• Council’s Pricing Policy for carrying out works for external parties and works carried out on private land. ....................................................................................................... 78

• Pricing Policy and prices for Council’s ‘businesses’ .................................................................. 78-79


An overview of the adopted 2016/17 Budget is:

Annual Recurrent Expenditure (220,412,580)

Annual Recurrent Revenue 239,357,580

Operating Surplus (General Revenue) 18,945,000

Capital/Infrastructure and Projects Expenditure (42,284,642)

Specific Capital/Infrastructure Funding 23,339,642

Annual Operating Result - Deficit -

Working Funds at Start of Period 1,000,000

Accumulated Working Funds as at 30 June 2017 1,000,000

The discretional $42.285 million capital/infrastructure and projects program is supported by:

$ million

General Revenue 18.945

Section 94 Funds 5.766

Stormwater Levy 1.930

Grants 5.969

External Contributions 2.750

SITA Funding 3.295

Other Reserves 2.630

Other 1.000

42.285


The following tables provide a summary of the adopted budget for 2016/17 along with comparisons of the previous year’s adopted budget and the latest revision of that budget.

The 2016/17 adopted budget includes allocations of discretionary spending approved by Council at the Council meeting of 9 May 2016. This adoption allowed the programs to be publicly exhibited for comment for 28 days. The 2016/17 budget was then adopted after exhibition, at the Council meeting of 20 June 2016 (CCL043-16).

FINANCIAL ESTIMATESFOR THE 2016/17 BUDGET

PAG

E 24

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

OPERATING BUDGET2016/17 ADOPTED BUDGET 2015/16 ADOPTED BUDGET

DIRECT EXTERNAL DIRECT EXTERNAL DIRECT EXTERNALUNIT DIRECT NETT UNIT DIRECT NETT UNIT DIRECT NETT

COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Infrastructure Program 375,000 125,000 250,000 115,290 - 115,290 80,000 - 80,000Specific Programs/Non-Infrastructure Capital - - - - - - - - -Executive Office 2,833,204 149,682 2,683,522 2,746,014 205,817 2,540,197 2,630,516 145,817 2,484,699Corporate Support 26,018,140 4,024,237 21,993,903 24,800,163 3,596,700 21,203,463 24,957,022 3,256,841 21,700,181Shire Planning 15,597,040 11,771,228 3,825,812 14,180,933 10,706,038 3,474,895 14,284,797 10,419,361 3,865,436Shire Infrastructure 82,185,793 44,197,079 37,988,714 82,986,952 46,441,074 36,545,878 81,939,876 44,250,532 37,689,344Shire Services 38,887,540 37,869,515 1,018,025 39,008,031 38,006,040 1,001,991 37,870,815 37,039,702 831,113Non-Divisional/Indirect Income 1,802,792 118,912,153 (117,109,361) 2,169,206 117,185,605 (115,016,399) 2,451,606 117,333,570 (114,881,964)

167,699,509 217,048,894 (49,349,385) 166,006,589 216,141,274 (50,134,685) 164,214,632 212,445,823 (48,231,191)Labour Overheads 26,047,356 - 26,047,356 25,521,490 - 25,521,490 24,955,147 - 24,955,147

193,746,865 217,048,894 (23,302,029) 191,528,079 216,141,274 (24,613,195) 189,169,779 212,445,823 (23,276,044)

CAPITAL BUDGET2016/17 ADOPTED BUDGET 2015/16 ADOPTED BUDGET


COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Infrastructure Program 38,144,642 22,114,642 16,030,000 33,283,474 18,150,123 15,133,351 38,239,000 21,288,000 16,951,000Specific Programs/Non-Infrastructure Capital 3,765,000 1,100,000 2,665,000 4,091,756 1,215,000 2,876,756 3,990,000 1,075,000 2,915,000Executive Office - - - - - - - - -Corporate Support - - - - - - - - -Shire Planning 208,240 183,240 25,000 335,091 309,091 26,000 326,000 300,000 26,000Shire Infrastructure 2,815,195 - 2,815,195 2,720,974 3,054 2,717,920 2,383,407 3,054 2,380,353Shire Services 139,060 832,848 (693,788) 203,822 878,261 (674,439) 194,622 883,061 (688,439)Non-Divisional/Indirect Income 23,255,181 21,417,598 1,837,583 28,284,292 22,731,561 5,552,731 24,469,088 24,469,616 (528)

68,327,318 45,648,328 22,678,990 68,919,409 43,287,090 25,632,319 69,602,117 48,018,731 21,583,386Labour Overheads 623,039 - 623,039 600,355 - 600,355 1,692,658 - 1,692,658

68,950,357 45,648,328 23,302,029 69,519,764 43,287,090 26,232,674 71,294,775 48,018,731 23,276,044

TOTAL EXPENDITURE 262,697,222 262,697,222 - 261,047,843 259,428,364 1,619,479 260,464,554 260,464,554 -

Gross Expenditure (262,697,222) (261,047,843) (260,464,554)

Gross Income 262,697,222 259,428,364 260,464,554

Annual Operating Result - (1,619,479) -

Working Funds at Start of Period 1,000,000 2,619,479 1,000,000

Accumulated Working Funds at End of Period 1,000,000 1,000,000 1,000,000

ORGANISATIONAL BUDGET SUMMARY

2015/16 MARCH REVIEW


SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 25



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **BUILDINGSCommunity Halls & Centres 50,000 - 50,000 81,043 - 81,043 50,000 - 50,000Other Purpose Buildings - - - 13,762 13,762 - - - -OPEN SPACE - - -Parks 125,000 125,000 - 35,000 15,000 20,000 20,000 - 20,000Natural Areas - - - - - - - - -Waterways 200,000 - 200,000 70,290 - 70,290 10,000 - 10,000Sports Fields - - - - - - - - -Works in Progress Reserve Movements - - - (84,805) (28,762) (56,043) - - -

375,000 125,000 250,000 115,290 - 115,290 80,000 - 80,000Labour Overheads - - - - - - - - -

375,000 125,000 250,000 115,290 - 115,290 80,000 - 80,000

INFRASTRUCTURE PROGRAM


PAG

E 26

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **BUILDINGSAdministration Depot & Support Services 1,135,000 1,035,000 100,000 642,534 158,100 484,434 470,000 - 470,000Childrens Services Buildings 270,000 270,000 - 466,228 466,228 - 380,000 380,000 -Commercial & Retail Buildings 40,000 - 40,000 - - - - - -Community Halls & Centres 585,000 - 585,000 303,142 55,330 247,812 275,000 - 275,000Community/Sporting Organisation Facilities 1,200,000 330,000 870,000 499,559 484,559 15,000 894,000 879,000 15,000Leisure & Indoor Recreation Centres 220,000 - 220,000 733,018 (876,637) 1,609,655 1,776,000 220,000 1,556,000Public Toilets & Sporting Amenities 200,000 - 200,000 512,103 392,103 120,000 250,000 - 250,000Regional Arts/Entertainment Centres 250,000 250,000 - 179,262 150,000 29,262 478,000 458,000 20,000Rural Fire Service/SES Facilities 223,000 60,000 163,000 1,415,886 1,349,886 66,000 266,000 200,000 66,000Surf Club Buildings 1,130,000 1,000,000 130,000 194,000 - 194,000 178,000 - 178,000Underground/Multi Storey Carparks - - - 148,232 - 148,232 - - -Libraries 100,000 100,000 - 156,885 126,885 30,000 30,000 - 30,000Tennis Court Structures 38,000 - 38,000 68,082 68,082 - 57,000 57,000 -Other Purpose Buildings 130,000 30,000 100,000 503,445 25,000 478,445 540,000 25,000 515,000OPEN SPACEParks 3,345,000 2,271,000 1,074,000 4,454,456 3,423,309 1,031,147 3,325,000 2,665,000 660,000Natural Areas 1,742,500 1,667,500 75,000 2,238,237 2,061,187 177,050 1,565,000 1,530,000 35,000Waterways 3,795,000 3,245,000 550,000 1,088,497 820,117 268,380 2,165,000 1,790,000 375,000Sports Fields 5,425,000 3,935,000 1,490,000 5,942,520 5,163,011 779,509 7,002,000 6,396,000 606,000STORMWATER INFRASTRUCTUREStormwater Pipes, Culverts & Drainage Pits 560,000 470,000 90,000 727,445 543,735 183,710 790,000 560,000 230,000Natural Watercourses - - - - - - - - -Stormwater Quality Improvement Measures 1,522,500 1,332,500 190,000 1,394,517 969,517 425,000 1,275,000 875,000 400,000Stormwater Harvesting & Reuse Systems - - - - - - - - -TRANSPORT INFRASTRUCTURERoad Pavement & Surfaces/Kerb & Guttering 12,168,642 3,423,642 8,745,000 14,007,972 4,839,917 9,168,055 12,553,000 3,513,000 9,040,000Footpaths 1,445,000 445,000 1,000,000 2,488,224 1,256,651 1,231,573 1,700,000 700,000 1,000,000Cycleways 960,000 960,000 - 220,479 70,479 150,000 1,100,000 950,000 150,000Road Bridges 1,005,000 905,000 100,000 237,362 - 237,362 740,000 - 740,000Carparks 655,000 385,000 270,000 55,000 - 55,000 430,000 90,000 340,000Works in Progress Reserve Movements - - - (5,393,611) (3,397,336) (1,996,275) - - -

38,144,642 22,114,642 16,030,000 33,283,474 18,150,123 15,133,351 38,239,000 21,288,000 16,951,000Labour Overheads 367,039 - 367,039 348,015 - 348,015 1,342,021 - 1,342,021

38,511,681 22,114,642 16,397,039 33,631,489 18,150,123 15,481,366 39,581,021 21,288,000 18,293,021

TOTAL EXPENDITURE 38,886,681 22,239,642 16,647,039 33,746,779 18,150,123 15,596,656 39,661,021 21,288,000 18,373,021


INFRASTRUCTURE PROGRAM

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 27



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Waste & Sustainability Improvement Program - - - - - - - - -Work in Progress Reserve Movements - - - - - - - - -

- - - - - - - - -Labour Overheads - - - - - - - - -

- - - - - - - - -



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Library Resources 1,150,000 - 1,150,000 1,133,165 - 1,133,165 1,100,000 - 1,100,000Waste & Sustainability Improvement Program - - - 234,923 234,185 738 - - -Public Place Presentation 530,000 100,000 430,000 778,708 265,855 512,853 660,000 75,000 585,000Emergency Services Plant & Vehicles 80,000 - 80,000 80,000 - 80,000 80,000 - 80,000Plant & Vehicle Acquisitions 2,005,000 1,000,000 1,005,000 2,574,614 1,000,000 1,574,614 2,150,000 1,000,000 1,150,000Work in Progress Reserve Movements - - - (709,654) (285,040) (424,614) - - -

3,765,000 1,100,000 2,665,000 4,091,756 1,215,000 2,876,756 3,990,000 1,075,000 2,915,000Labour Overheads 7,000 - 7,000 8,600 - 8,600 40,000 - 40,000

3,772,000 1,100,000 2,672,000 4,100,356 1,215,000 2,885,356 4,030,000 1,075,000 2,955,000


SPECIFIC PROGRAMS & NON-INFRASTRUCTURE CAPITAL



PAG

E 28

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Executive Office 683,132 205 682,927 640,184 200 639,984 611,669 200 611,469Communications & Shire Events 2,150,072 149,477 2,000,595 2,105,830 205,617 1,900,213 2,018,847 145,617 1,873,230Work in Progress Reserve Movements - - - - - - - - -

