Draft 2010/2014 Delivery Program

DRAFT 2010/2014DELIVERY

PROGRAM

02

This document is availableon Council’s website and can be obtainedby contacting Council (see details on back page).Other documents that complimentthe 2010/14 Delivery Program include:• 2010/2011 REVENUE AND PRICING POLICY

Introduction Our Organisation

Business Activities

Operating Plan

Financial Summary

Capital Works Projects

A thriving, innovative, connected community

On the Murrumbidgee

Rich in opportunity, choice, learning and environment

Where paths cross, where people meet(Draft 2030 Vision)

03

DELIVERY PROGRAM

OUR MISSION | Contribute to a vibrant growing community by providing excellence in leadership, and delivery of ‘best value’ infrastructure and services, supporting quality living in an improving sustainable environment.

ORGANISATIONAL VISION FOR WAGGA WAGGA | In 2009 Council developed a vision for the organisation, this came about after extensive corporate wide training in the FranklinCovey principles.

To be acclaimed by our community for our passion, professionalism, performance

COMMUNITY VISION FOR WAGGA WAGGA | In early 2010 the community developed a vision for Wagga Wagga as part of the This Way Wagga Wagga - Vision 2030 project.

A thriving, innovative, connected community On the Murrumbidgee Rich in opportunity, choice, learning and environment Where paths cross, where people meet

ORGANISATIONAL VALUES | Council adopted seven (7) corporate values in 2005. Our values shape what we do and provide a picture of what we want for both community and Council and how we want to work together to transform our systems, processes and practices. Our corporate values are:

Honesty, Respect, Cooperation, Fun, Accountability, Professionalism, Trust

COMMUNITY VALUES | Also as part of the This Way Wagga Wagga - Vision 2030 project. The community developed values. The values shape the way we act toward one another and how we work together they also guide our decision making when we are faced with choices

Together Wagga Wagga willLive and lead with courage, compassion and commitmentThink and act with respect, beyond ourselves, beyond today

Our Commitment - Vision, Mission and Values

As part of Councils commitment to continuous improvement our excellence journey has continued to

grow and develop significantly since the adoption of the Business Excellence Framework – Australia in

2004.

In 2008 Council demonstrated our commitment to improving services to our community through

the introduction of our Service Quality initiative which has allowed Council to develop a stronger

customer focus.

Great leadership is critical to our excellence journey and Council has participated in an extensive

leadership development program over the past 18 months to further develop our leadership

capability as part of our commitment to continuous improvement.

As time continues Council will continue to align our excellence journey, in order to deliver the highest

quality service and results to our community.

04

Statement of Commitment to Indigenous Australians

Council acknowledges and respects that Indigenous Australians were the first people of this land and the Wiradjuri people

were the first regional custodians of the Wagga Wagga Local Government Area. This recognition includes acceptance of the

rights and responsibilities of Indigenous Australians to participate in decision making.

Council acknowledges the shared responsibility of all Australians to respect and encourage the development of an awareness

and appreciation of each others heritage and origin. In so doing, Council recognises and respects the heritage, culture, sacred

sites and special places of Indigenous Australians.

Council is committed to developing programs to improve the wellbeing of all City of Wagga Wagga residents as well as

facilitating reconciliation between Indigenous and non-Indigenous residents.

Council recognises that social justice and reconciliation are fundamental to achieving positive changes. Council will continue

to actively encourage Indigenous and non-Indigenous Australians to work together for a just, harmonious and progressive

society.

Council recognises the richness of Indigenous cultures and values in promoting social diversity within the community.

05

DELIVERY PROGRAM

Overview .................................................................................................................................................................................2

Our Commitment - Vision, Mission and Values ......................................................................................................3

Statement of Commitment to Indigenous Australians .......................................................................................4

1. Introduction

Understanding the Delivery Program .....................................................................................................................7

Measuring and Reporting our Performance .........................................................................................................7

Key Focus Areas ...............................................................................................................................................................7

Mayor’s Introduction ......................................................................................................................................................8

General Manager’s Introduction ...............................................................................................................................8

Elected Representatives ................................................................................................................................................9

Profile of Wagga Wagga ..............................................................................................................................................13

Guide to the four year Delivery Program................................................................................................................15

2. Our Organisation

Our Organisation .......................................................................................................................................................... 17

Structure ......................................................................................................................................................................... 18

Community and Council ............................................................................................................................................ 18

Our Planning Process ................................................................................................................................................. 19

Excellence in Governance.......................................................................................................................................... 20

Some of Council’s Services ........................................................................................................................................ 22

Human Resources Activities ..................................................................................................................................... 23

State of the Environment .......................................................................................................................................... 24

Access and Equity ......................................................................................................................................................... 24

Corporate Documents ................................................................................................................................................ 25

3. Focus Areas

Social ................................................................................................................................................................................. 35

Economic ......................................................................................................................................................................... 40

Environment ................................................................................................................................................................... 44

Civic Leadership ............................................................................................................................................................48

4. Business Activities

Airport .............................................................................................................................................................................. 53

Sewer Treatment Works ..............................................................................................................................................56

Solid Waste ......................................................................................................................................................................59

Livestock Marketing Centre ......................................................................................................................................62

5. Financial Summary ......................................................................................................................................................65

6. Capital Works Projects ................................................................................................................................................87

Glossary of terms ......................................................................................................................................................... .106

Index................................................................................................................................................................................... .106

Contact us ..........................................................................................................................................................................107

* 2010/11 Revenue and Pricing Policy (see separate document)

Contents

06 Introduction

Section 1 -Introduction

Introduction 07

DELIVERY PROGRAM

Understanding the Delivery Program

Understanding the Delivery Program

This is the point where the community’s strategic goals are systematically translated into actions. These are the principal activities to be undertaken by the Council to implement the strategies established by the Community Strategic Plan within the resources available under the Resourcing Strategy.

The Delivery Program is a statement of commitment to the community from the elected council. In preparing the program, Council is accounting for its stewardship of the community’s long-term goals, outlining what it intends to do towards achieving these goals during its term of office and what its priorities will be.

The Delivery Program is designed as the single point of