2,833,204 149,682 2,683,522 2,746,014 205,817 2,540,197 2,630,516 145,817 2,484,699Labour Overheads 525,576 - 525,576 507,239 - 507,239 460,438 - 460,438

3,358,780 149,682 3,209,098 3,253,253 205,817 3,047,436 3,090,954 145,817 2,945,137



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **


- - - - - - - - -

TOTAL EXPENDITURE 3,358,780 149,682 3,209,098 3,253,253 205,817 3,047,436 3,090,954 145,817 2,945,137

EXECUTIVE OFFICE



SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 29



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Governance & Customer Service 5,602,705 2,302,667 3,300,038 4,792,571 1,528,490 3,264,081 4,839,118 1,416,490 3,422,628Financial Services 3,301,907 1,108,178 2,193,729 3,210,124 1,188,878 2,021,246 3,254,689 1,188,878 2,065,811Information Management & Technology 7,732,899 139,509 7,593,390 7,552,394 136,593 7,415,801 7,675,637 135,907 7,539,730Legal Services 1,158,058 195,131 962,927 1,100,523 190,093 910,430 1,286,766 190,093 1,096,673Strategy & Performance 1,201,444 950 1,200,494 1,151,504 1,634 1,149,870 1,270,232 134 1,270,098People & Culture 3,555,848 - 3,555,848 3,792,958 280,381 3,512,577 3,306,464 54,708 3,251,756Risk & Audit 3,465,279 277,802 3,187,477 3,200,089 270,631 2,929,458 3,324,116 270,631 3,053,485Work in Progress Reserve Movements - - - - - - - - -

26,018,140 4,024,237 21,993,903 24,800,163 3,596,700 21,203,463 24,957,022 3,256,841 21,700,181Labour Overheads 5,050,546 - 5,050,546 4,957,545 - 4,957,545 3,542,760 - 3,542,760

31,068,686 4,024,237 27,044,449 29,757,708 3,596,700 26,161,008 28,499,782 3,256,841 25,242,941



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **


- - - - - - - - -


CORPORATE SUPPORT



PAG

E 30

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Shire Planning Directorate 456,115 - 456,115 402,439 - 402,439 423,161 - 423,161Development Assessment & Certification 5,167,581 4,079,401 1,088,180 4,708,387 3,736,995 971,392 4,667,761 3,236,995 1,430,766Tree Management & Compliance 2,586,074 462,738 2,123,336 2,483,764 414,711 2,069,053 2,392,403 565,535 1,826,868Environmental Science 773,920 90,000 683,920 820,752 166,871 653,881 738,395 90,000 648,395Strategic Planning 966,179 573,218 392,961 920,692 497,543 423,149 959,469 490,729 468,740Health & Regulation 5,647,171 6,565,871 (918,700) 5,002,507 5,926,102 (923,595) 5,103,608 6,036,102 (932,494)Work in Progress Reserve Movements - - - (157,608) (36,184) (121,424) - - -


20,161,953 11,771,228 8,390,725 18,479,676 10,706,038 7,773,638 18,563,383 10,419,361 8,144,022



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Tree Management & Compliance 183,240 183,240 - 309,091 309,091 - 300,000 300,000 -Health & Regulation 25,000 - 25,000 26,000 - 26,000 26,000 - 26,000

208,240 183,240 25,000 335,091 309,091 26,000 326,000 300,000 26,000Labour Overheads - - - - - - - - -

208,240 183,240 25,000 335,091 309,091 26,000 326,000 300,000 26,000


SHIRE PLANNING



SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 31



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **DIRECTORATEShire Infrastructure Directorate 697,341 4,062 693,279 646,447 3,957 642,490 645,413 3,957 641,456ENGINEERING OPERATIONS GROUPEngineering Operations 388,389 - 388,389 472,075 - 472,075 398,575 - 398,575Building Operations 3,749,545 26,998 3,722,547 3,458,687 26,301 3,432,386 3,229,313 24,948 3,204,365Civil Operations Infrastructure Maintenance 4,829,153 1,044,497 3,784,656 4,829,602 917,532 3,912,070 5,082,768 1,007,252 4,075,516State Emergency Services 393,000 - 393,000 374,304 - 374,304 331,026 - 331,026Bushfire Services 878,303 237,925 640,378 838,034 231,052 606,982 872,679 221,027 651,652Fleet & Workshops 1,508,582 1,091,493 417,089 1,818,807 1,264,673 554,134 2,098,621 1,279,711 818,910Parks Operations 10,752,269 196,979 10,555,290 10,731,277 612,775 10,118,502 10,637,459 607,271 10,030,188Waste Management - Non-Domestic Waste 7,341,317 1,468,395 5,872,922 7,165,597 1,483,240 5,682,357 7,037,688 1,252,035 5,785,653Waste Management - Domestic Waste 36,982,175 38,280,369 (1,298,194) 38,715,880 39,998,887 (1,283,007) 36,800,698 38,083,705 (1,283,007)Work in Progress Reserve Movements - - - (332,909) (332,909) - - - -PROJECTS DELIVERY GROUPDesign Services 667,966 137,454 530,512 696,037 188,702 507,335 641,240 133,905 507,335Project Services 565,054 - 565,054 431,672 - 431,672 421,893 - 421,893Survey Services 549,448 30,629 518,819 565,749 29,838 535,911 565,749 29,838 535,911ASSET MANAGEMENT GROUPAsset Management 239,824 - 239,824 222,411 - 222,411 222,411 - 222,411Parks and Recreation 1,050,792 282,285 768,507 1,044,199 320,971 723,228 890,268 195,720 694,548Infrastructure Assts 1,554,415 424,809 1,129,606 1,481,182 522,338 958,844 1,512,222 663,246 848,976Buildings Assets 1,885,859 57,574 1,828,285 1,924,987 56,088 1,868,899 2,226,757 56,088 2,170,669Asset Planning 8,152,361 913,610 7,238,751 7,967,247 1,161,711 6,805,536 8,325,096 691,829 7,633,267Work in Progress Reserve Movements - - - (64,333) (44,082) (20,251) - - -


91,121,673 44,197,079 46,924,594 91,787,407 46,441,074 45,346,333 90,648,750 44,250,532 46,398,218

SHIRE INFRASTRUCTURE


PAG

E 32

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6




COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **ENGINEERING OPERATIONS GROUPBuilding Operations 798,463 - 798,463 796,396 - 796,396 429,692 - 429,692Civil Operations Infrastructure Renewal 1,087,054 - 1,087,054 1,072,600 - 1,072,600 835,000 - 835,000Parks Operations 344,593 - 344,593 338,500 - 338,500 338,500 - 338,500Work in Progress Reserve Movements - - - - - - - - -PROJECTS DELIVERY GROUPSurvey Services 10,180 - 10,180 10,000 - 10,000 10,000 - 10,000ASSET MANAGEMENT GROUPParks and Recreation 283,489 - 283,489 267,215 3,054 264,161 270,215 3,054 267,161Buildings Assets 291,416 - 291,416 236,263 - 236,263 500,000 - 500,000

2,815,195 - 2,815,195 2,720,974 3,054 2,717,920 2,383,407 3,054 2,380,353Labour Overheads 249,000 - 249,000 243,740 - 243,740 310,637 - 310,637

3,064,195 - 3,064,195 2,964,714 3,054 2,961,660 2,694,044 3,054 2,690,990




SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 33



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Shire Services Directorate 329,643 16,507 313,136 332,905 16,081 316,824 332,905 16,081 316,824Active Recreation Management 1,915,787 2,175,715 (259,928) 1,831,912 2,119,547 (287,635) 1,831,912 2,119,547 (287,635)Beach Services 1,548,183 31,415 1,516,768 1,505,160 63,399 1,441,761 1,481,656 30,604 1,451,052Economic Development 1,492,488 874,756 617,732 1,591,074 916,220 674,854 1,810,400 1,149,953 660,447Children Services 11,988,647 14,693,585 (2,704,938) 11,545,575 14,152,917 (2,607,342) 11,552,657 14,223,482 (2,670,825)Communities 1,960,386 208,394 1,751,992 2,090,447 320,235 1,770,212 1,897,592 226,586 1,671,006Entertainment Centre Operations 1,683,918 1,428,033 255,885 1,655,038 1,408,612 246,426 1,615,556 1,381,475 234,081Hazelhurst Regional Gallery 1,942,362 1,051,038 891,324 2,017,837 1,156,837 861,000 1,928,973 1,005,148 923,825Library Services 4,794,263 823,095 3,971,168 4,735,402 825,554 3,909,848 4,662,617 850,554 3,812,063Leisure Centres Operations 9,390,492 9,717,699 (327,207) 9,161,599 9,469,438 (307,839) 9,152,371 9,469,438 (317,067)Property Services 1,841,371 6,849,278 (5,007,907) 2,657,650 7,594,933 (4,937,283) 1,604,176 6,566,834 (4,962,658)Work in Progress Reserve Movements - - - (116,568) (37,733) (78,835) - - -

38,887,540 37,869,515 1,018,025 39,008,031 38,006,040 1,001,991 37,870,815 37,039,702 831,113Labour Overheads 6,970,441 - 6,970,441 6,957,508 - 6,957,508 7,964,489 - 7,964,489

45,857,981 37,869,515 7,988,466 45,965,539 38,006,040 7,959,499 45,835,304 37,039,702 8,795,602



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **Active Recreation Management - - - 50,000 - 50,000 50,000 - 50,000Children Services Capital 103,000 103,000 - 98,200 98,200 - 109,200 109,200 -Hazelhurst Regional Gallery Capital - - - 14,000 - 14,000 - - -Leisure Centres Capital 36,060 - 36,060 35,422 - 35,422 35,422 - 35,422Property Services - Capital - 729,848 (729,848) 6,200 780,061 (773,861) - 773,861 (773,861)

139,060 832,848 (693,788) 203,822 878,261 (674,439) 194,622 883,061 (688,439)Labour Overheads - - - - - - - - -

139,060 832,848 (693,788) 203,822 878,261 (674,439) 194,622 883,061 (688,439)


SHIRE SERVICES



PAG

E 34

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **External Loan Interest Repayments 393,981 61,703 332,278 498,958 70,140 428,818 498,958 70,140 428,818Long Term Debtor Repayments - 505 (505) - 12,000 (12,000) - 12,000 (12,000)Fringe Benefits Tax 210,000 - 210,000 240,000 - 240,000 240,000 - 240,000Organisational Provisions - - - - - - (1,000,000) - (1,000,000)Corporate Overheads Charged to Budget (2,613,244) - (2,613,244) (2,512,969) - (2,512,969) (2,499,888) - (2,499,888)Depreciation Charged to Budget - 42,285 (42,285) - 181,670 (181,670) - 181,670 (181,670)Contribution to Planning NSW 414,281 - 414,281 404,177 - 404,177 404,177 - 404,177Contribution to NSW Fire Brigade 3,097,774 - 3,097,774 2,990,030 - 2,990,030 3,030,335 - 3,030,335All Leave Paid & Liability 17,256,395 - 17,256,395 16,672,845 - 16,672,845 18,476,829 - 18,476,829Organisational Award and Other Payments 300,000 - 300,000 549,010 - 549,010 300,000 - 300,000Superannuation Contributions 9,414,000 - 9,414,000 9,449,000 - 9,449,000 9,649,000 - 9,649,000Labour Overheads Charged to Budget (26,670,395) - (26,670,395) (26,121,845) - (26,121,845) (26,647,805) - (26,647,805)Ex-Gratia Rate Income - 54,965 (54,965) - 56,323 (56,323) - 56,323 (56,323)Financial Assistance Grant - 6,450,428 (6,450,428) - 6,515,095 (6,515,095) - 6,563,060 (6,563,060)Nett Interest on Investments - 1,074,746 (1,074,746) - 1,209,763 (1,209,763) - 1,309,763 (1,309,763)Pensioner Rate Subsidy - 1,901,467 (1,901,467) - 1,898,290 (1,898,290) - 1,898,290 (1,898,290)Nett Rate Income - 109,326,054 (109,326,054) - 107,242,324 (107,242,324) - 107,242,324 (107,242,324)

1,802,792 118,912,153 (117,109,361) 2,169,206 117,185,605 (115,016,399) 2,451,606 117,333,570 (114,881,964)Labour Overheads - - - - - - - - -

1,802,792 118,912,153 (117,109,361) 2,169,206 117,185,605 (115,016,399) 2,451,606 117,333,570 (114,881,964)



COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE COSTS INCOME EXPENDITURE** BUDGET **External Loan Principal Repayments 1,352,512 - 1,352,512 3,396,578 1,810,714 1,585,864 3,396,578 1,810,714 1,585,864Internal Loan Interest Repayments 729,848 66,667 663,181 773,861 68,847 705,014 773,861 68,847 705,014Internal Loan Principal Repayments 829,468 28,898 800,570 821,820 26,718 795,102 821,820 26,718 795,102ELE Reserve & Liability Movements 20,343,353 19,013,074 1,330,279 17,962,082 17,158,023 804,059 18,476,829 19,413,271 (936,442)Specific Reserve Movements - 2,308,959 (2,308,959) 5,329,951 3,667,259 1,662,692 1,000,000 3,150,066 (2,150,066)

23,255,181 21,417,598 1,837,583 28,284,292 22,731,561 5,552,731 24,469,088 24,469,616 (528)Labour Overheads - - - - - - - - -

23,255,181 21,417,598 1,837,583 28,284,292 22,731,561 5,552,731 24,469,088 24,469,616 (528)

TOTAL EXPENDITURE 25,057,973 140,329,751 (115,271,778) 30,453,498 139,917,166 (109,463,668) 26,920,694 141,803,186 (114,882,492)

NON-DIVISIONAL EXPENDITURE & INDIRECT INCOME




In previous years Council maintained a borrowing program to finance its annual roads and drainage construction works and, on certain occasions, also has borrowed to finance building projects and other assets.

The 2016/17 Budget allows for no loan borrowings, either general or specific purpose.

The borrowings for 2016/17, subject to an approved allocation by the Office of Local Government, are:

General purpose - loans......................................................................................... NIL

Specific purpose loans ......................................................................................... NIL

Finance leases (Information Technology and plant equipment replacement) ........$3.000 m

In accordance with the borrowings, Council’s total loan indebtedness, debt servicing costs, and debt service ratios are estimated as follows:

New Loans Borrowed Loan Indebtedness** Debt Servicing

Costs

(Interest plus Principal

Repayments)

Debt Service Ratio

(Debt Service Costs as a proportion of Revenue from

Ordinary Activities)Specific Purpose

General Purpose

Specific Purpose

General Purpose *

30/6/08 NIL $8.0m $10.5m $5.6m 3.70%30/6/09 $4.0m NIL $12.0m $7.9m $5.7m 3.18%30/6/10 $0.939m $3.2m $11.1m $8.6m $4.7m 4.11%30/6/11 $5.95m $6.8m $7.9m $13.4m 7.84%30/6/12 $5.0m $3.90m $10.2m $8.7m $7.2m 3.95%30/6/13 $2.3m NIL $10.3m $8.0m $4.6m 2.53%30/6/14 NIL NIL $8.8m $7.1m $3.8m 1.96%30/6/15 NIL NIL $5.9m $6.2m $5.0m 2.47%30/6/16 NIL NIL $3.3m $5.4m $4.3m 2.01%30/6/17 NIL NIL $2.8m $4.6m $2.2m 1.00%

* General purpose loan indebtedness is net of amount set aside in reserve for future loan repayments.

** Includes finance lease principal and interest payments and transfer to reserve for future loan repayments (to 2011/12). Interest generated on this reserve has been offset against interest expense.

EXTERNAL BORROWINGS 2016/17

PAG

E 36

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

NOTE : In the Delivery Plan Financial information (part I) and preceding financial estimates, internal and external loan principal repayments and reserve movements have been classified as capital expenditure items. These items are not shown in the following schedules.

CAPITAL WORKS & ASSET REPLACEMENT PROGRAM 2016/17

Name of Project Total Budget

$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Administration, Depot 1,135,000 Administration Building Buildings 100,000 - Renewal 100,000

Bate Bay Depot685,000 - Maintenance Depot Construction 685,000

Bath Road Depot350,000 - Perimeter Fencing and Gate Renewal 350,000

1,135,000$

Childrens Services 270,000 Dianella Street Early Education Centre Buildings 250,000 - Outdoor Play Space Upgrade 250,000$

Moore Street Early Education Centre20,000 - Alterations to Existing Veranday Roof Area 20,000

270,000$

Commercial and 40,000 40,000 Unplanned Renewals

Community Halls and 585,000 70,000 Asbestos Removal Works - Various Sites 70,000$ Centres 400,000 Building Assets - Unplanned Renewals 400,000

25,000 Disabled Access Program - Provision of Enhanced Disability Access 25,000Engadine Community Centre

20,000 - Relocation of Double Emergency Exit Door in Foyer 20,000Gymea Bay Community Building

70,000 - Structural Rectification Works 70,000585,000$

Community/Sporting 1,200,000 870,000 330,000 Scylla Bay - Como Jannali RLFC Organisation Facilities - Building Replacement

BUILDINGS

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 37


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Administration, Depot 1,135,000 Administration Building Buildings 100,000 - Renewal 100,000

Bate Bay Depot685,000 - Maintenance Depot Construction 685,000

Bath Road Depot350,000 - Perimeter Fencing and Gate Renewal 350,000

1,135,000$

Childrens Services 270,000 Dianella Street Early Education Centre Buildings 250,000 - Outdoor Play Space Upgrade 250,000$

Moore Street Early Education Centre20,000 - Alterations to Existing Veranday Roof Area 20,000

270,000$

Commercial and 40,000 40,000 Unplanned Renewals

Community Halls and 585,000 70,000 Asbestos Removal Works - Various Sites 70,000$ Centres 400,000 Building Assets - Unplanned Renewals 400,000

25,000 Disabled Access Program - Provision of Enhanced Disability Access 25,000Engadine Community Centre

20,000 - Relocation of Double Emergency Exit Door in Foyer 20,000Gymea Bay Community Building

70,000 - Structural Rectification Works 70,000585,000$

Community/Sporting 1,200,000 870,000 330,000 Scylla Bay - Como Jannali RLFC Organisation Facilities - Building Replacement

BUILDINGS


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Leisure and Indoor 220,000 Caringbah Leisure Centre Recreation Centres 15,000 - Toddlers Pool Fence 15,000$

Engadine Leisure Centre25,000 - Olympic Pool Renovation 25,000

Sutherland Leisure Centre70,000 - Cogeneration Plant Equipment Overhaul 70,00090,000 - Metel Fascias, Asbestos Eaves and Rusted Skylights Removal 90,00020,000 - Roof Access 20,000

220,000$

Public Toilets and 200,000 200,000 Scylla Bay Oval - Public Toilet Construction

Regional Arts/ 250,000 250,000 Sutherland Entertainment Centre Precinct Redevelopment Entertainment Centre

Bushfire Stations/ 223,000 Heathcote Fire Control Centre SES Facilities 25,000 - Height Training Structure 25,000$

30,000 - Security Access and Intercom System Renewal 30,00060,000 60,000 - Vehicle Accommodation (SES) 120,00048,000 RFS and SES Building Security Upgrades 48,000

223,000$

Surf Clubs/Beach 1,130,000 Cronulla SLSC Buildings 1,000,000 - BCA Works 1,000,000$

Elouera SLSC130,000 - Replacement of Roof over Restaurant 130,000$

1,130,000$

Libraries 100,000 100,000 Internal Refurbishment

Tennis Court Structures 38,000 38,000 Surfaces/General Lighting/Fencing/Upgrades

PAG

E 38

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Other Purpose Buildings 130,000 Cronulla Plaza30,000 - Mall Kiosks Structural Steel Replacement 30,000$

100,000 Energy Efficiency Fund Projects - Upgrade Works 100,000130,000$

Labour Overheads 31,000 31,000 Labour overheads relating to the above projects but not included as part of the direct estimate.

TOTAL 5,552,000 2,477,000 - 100,000 2,975,000

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 39


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Parks 3,345,000 Parks Capital ProgramBarden Ridge Park (150 Old Illawarra Road)

140,000 - Design and Construction 140,000$Como Heritage Environment Trail

241,000 - Signage and Safety Works 241,000Como Pleasure Grounds

50,000 - Frontage Works 50,00040,000 - Lower Path Connection 40,000

Cooper Street Skate Park50,000 - Renewal 50,000

Cronulla Coastal Walkway Extension (Don Lucas Reserve)100,000 100,000 - Pathway Construction 200,000

EG Waterhouse National Camellia Gardens45,000 - Upper Play Space 45,000

50,000 Fencing in Reserves 50,000Gunnamatta Park

25,000 - Large Shelter Refurbishment 25,00050,000 - Main Entry Upgrade 50,000

Joseph Banks Native Reserve490,000 - Stage II (Picnic Area and Pond) 490,000

50,000 Lighting in Reserves 50,000Menai Skate Park

50,000 - Renewal 50,000Oak Park

50,000 - Retaining Wall Drainage Improvements 50,000Parc Menai

45,000 75,000 - Additional Play Facilities, Shade, BBQ, Seating 120,00030,000 Regulatory Signs 30,000

Scylla Bay260,000 - Como Pool Path Design and Construction of Boardwalk 260,000

Silver Beach70,000 - Masterplan - Pathway (East/West Connection) 70,000 2,011,000$

Playground Program60,000 Playspace Upgrades At Community Centres 60,000$

179,000 Program Renewals 179,000Roger Summers Park Bundeena

480,000 570,000 - Stage II Construction 1,050,000Sandy Point Community Centre

45,000 - Mammoth Swing 45,000 1,334,0003,345,000$

OPEN SPACE

PAG

E 40

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Natural Areas 1,742,500 North Cronulla to Wanda Dunes40,000 - Upgrade 40,000$

1,500,000 Open Space Acquisitions 1,500,000Wanda Heritage Dune

40,000 - Ongoing Maintenance 40,000Woronora River

35,000 - RFS Site Foreshore Upgrade and Environment Works 35,000Stormwater Levy Works

20,000 - Burnum Burnum Wetland Management Plan Implenentation 20,000$50,000 - Fenton Avenue - Watercourse Rehabilitation 50,000

7,500 - Kareela Golf Course - Wetland Maintenance 7,50030,000 - Still Creek, Menai - Wetland Maintenance 30,00020,000 - Watercourse Improvements 20,000 127,500

1,742,500$

Open Space/community acquisitions of open space (zoned 6A) for public recreation funded by developer contributions. Subject to timing of requests

Waterways 3,795,000 Bonnet Bay Pontoon and Carpark175,000 175,000 - Upgrade 350,000$

Burnum Burnum Sanctuary110,000 110,000 - Boat Ramp Upgrade 220,000

Captain Cook Bridge Kayak Launching Facility100,000 100,000 - Construction 200,000

Gunnamatta Bay Baths50,000 - Refurbishment 50,000

Holts Point Place Boat Ramp125,000 125,000 - Upgrade/Improvements 250,000

Old Ferry Road Reserve400,000 475,000 - Upgrade Stage II 875,000

Oyster Bay Boat Ramp100,000 100,000 - Upgrade 200,000

Scylla Bay150,000 675,000 - Boat Ramp, Wharf and Carpark Upgrade 825,000

Sylvania Wharf100,000 200,000 - Upgrade 300,000

Tonkin Oval Boat Ramp and Wharf215,000 310,000 - Upgrade 525,000

3,795,000$

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 41


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Sports Fields 5,425,000 60,000 Cricket Wicket and Net Upgrades 60,000$100,000 Floodlighting 100,000

Greenhills Beach Playing Fields235,000 - Hockey Clubhouse 235,000

50,000 1,450,000 - Hockey Field Construction Stage 1B 1,500,000220,000 - Maintenance Shed - Stage 2 220,000100,000 - Signage 100,000150,000 - Voluntary Planning Agreement 150,000

Jenola Playing Fields100,000 - Synthetic Conversion 100,000

30,000 Netball Court Upgrades 30,00060,000 Oval Fencing 60,000

150,000 Oval Irrigation and Drainage Upgrades 150,000300,000 Oval Surface Upgrades 300,000

220,000 Recycled Waste Storage Areas (at 7 Ovals) 220,000Ridge Complex

900,000 - BMX Facility 900,000Sylvania Waters Athletic Track

850,000 - Renewal 850,000Waratah AFL/Cricket Field

450,000 - Development to Regional AFL Facility 450,0005,425,000$


TOTAL 14,382,500 3,264,000 1,795,000 5,076,000 4,247,500

PAG

E 42

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Stormwater Pipes, 560,000 10,000 Rutherford Avenue, Burraneer - Drainage Investigation 10,000$ Culverts and 15,000 Rymill Place to Scarborough Street, Bundeena - Drainage Upgrade 15,000 Drainage Pits 60,000 Stormwater Drainage Urgent Infrastructure Rehabilitation Works 60,000

5,000 9 Tivoli Esplanade, Como - Drainage Upgrade Design 5,000Stormwater Levy Works

30,000 - Beauford Avenue, Caringbah South - Drainage Upgrade 30,000$70,000 - Binney Street, Caringbah South - Drainage Upgrade 70,00020,000 - Cremona Road, Como - Drainage Uprgrade 20,00030,000 - Edinburgh Close, Woolooware - Drainage Upgrade 30,00050,000 - Edward Street, Sylvania - Drainage Upgrade 50,000

7,500 - Kareela Golf Course - Drainage Maintenance 7,50060,000 - 156 Karimbla Road, Miranda - Piping Open Drain 60,000

140,000 - 231 - 237 Prices Circuit - Drainage Investigation 140,00010,000 - Scylla Bay, Como - Water Quality Device Upgrade 10,000

5,000 - The Esplanade, Cronulla - Drainage Upgrade 5,00030,000 - Water St/Grandview Pde, Caringbah Sth - Drainage Upgrade 30,000

5,000 - Willarong Road, Caringbah South - Drainage Maintenance 5,0005,000 - Yowie Avenue, Caringbah South - Drainage Maintenance 5,0007,500 - Yuraga Avenue, Caringbah South - Drainage Investigation 7,500 470,000

560,000$

Stormwater Quality 1,522,500 20,000 Box Road, Taren Point - Sedimentation Pond Design 20,000$ Improvement 10,000 Kumulla Road, Taren Point - GPT 10,000 Measures 40,000 Stormwater Quality Urgent Improvements 40,000

30,000 Tidal Stormwater Outlets and Channels Assessment (Fisheries Permit) 30,00090,000 Wonga Road Reserve, Yowie Bay - Drainage Upgrade 90,000

Stormwater Levy Works40,000 - Ash Avenue Caringbah South - Trash Rack Replacement 40,000$10,000 - Burraneer Park, Burraneer - Drainage Maintenance 10,00010,000 - Dents Creek, Gymea - Drainage Maintenance 10,00010,000 - Fenton Avenue Stormwater Channel Revegetation Project 10,00015,000 - Five Ways, Miranda - GPT and Linear Wetland Design 15,00010,000 - Forest Road, Kirrawee - Drainage Maintenance 10,000

7,500 - Forest Road, Sutherland - Drainage Maintenance 7,50010,000 - Fourth Avenue, Loftus - Drainage Maintenance 10,00010,000 - Grays Point Oval Drainage Upgrade 10,000

372,500 - Gwawley Bay Water Quality Improvement Program 372,500

STORMWATER INFRASTRUCTURE

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 43


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

- Gwawley Creek (Box Road to Port Hacking Road) - 35,000 Drainage Mtce 35,00030,000 - Kareena Creek - Drainage Maintenance 30,00010,000 - 30-32 Kirrawee Avenue, Kirrawee - Drainage Maintenance 10,000

5,000 - Manchester Road, Gymea - Ewey Creek Maintenance 5,00010,000 - Marton Park, Kurnell - Water Quality Device Maintenance 10,00010,000 - Newcombe St Reserve, Maiainbar - Drainage Maintenance 10,00020,000 - Oyster Creek - Drainage Maintenance 20,000

5,000 - 20 Parthenia Street, Dolans Bay - Drainage Maintenance 5,0005,000 - Railway Crescent, Jannali - Drainage Maintenance 5,000

10,000 - Saunders Bay Rd Drainage Reserve - Drainage Maintenance 10,0005,000 - Scylla Road, Oyster Bay - Drainage Maintenance 5,000

20,050 - Stormwater Headwall - Safety Fencing 20,05040,000 - Stormwater Infrastructure - Urgent Maintenance 40,000

589,950 - Stormwater Quality Device Cleaning & Mtce Contract 589,95010,000 - Sylvania Waters - Doltone House GPT Modification 10,00020,000 - Tudor Road, Jannali - Drainage Maintenance 20,000

7,500 - Waratah Park Reserve, Sutherland - Drainage Maintenance 7,5005,000 - Wonga Road Reserve - Drainage Maintenance 5,000 1,332,500

1,522,500$


TOTAL 2,103,500 301,000 - - 1,802,500

PAG

E 44

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Road Pavement and 12,168,642 Roads Construction Programs Surfaces/Kerb and 3,150,000 Residential Streets Program (1) 3,150,000$ Guttering 361,000 Regional Roads Program 361,000

2,392,642 Roads to Recovery Program 2,392,642 5,903,642$

Roads Maintenance Programs3,600,000 Roads Pavement Rehabilitation (2) 3,600,000$1,250,000 Roads Preventative Maintenance 1,250,000 4,850,000

Traffic Engineering Works120,000 Sutherland Shire Traffic and Transport Model 120,000$130,000 Traffic Engineering and Pedestrian Facilities 130,000 250,000

Traffic Facilities520,000 RTA Traffic Facilities/Linemarking/Signage 520,000$ 520,000

Traffic ManagementBelgrave Esplanade and Murrumbidgee Avenue

140,000 - Pedestrian Refuge and Mini Roundabout 140,000$Box Road and Macarther Street, Sylvania

25,000 - Roundabout and Egress Road 25,000Denman Avenue, Woolooware

20,000 - Roundabouts and Traffic Calming 20,000Fowler Road and Austin Street, Illawong

30,000 - Roundabout Pedestrian Refuge 30,000Fowler Road and Heritage Drive, Illawong

150,000 - Roundabout 150,000Old Princes Highway, Engadine

5,000 - Traffic Calming Measures 5,00075,000 Pedestrian Accessibility & Improved Mobility 75,000 445,000

Works in Conjunction200,000 General Allocation (3) 200,000$ 200,000

12,168,642$

(1) This is the residential streets reconstruction program, which includes the provision of kerb and guttering, upgrading of stormwater drainage and road pavement. These works are a continuation of the revised four year rolling program.

TRANSPORT INFRASTRUCTURE

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 45


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

(2) Includes stabilisation, minor reconstruction and repairing of existing pavement. This treatment extends the life of the pavement reducing the frequency of costly full pavement reconstruction.(3) Council funding required as contribution to works undertaken and paid for by developers adjacent to a new development.

Footpaths 1,445,000 Footpath Construction 1,000,000 Ongoing Program (1) $ 1,000,000 1,000,000$

Shopping Centre Upgrade ProgramsCronulla Plaza

170,000 - Masterplan $ 170,000 Sylvania Heights Shopping Centre

275,000 - Upgrade Design and Construct 275,000 445,0001,445,000$

(1) This allocation will allow the rehabilitation of badly deterioriated footpaths in high use areas as well as a continuation of the new footpath construction program.

Cycleways 960,000 900,000 60,000 Woolooware Bay Stage 6 (Including Boardwalk) - Construction

Road Bridges 1,005,000 100,000 Bridge Maintenance/Restoration (1) 100,000$905,000 216 Belgrave Esplanade - Seawall Restoration 905,000

1,005,000$

(1) Structural repairs, corrosion protection (cathodic/anodic), impact protection, bridge rail, expansion joints, painting, bridge strengthening, bearing replacement.

Carparks 655,000 50,000 Carparks Attached to Buildings 50,000$ 40,000 Carparks In Parks 40,000

205,000 Cooper Street Reserve Carpark Upgrade 205,000 180,000 180,000 Southern Districts Rugby Club Carpark Reconstruction 360,000

655,000$


TOTAL 16,473,681 10,355,039 4,173,642 265,000 1,680,000

PAG

E 46

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Library Resources 1,150,000 1,150,000 Ongoing program to upgrade, improve and replace library resources

Public Place Presentation 530,000 30,000 Community Initiatives 30,000$50,000 Community Signage - Stage II 50,00035,000 Cronulla CBD - Renewal of Planter Boxes 35,00015,000 Future Projects/Initiatives 15,00060,000 Open Space Furniture Renewals 60,00050,000 Program Feasibility Funds 50,00080,000 Public Place Bins Surrounds - Stage III 80,00050,000 Roundabout/Median Renewals 50,00060,000 Shopping Centre Renewals 60,000

100,000 Taren Point Road Beautification - Landscaping 100,000530,000$

Plant & Vehicle 2,085,000 80,000 Emergency Services Vehicles 80,000$ Acquisitions 1,005,000 1,000,000 New Plant including Light and Heavy Vehicle Fleet 2,005,000

2,085,000$


TOTAL 3,772,000 2,672,000 - 100,000 1,000,000

NON-INFRASTRUCTURE ASSETS - SPECIFIC PROJECTS

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 47


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Tree Planting 183,240 183,240 Street Trees - Funded from Tree Planting Fees charged to offset tree removal

Security Equipment & 25,000 25,000 Ongoing program of upgrade of security equipment Services Upgrades

Building Operations/ 1,089,879 1,089,879 Minor non-programmed capital works undertaken such as landscaping, painting, upgrades Buildings Assets and repairs to Council building assets

Civil Operations 1,087,054 1,087,054 Minor non-programmed capital works undertaken to Council's civil infrastructure assets(roads, drains, footpaths, street scapes etc)

Parks Operations 344,593 344,593 Oval renovation works undertaken outside of programmed works

Parks and Recreation 283,489 283,489 Minor non-programmed capital works undertaken to Council's passive and active Management recreation assets (playgrounds, softfall, wharves and jetties, tidal pools etc) and the

provision of equipment and fencing for sporting facilities


TOTAL 3,262,255 3,079,015 - - 183,240

INFRASTRUCTURE ASSETS - OTHER PROGRAMS

PAG

E 48

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6


$

GeneralRevenue

$ Grant Funding

$ Section 94

$

OtherIncome

$ Comment

Children Services 103,000 103,000 Equipment and upgrades required for on-going operation of Children ServicesCapital activities (Early Childhood Centres, Out of School Hours Care etc.)

Leisure Centres Capital 36,060 36,060 Replacement of equipment for on-going operation

Survey Equipment 10,180 10,180 Replacement of equipment for on-going operation

TOTAL 149,240 46,240 - - 103,000

TOTAL ALL CAPITAL WORKS

NON-INFRASTRUCTURE ASSETS - OTHER

45,695,176 22,194,294 5,968,642 5,541,000 11,991,240


ASSET DESCRIPTION REASON FOR SALE ESTIMATED TIMING ESTIMATED GROSS SALE PROCEEDS $

PLANT & VEHICLESPlant & Vehicles In accordance with

the current plant replacement policy

Ongoing 12 month program

$1,000,000

PROPERTYCOMMERCIAL PROPERTY (refer following details) NILDrainage Easements Sale of easements now

surplus to adjoining owners not required for future drainage on reserves

Subject to applications over the next 12 months

Sales may occur during the year but at this stage have not been identified

Road Closures Projected sale of unmade roads adjoining developments


Development Control Strips

Projected sale of development control strips


SALE OF ASSETS


$'000INCOMERevenue:Rates and Annual Charges 149,593User Charges & Fees 41,174Interest and Investment Revenue 2,858Other Revenues 12,480Grants and Contributions - Operating 11,196Grants and Contributions - Capital Purposes 20,928Other income:Profit from Disposal of Assets -Profit from Interests in Joint Ventures and Associates -

Total Income from Continuing Operations 238,229

EXPENSESEmployee Costs 99,104Materials and Contracts 36,309Borrowing Costs 434Depreciation & Amortisation 27,383Interest & Investment Losses -Other Expenses from Ordinary Activities 49,226Loss from Disposal of Assets 500Loss from Interests in Joint Ventures and Associates -

Total Expenses from Continuing Operations 212,956NET OPERATING RESULT FOR YEAR 25,273

Attributable to:Minority Interests -Council 25,273

25,273

Net operating result before capital grants and contributions 4,345

for the year ended 30 June 2017

SUTHERLAND SHIRE COUNCILBUDGETED INCOME STATEMENT

BUDGETED INCOME STATEMENT


Estimates for: Estimated Estimated OperatingSutherland Shire Council Expenses Revenues Results

$'000 $'000 $'000Functions/activities

Administration 44,625 4,009 (40,616) Public Order & Safety 13,971 7,900 (6,071) Health 37 - (37) Community Services & Education 18,463 13,339 (5,124) Housing & Community Amenities 62,640 42,131 (20,509) Recreation & Culture 46,355 30,364 (15,991) Mining, Manufacturing & Construction 7,431 4,161 (3,270) Transport & Construction 15,708 8,076 (7,632) Economic Affairs 3,726 10,151 6,425

Totals - Functions 212,956 120,131 (92,825)

General Purpose Revenues 118,098 118,098

Total 212,956 238,229 25,273

ADD/SUBTRACTExpenses not involving flow of fundsDepreciation 27,383 27,383 Decrease in Employees' Leave Entitlements (3,087) (3,087) AIFRS Adjustment - Leave Entitlements (181) (181)

ADD/SUBTRACTIncome not involving flow of fundsFair Value of Investment Properties Increments (1,235) (1,235)

Sub-total 22,880 22,880

ADDNon-operating funds employedCarrying Amount of Assets Sold 1,500 1,500 Cost of Real Estate Assets Sold - - Loan Funds Used - - Other Debt Finance - - Repayments by Deferred Debtors 1 1

Sub-total 1,501 1,501

SUBTRACTFunds deployed for non-operating purposesAcquisition of Assets (47,359) (47,359) Development of Real Estate - - Unallocated Capital Works - - Advance to Deferred Debtors - - Repayment of Loans (1,813) (1,813) Repayment of Other Debts - - Net Movement(to)/from Restricted Cash 518 518 Land Dedications (1,000) (1,000)

SUBTRACTUnexpended grants and contributions received during the yearUnexpended Specific Purpose GrantsDeveloper Contributions - -

Sub-total (49,654) (49,654)

ESTIMATED BUDGET RESULTS SURPLUS/DEFICIT 212,956 212,956 -

SUTHERLAND SHIRE COUNCIL 2016/17 BUDGET - BY FUNCTIONSSUMMARY OF ESTIMATES OF INCOME AND EXPENDITURE FOR THE YEAR ENDED 30th JUNE, 2017

BUDGET BY FUNCTIONS


Domestic waste covers the services of weekly collection of putrescible waste, fortnightly collection of greenwaste and recyclable materials, and a clean-up service.

Under the provisions of the Local Government Act 1993, Council is required to match its domestic waste charges with the reasonable cost of the service - in other words, there must be no subsidising of the charges from rates or other revenue. Under the Local Government Act 1993, it is mandatory to levy a Domestic Waste Management Charge (Section 496).

The Domestic Waste service cannot be subsidised from general revenue and must be a self sufficient fund. Charges to householders are based on full cost recovery of the service.

For 2016/17 annual charges are to be the same for Regular and Shared services at $456.30.

The shared service charge is now set at the same charge as the regular service charge as per Council decision FIN139-11 where, after a 4 year phasing in period, both services eventually became equal in the 2014/15 financial year.

It is estimated that the cost of the service will decrease by $2.828 million in 2016/17, in comparison to the adopted budget amounts for 2015/16 as a result of the non-imposition of the recycling and greenwaste levies by the State Government. It was adopted to maintain the Domestic Waste Charge at the same level as for 2015/16 which will result in a surplus from this activity of $2.584 million which will be transferred to the Domestic Waste Reserve.

The Domestic Waste Management Reserve, which is held as a buffer against adverse movements in anticipated expenditure, currently has a balance of $1.803 million (30 June 2015), although there are expected to be significant budgetary improvements during 2015/16 which will contribute to an increased reserve balance as at 30 June 2016. The estimated surplus of $2.828 million from 2016/17 will further add to this balance. The Reserve can

act as a buffer for unexpected costs as well as providing a funding source for capital acquisitions, such as bin roll-outs and the creation of a waste recycling facility.

SERVICE PRICING STRUCTUREThe present domestic waste charge is structured in two major levels, "Regular" and "Shared" services, with the addition of a "Service Availability" charge (which mostly relates to vacant land). It is mandatory under the Local Government Act for councils to levy a charge on vacant land and this has been set at a token level.

The "Shared" service basically applies to any situation where a property owner shares a 240L bin for putrescible garbage and recycling. "Shared" services exist only in home units and some villa/townhouse developments. A "Regular" service charge currently applies to all other domestic waste services. They are mostly 120L bin services for putrescible waste and apply to some villa and townhouse developments and all single dwelling households.

The "Shared" charge prior to 2011 had historically been set at approximately two thirds (2/3) of the rate of the "Regular" service. Originally the "Shared" service was for a 120L waste removal service per week, while a "Regular" service was for a 240L waste removal service per week. There were no recycling or greenwaste services provided at that time. This meant at the time the discount principle was struck, the "Shared" service was for a lesser amount of waste service each week.

While the principle of the "Shared" service remains today, this service is now provided at the same standard as the "Regular" service, with both receiving a 120L putrescible waste removal service per week and weekly collections of 240L recycling or greenwaste (alternate weeks for "Regular" service).

Based on full annual cost recovery, the DWM charges adopted by Council are:

DOMESTIC WASTE MANAGEMENT CHARGES


No. of Services

Adopted 2015/16

Adopted 2016/17

Adopted Annual

Increase

Adopted Increase

Regular Service 61,230 $456.30 $456.30 $- 0.00%Shared Service 20,899 $456.30 $456.30 $- 0.00%Regular Additional Service 648 $394.50 $394.50 $- 0.00%Vacant Land Service Availability 364 $97.20 $97.20 $- 0.00%Improved Service Availability 1,373 $200.20 $200.20 $- 0.00%

The above charges are based on full annual cost recovery with no financial assistance from the Domestic Waste Management Reserve.

The total estimated yield of the domestic waste charges is $38.041 million

DEFINITIONSREGULAR SERVICE

Each of the following * comprises one (1) service:

* • weekly collection of putrescible waste using one 120-litre container (or two 120-litre containers ....... if permitted)

• fortnightly collection of garden waste using one 240-litre container

• fortnightly collection of mixed recyclables and waste paper using one 240-litre container, and

• twice yearly on call clean-up collection service.

This service is applicable to either rateable or rate-exempt residential properties.

* Additional weekly collection of one bin per separate household for putrescible waste.

SHARED SERVICE

The shared service applies to multi-occupancy dwellings where owners share the use of 240-litre bins for putrescible garbage and recycling. They also receive a recycling service (weekly or fortnightly as required), and biannual clean-up services. If required, a fortnightly greenwaste service also is available. Shared services exist only in home units and some villa/townhouse developments.

SERVICE AVAILABILITY CHARGE – VACANT LAND

It is mandatory for a council to make a charge for vacant residential land, where the service is available but not actually used. The service is deemed to be available if the land is within Council’s normal collection area. This charge also applies to situations where premises have a mixture of business and residential rating, eg. a residential flat above a shop, and the domestic waste service is not actually being used.

SERVICE AVAILABILITY – IMPROVED LAND

Where a home unit complex arranges a private contractor to collect the putrescible waste, a special shared service charge will apply for Council to provide a weekly recycling service and biannual clean up services. From 2007/08, this charge also includes a greenwaste service.

PRE-BOOKED CLEAN UP SERVICEAs part of the annual charge residents can pre-book 2 clean-ups per year at a time convenient to them. For strata unit residents the 2 bookings are planned in conjunction with strata unit manager and the other tenants.

The pre-book clean-up collection service is a refinement to the previously available ‘scheduled’ clean up service and a key benefit identified was to allow residents the flexibility of booking a clean-up collection on a date that most suits them and coincides with their regular ‘yellow’ bin collection service. Bookings are handled via a pre-book form or over the phone for those persons who prefer this method.

Enquiries relating to booking a service or enquiring in relation to types of materials, volume of materials and any other matters can be obtained by:

• Sutherland Shire Council website at http://www.sutherlandshire.nsw.gov.au/Residents/Rubbish-and-Recycling/Prebooked-Council-Clean-Up; or

• calling Council’s Customer Service Centre on 9710 0333 during office hours.


RATES 2016/17

OPTIONS ON RATING STRUCTURESThe Local Government Act allows for Council to choose from a number of rating options. There are three broad options, all of which are based on the mandatory requirement to use the latest land values supplied by the NSW Valuer General.

HAVING A BASE AMOUNT COMBINED WITH AD VALOREM RATING

The base amount embodies the concept of charging all householders a standard amount to cover the basic services that a council supplies. It embodies the ‘benefit’ principle, whereas ad valorem rating relates to the ‘ability to pay’ principle. The aggregate amount to be raised from a base amount must not exceed 50% of a council's total rates income.

STRAIGHT AD VALOREM RATING

This means calculating rates by applying rates-in-the-dollar to the respective valuation with no base amount and no minimum.

The main effect of this is that home unit owners currently subject to minimum rates would pay less whilst others higher up the valuation scale would pay more.

Council used Straight Ad Valorem rating for the years 1994/95 and 1995/96.

AD VALOREM RATING SUBJECT TO MINIMUM RATES

This is the system that existed under the 1919 Act, and which is currently in use by Sutherland Shire Council, having been reintroduced in the 1996/97 rating year. This allows for a minimum rate to apply throughout the Shire on a ceiling land valuation, and any property above this minimum is then rated on a Straight Ad Valorem method.

Council will use the Ad Valorem Rating Subject to a Minimum Rate method of rating for 2016/17 for all Ordinary rate categories and sub-categories.

Council’s total rates income for ordinary rates – across all categories and sub-categories, will increase in line with the rate pegging limit of 1.8% set by the Independent Pricing & Regulatory Tribunal (IPART). The full 1.8% increase will be recovered on the total income allowed, however the increases for each category and/or sub-category will vary

depending upon the Council rating strategy. There is also a minor decrease from the rate pegging limit pertaining to adjustments for valuation objections claimed and any excess in previous years that reduce the rate movement for 2016/17 to approximately 1.72%.

LAND VALUATIONSThe land rates are levied on the land valuations from the NSW Valuer General with a base date of 1 July 2014 and an effective rating date of 1 July 2015. This means that Council is obliged to rate on these valuations for the 2016/17 year as they are the current valuations available.

PERMISSIBLE RATE YIELD FOR 2016/17 (SPECIAL RATE FOR CRONULLA BEACH CBD NOT INCLUDED)IPART on 4 December 2015 announced the rate pegging limit for 2016/17 at 1.8%. The rate modelling has been based on the maximum increase of 1.8%.

The permissible yield has been calculated as follows:

Note: For the purpose of this exercise, the Special Rate for Cronulla Beach CBD has been excluded - it is the subject of a separate report.

Permissible Yield for 2016/17Gross Rate Income 2015/16 $ 111,984,342Add: 1.8% Increase for rate pegging limit

2,015,718

Notional Rate Inc ome 2016/17 $114,000,060Less: Net Variation, including Valuation Adjustments

(84,332)

TOTAL PERMISSIBLE YIELD FOR 2016/17

$ 113,915,728

The total permissible yield is the total amount of income permitted to be levied on the existing land valuation base after the 1.8% rate pegging limit and other adjustments for variations such as valuation objections claimed in previous years have been applied. The rate pegging limit applies to total income collected across the Shire for Ordinary rates, it is not the limit applied to individual rate assessments or individual rate categories and/or subcategories.


REVIEW OF RATING STRATEGY FOR THE SUTHERLAND SHIRE COUNCILFor the 2014/15 rating year, Council undertook a review of its rating methodology to address inequities that resulted in high residential rates.

The main purpose of the review was not to increase total revenue but to address the inequities.

The review highlighted that the one General Business Rate contained so many different property uses and numerous different centres of activity and that only one rate in-the-dollar applied even though some centres of activities had a far greater concentration of activity than other centres. As a result Council resolved the creation of the following business rate sub-categories based on rateable land located and zoned as Zone 8 - Urban Centres under the Sutherland Shire Local Environmental Plan 2006 or equivalent under a subsequent LEP.

• Caringbah Commercial Centre• Cronulla Commercial centre• Engadine Commercial Centre• Menai Commercial Centre• Miranda Commercial Centre• Miranda Core Major Shopping Complex• Sutherland Commercial Centre• Sylvania Southgate Commercial CentreIn addition, two further business sub-categories were created based on mining use centre of activities:

• Sandy Point and Menai Quarrying and Filling • Kurnell Sand MiningIn 2015/16, an additional business sub-category was also created:

• Kurnell Finished Fuel Terminal Facility For 2016/17, these sub-categories will remain in place.

All rateable land categorised and sub-categorised above are made as an ordinary rate under Section 494 of the Local Government Act 1993.

The rateable land is categorised and sub-categorised in accordance with Section 518 and 529 of the Local Government Act 1993.

All other properties not included in the sub-categories above will remain in the General Business Rate category or Business- Kurnell Industrial category whichever is currently applicable.

The criteria for properties to fall within a business category or sub-category is outlined further under the Business Rates section.

RESIDENTIAL RATESThe revised rating strategy provides most residential rateable properties, excluding Minimum Rate properties, with a rate increase less than the full 1.8% rate pegging limit declared by IPART. Average residential rates will rise by 1.73%.

Definition : All rateable land categorised in accordance with Section 516 of the Act as “Residential” be known by the short name of “Residential Rate” will be subject to a rate-in-the-dollar of 0.00223988, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

The same rate applies for Farmland category for which Council does not currently have any land categorised for this purpose.

There is no proposal to introduce a sub-category rate under the Residential rate category, all properties categorised as “residential” will remain with the General Residential Rate category.

SHIRE MINIMUM RATEEach year Council should review the minimum rate in conjunction with the overall rating strategy. It was adopted to only increase the minimum rate in 2016/17 in line with the overall rate increase approved. With the 1.8% rate pegged limit applied, the Minimum Rate for 2016/17 will become $580.06. This will apply to all minimum rates within all rating categories and sub-categories across the Shire.

BUSINESS RATESAs stated earlier, Council conducted a thorough review of its rating strategy in 2014/15 looking at past land valuation impacts, pattern of increases in rates and the relationship between the many different land uses categorised under the Business Rate. The Business Rate category under the Local Government Act is the “default” category for rateable land, in other words any land parcel that does not fit the strict criteria of being categorised Residential, Farmland or Mining automatically falls into the category of “Business”. As a result the land uses within this category are vast and wide and include large shopping complexes, local shopping centres, neighbourhood shops, general, light and heavy industrial, public recreation, health services, sewage systems, environmental land, telecommunications, depots to name a few.

Council considered that large areas of concentrated centres of activity should be considered as separate business sub-categories to ensure that rates for those sub-categories are linked to reasonable rate increases regardless of any major shifts in newly issued land valuations.


As a result new sub-categories were declared for major shopping centres and commercial centres as defined later in this plan.

In 2015/16 an additional sub-category was created for the Kurnell Finished Fuel Terminal Facility.

Any rateable properties not captured under the criteria for any ordinary business rate sub-category listed will automatically remain in the Ordinary General Business Rate category. So rateable land categorised as “business” under the Local Government Act will be deemed “General Business” unless it falls into the criteria and land area mapped specifically for an applicable business rate sub-category.

ORDINARY - GENERAL BUSINESS RATE (GENERAL BUSINESS RATE IS THE SHORT NAME)

Definition : All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business” be known by the short name of “General Business Rate”, with the exception of rateable land that falls into another specific business sub-category stated elsewhere, will be subject to a rate-in-the-dollar of 0.00482075, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

BUSINESS - KURNELL INDUSTRIAL, GENERAL INDUSTRIAL, INFRASTRUCTURE & ENVIRONMENTAL CONSERVATION (BUSINESS – KURNELL INDUSTRIAL RATE IS THE SHORT NAME)

The rate category for Business - Kurnell Industrial was introduced by Council in the 1980s to compensate for the fact that land values relative to this category of land on the Kurnell Peninsula had had little change for successive valuation periods compared with other industrial land in the Shire, ie. this category of land on the Kurnell peninsular had not increased in value to the same extent as other industrial/commercial land in the Shire over an extended period.

Definition : All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Kurnell Industrial, General Industrial, Infrastructure & Environmental Conservation” be known by the short name of “Business – Kurnell Industrial Rate”, for rateable land that is identified and declared as land within the area outlined on the Kurnell Industrial rate map attached for public exhibition, will be subject to a rate-in-the-dollar of 0.01532997, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business – Kurnell Industrial rateable area is on Page 60.

BUSINESS - CARINGBAH COMMERCIAL CENTRE (CARINGBAH COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Caringbah Commercial Centre” be known by the short name of “Caringbah Commercial Centre Rate” and be defined as rateable land located at Caringbah and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. The rateable land is identified and declared within the area outlined on the Caringbah Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00482075, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Caringbah Commercial Centre rateable area is on Page 61.

BUSINESS - CRONULLA COMMERCIAL CENTRE (CRONULLA COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Cronulla Commercial Centre” be known by the short name of “Cronulla Commercial Centre Rate” ” and be defined as rateable land located at Cronulla and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. The rateable land is identified and declared within the area outlined on the Cronulla Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00482075, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Cronulla Commercial Centre rateable area is on Page 62.

BUSINESS - ENGADINE COMMERCIAL CENTRE (ENGADINE COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Engadine Commercial Centre ” be known by the short name of “Engadine Commercial Centre Rate ” and be defined as rateable land located at Engadine and zoned as Zone B3 – Commercial Core under the Sutherland


Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. The rateable land is identified and declared within the area outlined on the Engadine Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00506178, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Engadine Commercial Centre rateable area is on Page 63.

BUSINESS- MENAI COMMERCIAL CENTRE (MENAI COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Menai Commercial Centre ” be known by the short name of “Menai Commercial Centre Rate ” and be defined as rateable land located at Menai and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. The rateable land is identified and declared within the area outlined on the Menai Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00554386, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business – Menai Commercial Centre rateable area is on Page 64.

BUSINESS- MIRANDA COMMERCIAL CENTRE (MIRANDA COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Miranda Commercial Centre” be known by the short name of “Miranda Commercial Centre Rate” and be defined as rateable land located at Miranda and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. Where such rateable land is part of a complex of uses conducted as part of a single and related complex, that complex comprises no more than 149 individual uses. This sub-category does not include rateable land that is capable of being categorised as a complex referred to in the Miranda Core Major Shopping Complex sub-category. The rateable land is identified and declared within the area outlined on the Miranda Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00482075, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Miranda Commercial Centre rateable area is on Page 65.

BUSINESS - MIRANDA CORE MAJOR SHOPPING COMPLEX (MIRANDA CORE MAJOR SHOPPING COMPLEX RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Miranda Core Major Shopping Complex” be known by the short name of “Miranda Core Major Shopping Complex Rate” and be defined as rateable land located at Miranda and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. Where such rateable land is part of a complex of uses (or uses associated with such complex of uses including but not limited to car parking, vehicular and pedestrian access and the like) conducted as part of a single and related shopping complex that comprises no less than 150 individual uses. This sub-category does not include rateable land capable of being categorised in the Miranda Commercial Centre sub-category. The rateable land is identified and declared within the area outlined on the Miranda Core Major Shopping Complex rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00852882, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business – Miranda Core Major Shopping Complex rateable area is on Page 66.

BUSINESS - SUTHERLAND COMMERCIAL CENTRE (SUTHERLAND COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Sutherland Commercial Centre ” be known by the short name of “Sutherland Commercial Centre Rate” and be defined as rateable land located at Sutherland and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. The rateable land is identified and declared within the area outlined on the Sutherland Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00482075, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business – Sutherland Commercial Centre rateable area is on Page 67.


BUSINESS - SYLVANIA SOUTHGATE COMMERCIAL CENTRE (SYLVANIA SOUTHGATE COMMERCIAL CENTRE RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Sylvania Southgate Commercial Centre” be known by the short name of “Sylvania Southgate Commercial Centre Rate” and be defined as rateable land located at Sylvania and zoned as Zone B3 – Commercial Core under the Sutherland Shire Local Environmental Plan (SSLEP) 2015 or equivalent zone under a subsequent Local Environmental Plan. The rateable land is identified and declared within the area outlined on the Sylvania Southgate Commercial Centre rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00578490, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business – Sylvania Southgate Commercial Centre rateable area is on Page 68.

BUSINESS - SANDY POINT AND MENAI QUARRYING AND FILLING (MENAI QUARRYING AND FILLING RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Sandy Point and Menai Quarrying and Filling” be known by the short name of “Menai Quarrying & Filling Rate”, for rateable land located at Sandy Point and Menai used for the purposes of quarrying and filling. The rateable land is identified and declared within the area outlined on the Sandy Point and Menai Quarrying and Filling rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.00731042, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Sandy Point and Menai Quarrying and Filling rateable area is on Page 69.

BUSINESS - KURNELL SAND MINING (KURNELL SAND MINING RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Kurnell Sand Mining ” be known by the short name of “Kurnell Sand Mining Rate”, for rateable land located at Kurnell used for the purposes of sand mining. The rateable land is identified and declared within the area outlined on the Kurnell Sand Mining rate map attached for public exhibition and will be subject to a rate-in-the-

dollar of 0.02324712, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Kurnell Sand Mining rateable area is on Page 70.

BUSINESS – KURNELL FINISHED FUEL TERMINAL FACILITY (KURNELL FUEL TERMINAL RATE IS THE SHORT NAME)

All rateable land categorised and sub-categorised in accordance with Section 518 and 529 of the Act as “Business – Kurnell Finished Fuel Terminal Facility” be known by the short name of “Kurnell Fuel Terminal Rate”, for rateable land located at Kurnell used for the purposes of a liquid fuel depot. The rateable land is identified and declared within the area outlined on the Kurnell Fuel Terminal Facility rate map attached for public exhibition and will be subject to a rate-in-the-dollar of 0.02171552, subject to a minimum rate of $580.06, in respect to each separate parcel of land.

A map delineating the adopted Business - Kurnell Finished Fuel Terminal Facility rateable area is on Page 71.

PENSIONER RATE REBATESPensioners will receive two rebates according to their eligibility status.

• The mandatory rebate under Section 575 of the Local Government Act will be to a maximum of $250 per assessment, calculated as one half of the combined rates plus domestic waste charge - whichever is the lesser amount.The maximum of $250 is determined by the State Government and has remained unchanged at that level since 1989. The government subsidises councils with 55% of mandatory rebates granted.

• The voluntary rebate as per Council policy, under Section 582 of the Local Government Act, to a maximum of $105 per assessment.Eligibility conditions are:

(1) The ratepayer must firstly be eligible for a mandatory rebate.

(2) The owner must have been a ratepayer and resided in the Shire for the immediate past three years.

As outlined, rebates are calculated on the combined levy of rates plus domestic waste charge.


SPECIAL RATE - CRONULLA CBDA special rate under Section 495(1) of the Act to be known by the short name of “Cronulla Beach CBD Special Rate” will be applied to those properties identified within the designated area of the Cronulla Business District (Cronulla CBD). The properties within this area are reviewed each year.

Council has endorsed a new strategy directing funds collected from the Cronulla Beach Special Rate towards public domain improvements under the umbrella of a Masterplan aimed at enhancing the amenity and public domain of the Cronulla CBD. Council will consult with the Cronulla Chamber of Commerce to have input into the expenditure of the levy. All funds collected from the levy will be held in a reserve to be wholly expended on works and infrastructure within the special levy catchment.

For 2016/17, income to be raised from the special rate will increase by 1.8%, and is estimated at $556,126.

The adopted rate-in-the-dollar for Cronulla Beach CBD Special Rate for 2016/17 being 0.00257513, applicable to land categorised as “General Business” or “Cronulla Commercial Centre” and “Residential “defined as serviced apartments within the shaded rateable area of the Cronulla Beach CBD Special rate map attached for public exhibition.

A map delineating the adopted Special Rate – Cronulla CBD rateable area appears on Page 72.

INTEREST ON OVERDUE RATESThe maximum rate of interest to be charged on overdue rates and charges is determined each year by the state government. The Minister has announced the maximum rate at 8.00% p.a. for 2016/17.

Council will use three different rates of interest for 2016/17, depending upon the circumstances:

1. Deferred rates owing by eligible pensioners, where such deferments were granted for amounts equivalent to the voluntary rebate ...................NIL Interest

2. Deferred rates owing by eligible pensioners, other than amounts referred to in (1) ................................ 7% p.a.

3. All other rates and charges overdue ..... 7% p.a.

PAG

E 60

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: KURNELL INDUSTRIAL – GENERAL INDUSTRIAL, INFRASTRUCTURE & ENVIRONMENTAL CONSERVATION

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 61

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: CARINGBAH COMMERCIAL CENTRE

PAG

E 62

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: CRONULLA COMMERCIAL CENTRE

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 63

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: ENGADINE COMMERCIAL CENTRE

PAG

E 64

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: MENAI COMMERCIAL CENTRE

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 65

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: MIRANDA COMMERCIAL CENTRE

PAG

E 66

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: MIRANDA CORE MAJOR SHOPPING COMPLEX COMMERCIAL CENTRE

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 67

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: SUTHERLAND COMMERCIAL CENTRE

PAG

E 68

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: SYLVANIA SOUTHGATE COMMERCIAL CENTRE

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 69

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: SANDY POINT AND MENAI QUARRYING AND FILLING

PAG

E 70

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: KURNELL SAND MINING

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 71

2016/17 RATEABLE AREA – RATING CATEGORY: BUSINESSSUBCATEGORY: KURNELL FINISHED FUEL TERMINAL FACILITY

PAG

E 72

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

CRONULLA CBD RATEABLE AREA FOR 2016/17


In 2006 the NSW State Government passed legislation known as the Local Government Amendment (Stormwater) Bill 2005, which allows councils to make and levy an annual charge for the provision of stormwater management services for each parcel of rateable land for which the service is available. The amendments have effectively introduced Section 496A into the NSW Local Government Act, providing councils with the authority to make and levy this annual charge. The Local Government (General) Amendment Stormwater Regulation was issued on 13 April 2006.

In introducing the new provisions, the Minister for Local Government in his second reading speech on the Local Government Amendment (Stormwater) Bill stated:

“This Bill provides the foundation for sustainable stormwater management in urban areas by giving councils the option to raise additional revenue for stormwater management to help fix stormwater problems.

This will help to improve the health of our rivers, reduce flooding and promote the harvesting and reuse of stormwater…..”

Council and the community are committed to meeting the objectives the Minister has outlined. As a result, it was important that Council took up the opportunity offered by the state government to address these important issues.

Clause 125AA of the Local Government (General) Regulation 2005 states that the maximum charge that may be levied on rateable land is $25 for land categorised as residential and $25 per 350 square metres (or part thereof) for land categorised as business, other than properties in a strata scheme. Under the guidelines residential strata properties are capped at a maximum of 50% of the residential charge adopted, and business strata properties are charged at the greater of $5 or the relevant proportion of the maximum annual charge applicable if the property were not in a strata scheme.

The charge is levied as an annual charge (similar to domestic waste) and will be shown on the rate notice as a separate charge to the rates. The charge is applicable only to rateable land rated as a residential or business category. Vacant land and non-rateable parcels of land are exempt from the charge.

The charge can only be for new and additional works above the value of drainage and stormwater works regularly funded from general revenue previously. The average funding level from general revenue over the past few years is approximately $1.2 million p.a. This level must be maintained in the adopted budget across various allocations such as general maintenance, specific studies and other construction works.

In the three years following inception in 2006/07 Council raised $1.77m each year from the charge to fund the specific program adopted by Council. These programs were based on a $22 levy on residential households. In 2009/10 the charge was raised to $25 and that generated a program of $1.95m. It was adopted in this budget that the same charge apply and a $2.020 million program be funded from the Stormwater levy as outlined on Pages 75-76. This program level is based on $25 to be raised on residential households.

The legislation allows Council to have some discretion with the charge especially where certain categories of ratepayers are at a disadvantage in relation to the charge. Council is proposing to assist eligible pensioners with this charge by only charging 50% of the standard charge that would be applicable.

It was adopted that the same charging methodologies from last year for the categories below be applied again for levying the 2016/17 stormwater charge. The adopted charges for 2016/17 are as follows:

STORMWATER MANAGEMENT SERVICE CHARGE 2016/17


Charge Category Adopted 2015/16

Adopted 2016/17

Residential• House $25.00 $25.00• 50% pensioner discount charge

$12.50 $12.50

• Strata Unit $12.50 $12.50• Strata Unit pensioner discount charge

$6.25 $6.25

Recreational Facilities Charge

$25.00 $25.00

Commercial Property – same for both years

i. Other than properties in a strata scheme: - Where total land area is equal to or less than

350m2 - $25.00 minimum charge applies - Where total land area is >350m2 -

$0.071432 per m2

ii. Properties in a strata scheme, the greater of: - $5, or - The relevant proportion (being the proportion

that the unit entitlement of an individual lot to that of the aggregate entitlement) of the maximum annual charge that would apply if the property were not in a strata scheme.

Industrial Property – same for both years

i. Other than properties in a strata scheme: - Where total land area is equal to or less than

350m2 - $25.00 minimum charge applies - Where total land area is >350m2 -

$0.071432 per m2 capped at $20,000

ii. Properties in a strata scheme, the greater of: - $5, or - The relevant proportion (being the proportion

that the unit entitlement of an individual lot to that of the aggregate entitlement) of the maximum annual charge that would apply if the property were not in a strata scheme.

Stormwater Management Program

The adopted stormwater program of works for the 2016/17 budget appears on Pages 75-76 together with details of funding sources for the program.

The value of works to be funded from the Stormwater Charge is $2.020m.

As mentioned above, Council must continue to fund from general revenue drainage and stormwater works at past budget levels. The average level of such funding over the past few years is calculated at $1.2m. This level has been maintained in the adopted budget across various allocations.

SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17 A

dopted June 2016

- PAG

E 75

ADOPTED DISCRETIONARY PROGRAM 2016/17

Name of Project Total Budget GeneralRevenue Grants Stormwater Levy

$ $ $

Drainage Construction/Water Quality 2,300,000 280,000 - 2,020,000

General Revenue Grant Funding

Stormwater Levy TOTAL

OperationalEnvironmental Science Unit Monitoring Program 90,000 90,000

CapitalNatural AreasBurnum Burnum Wetland Management Plan Implementation 20,000 20,000 Fenton Avenue - Watercourse Rehabilitation 50,000 50,000 Kareela Golf Course - Wetland Maintenance 7,500 7,500 Still Creek, Menai - Wetland Maintenance 30,000 30,000 Watercourse Improvements 20,000 20,000 Stormwater Pipes, Culverts and Drainage PitsRutherford Avenue, Burraneer - Drainage Investigation 10,000 10,000 Rymill Place to Scarborough Street, Bundeena - Drainage Upgrade 15,000 15,000 Stormwater Drainage Urgent Infrastructure Rehabilitation Works 60,000 60,000 9 Tivoli Esplanade, Como - Drainage Upgrade Design 5,000 5,000 Beauford Avenue, Caringbah South - Drainage Upgrade 30,000 30,000 Binney Street, Caringbah South - Drainage Upgrade

70,000 70,000 Cremona Road, Como - Drainage Uprgrade 20,000 20,000 Edinburgh Close, Woolooware - Drainage Upgrade 30,000 30,000 Edward Street, Sylvania - Drainage Upgrade 50,000 50,000 Kareela Golf Course - Drainage Maintenance 7,500 7,500 156 Karimbla Road, Miranda - Piping of Open Drain 60,000 60,000 231 - 237 Prices Circuit - Drainage Investigation 140,000 140,000 Scylla Bay, Como - Water Quality Device Upgrade 10,000 10,000 The Esplanade, Cronulla - Drainage Upgrade 5,000 5,000 Water Street/Grandview Pde, Caringbah South - Drainage Upgrade 30,000 30,000 Willarong Road, Caringbah South - Drainage Maintenance 5,000 5,000 Yowie Avenue, Caringbah South - Drainage Maintenance 5,000 5,000 Yuraga Avenue, Caringbah South - Drainage Investigation 7,500 7,500


Comment

Projects from the Stormwater Levy include drainage and water quality works. Unspent funds from the levy will be set aside in a reserve for future years.

PAG

E 76

- SUTH

ERLA

ND

SHIR

E CO

UN

CIL D

elivery Program

20

13

/14

to 20

16

/17


lan 20

16

/17

Adopted June 2

01

6

Name of Project Total Budget GeneralRevenue Grants Stormwater Levy

$ $ $


Comment

Stormwater Quality Improvement MeasuresBox Road, Taren Point - Sedimentation Pond Design

20,000 20,000 Kumulla Road, Taren Point - GPT 10,000 10,000 Stormwater Quality Urgent Improvements 40,000 40,000 Tidal Stormwater Outlets and Channels Assessment (Fisheries Permit) 30,000 30,000 Wonga Road Reserve, Yowie Bay - Drainage Upgrade 90,000 90,000 Ash Avenue Caringbah South - Trash Rack Replacement 40,000 40,000 Burraneer Park, Burraneer - Drainage Maintenance 10,000 10,000 Dents Creek, Gymea - Drainage Maintenance 10,000 10,000 Fenton Avenue Stormwater Channel Revegetation Project 10,000 10,000 Five Ways, Miranda - GPT and Linear Wetland Design 15,000 15,000 Forest Road, Kirrawee - Drainage Maintenance 10,000 10,000 Forest Road, Sutherland - Drainage Maintenance 7,500 7,500 Fourth Avenue, Loftus - Drainage Maintenance 10,000 10,000 Grays Point Oval Drainage Upgrade 10,000 10,000 Gwawley Bay Water Quality Improvement Program 372,500 372,500 Gwawley Creek (Box Road to Port Hacking Road) - Drainage Mtce 35,000 35,000 Kareena Creek - Drainage Maintenance 30,000 30,000 30-32 Kirrawee Avenue, Kirrawee - Drainage Maintenance 10,000 10,000 Manchester Road, Gymea - Ewey Creek Maintenance 5,000 5,000 Marton Park, Kurnell - Water Quality Device Maintenance 10,000 10,000 Newcombe Street Reserve, Maiainbar - Drainage Maintenance 10,000 10,000 Oyster Creek - Drainage Maintenance 20,000 20,000 20 Parthenia Street, Dolans Bay - Drainage Maintenance 5,000 5,000 Railway Crescent, Jannali - Drainage Maintenance 5,000 5,000 Saunders Bay Road Drainage Reserve - Drainage Maintenance 10,000 10,000 Scylla Road, Oyster Bay - Drainage Maintenance 5,000 5,000 Stormwater Headwall - Safety Fencing 20,050 20,050 Stormwater Infrastructure - Urgent Maintenance 40,000 40,000 Stormwater Quality Device Cleaning and Maintenance Contract 589,950 589,950 Sylvania Waters - Doltone House GPT Modification

10,000 10,000 Tudor Road, Jannali - Drainage Maintenance 20,000 20,000 Waratah Park Reserve, Sutherland - Drainage Maintenance 7,500 7,500 Wonga Road Reserve - Drainage Maintenance 5,000 5,000

$ 280,000 $ - $ 2,020,000 $ 2,300,000


Under Section 608 of the Local Government Act, 1993, Council may charge and recover an approved fee for services it provides. Fees are intended to cover the following situations:

• supply of a service, product or commodity• provision of information• providing a service in connection with the

exercise of Council's regulatory function, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate

• allowing admission to any building or enclosure.Accompanying this document is the Adopted Schedule of Fees and Charges – 2016/17 detailing all fees and charges for the 12 months commencing 1 July 2016.

The amount of the fees for services was determined with regard to Council’s Pricing Policy.

PRICING POLICYCouncil has determined these Fees & Charges in accordance with Section 610D of the Local Government Act.

610D How does a council determine the amount of a fee for a service?

(1) A council, if it determines the amount of a fee for a service, must take into consideration the following factors:

(a) the cost to the council of providing the service,

(b) the price suggested for that service by any relevant industry body or in any schedule of charges published, from time to time, by the Department,

(c) the importance of the service to the community,

(d) any factors specified in the regulations.

(2) The cost to the council of providing a service in connection with the exercise of a regulatory function need not be the only basis for determining the approved fee for that service.

(3) A higher fee or an additional fee may be charged for an expedited service provided, for example, in a case of urgency.

Fees and charges have been classified into the following three categories:-

Bond

Price charged is refundable bond or damage security deposit required to be paid to Council to ensure specific conditions are fulfilled.

Reg

Price charged for this good/service is prescribed by State or Federal Government Regulation (subject to change with change to regulation).

Other

Price of this good/service is set taking into consideration the cost of providing the service and the prices charged for similar goods/services provided by like Councils and other providers.

Concessions for Holders of a Companion Card

It was resolved by Council on 2/2/09 (FIN107-09): “That concessional entry to Council facilities be provided to holders of the Seniors Card and Pension Concession Card, and that free entry to Council facilities be provided to carers of Companion Card holders as issued by the Department of Ageing, Disability and Home Care”.

Goods and Services Tax (GST)

The schedule has been prepared using the best available information in relation to the GST impact on the fees and charges at the time of publication.

FEES ASSOCIATED WITH SUTHERLAND SHIRE HUB FOR ECONOMIC DEVELOPMENT (SSHED)In October 2003, after public advertisement, Council introduced fees for the tenants of the SSHED. Those fees for 2016/17 are outlined on Page 4 of the Adopted Schedule of Fees and Charges. Council is the major contributor for the development of the SSHED (business accelerator) at Loftus TAFE to encourage the expansion of small businesses.

In addition, notice is hereby given in accordance with Section 356 of the Local Government Act 1993 that tenants of the SSHED will gain an indirect financial subsidy from Council for space rented at rentals expected to be lower than market rates.

STATEMENT OF PRICING POLICY FEES FOR GOODS AND SERVICES


On some occasions Council carries out work for external parties or on private land. In performing this work Council is either utilising excess capacity of its resources and thereby generating additional income for the council, or acting in a community service role.

Works of this nature include, but are not limited to:

• sweeping roads on private lands

• constructing car parks for government bodies

• undertaking engineers' design drawings

• mowing and gardening of school grounds

• road pavement testing

• hiring out of Council plant

• repairs of private vehicles and issuing of inspection certificates (pink slips)

• environmental assessment work.

Council's pricing policy in undertaking such works is to at least cover all incremental direct costs and overheads and, where appropriate, add a profit element. The profit element of pricing varies with the relevant circumstances, taking into account the considerations of service to the community and general market competitiveness.

BACKGROUND - NATIONAL COMPETITION POLICY

In 1995 the Commonwealth Government, in agreement with the State Government, signed a series of agreements to institute the National Competition Policy. The broad aims of this policy are to introduce competition into areas of government and remove government restrictions which inhibit competition. The National Competition Policy has a number of aims which are targeted towards government in general; however, the two which have most relevance to local government are:

• no participant in the market should be able to engage in anti-competitive conduct against the public interest

• as far as possible, universal and uniformly applied rules of market conduct should apply to

all market participants regardless of the form of business ownership.

In response to the Commonwealth Government National Competition Policy, the NSW government produced a statement in response to National Competition Policy and the application of the policy to Local Government. Implementation within Local Government relates to:

• improving the quality, effectiveness and efficiency of Council services

• improving planning and decision-making within Council

• increasing consumer and business choice

• building cooperative partnerships within the community, other councils, other government bodies and business.

PRICING POLICY RELATING TO WORKS FOR EXTERNAL PARTIES AND WORKS CARRIED OUT ON PRIVATE LAND

COUNCIL BUSINESSES STATEMENT OF PRICING POLICY AND PRICES


In the light of these issues, Sutherland Shire Council has adopted its own policy, outlined in a document titled Competition Policy – The Next Steps in Reform.

The Pricing and Costing for Council Businesses - A Guide to Competitive Neutrality is a document published by the Department of Local Government that outlines the requirements of councils in addressing National Competition Policy.

WHAT BUSINESSES DOES COUNCIL HAVE?

Council has identified the following activities as ‘businesses’ for the purposes of the National Competition Policy.

Category 1 (Annual Turnover Greater Than $2 Million p.a.)

• Early Education Centres (All eleven (11) centres combined).

• Operational Property.Category 2 (Annual Turnover Less Than $2 Million p.a.)

• Sutherland Entertainment Centre.• Business Waste.OBJECTIVES, PERFORMANCE TARGETS AND MEANS OF ACHIEVING THOSE TARGETS – CATEGORY 1 BUSINESSES

This information (as required by Section 403(1) of the Local Government Act 1993) will be shown in the Delivery Plan.

PRICING POLICY AND ADOPTED PRICES – ALL BUSINESSES (REQUIRED BY SECTION 404(1) OF LOCAL GOVERNMENT ACT 1993)

The prices for the businesses of Council are set out in the separate document - Adopted Schedule of Fees and Charges for 2016/17.

• Early Education Centres .........................Page 7• Operational property ...........................Page 59• Business waste ...................................Page 65• Sutherland Entertainment Centre ... Pages 43-46

PRICING POLICY – EARLY EDUCATION CENTRES

The pricing policy for early education centres takes into account:

• the cost of providing the service• the importance of the service to the community• prices charged by competitors.The prices set for 2016/17 do not cover all costs - there is an element of subsidisation for community service obligations. Costs covered include:

• all direct costs• all management costs

• all labour overheads• a proportion of corporate support services costs

(Finance, Personnel, IT, etc.).Costs not covered include:

• balance of corporate support costs• taxation equivalents (sales tax, income tax,

payroll tax, etc.) which are notional costs that Council does not actually pay, but which need to be taken into account under the principles of competitive neutrality.

In this business, prices have been set with regard to what competitors in the market place are charging, but also in recognition of the fact that Council sees a need to provide services to meet community needs across the broad spectrum of income groups and, therefore, some element of subsidy of costs occurs. This subsidy is recognised as Council’s community service obligation.

PRICING POLICY - OPERATIONAL PROPERTY

Operational property is a program involved in producing a rental income stream for Council from a stock of investment properties. In the process, Council may be involved in developing and selling operational land and property.

It aims to produce returns commensurate with the general market place, both in terms of rentals received and capital gain on properties held. All costs are taken into account and no subsidies are involved.

PRICING POLICY – BUSINESS WASTE

Business waste pricing is designed to cover all costs, including direct and indirect overheads, and is set at a level commensurate with market competitors.

PRICING POLICY – SUTHERLAND ENTERTAINMENT CENTRE

Prices charged for the hire of the centre, together with prices for consumables such as liquor, confectionery and meals, are generally set at levels commensurate with market competitors. (Certain hirings by local voluntary community groups are subsidised directly by Council, and reference to the subsidised hiring rates is mentioned in Council’s Schedule of Fees and Charges.)

However, in regard to its operation as a ‘business’, when all support unit costs plus Notional Costs (taxation equivalent, etc.) are taken into account, the centre operates at a deficit -– this deficit is the subsidy Council has recognised and approved as a community service obligation in providing this type of facility.

4-20 Eton Street, Sutherland NSW 2232Tel 02 9710 0333 Fax 02 9710 0265www.sutherlandshire.nsw.gov.au

DELIVERY PROGRAM 2013/14 - 2016/17 · 2016. 7. 27. · PAGE 2 - SUTHERLAND SHIRE COUNCIL Delivery...

Documents

Transcript of DELIVERY PROGRAM 2013/14 - 2016/17 · 2016. 7. 27. · PAGE 2 - SUTHERLAND SHIRE COUNCIL Delivery...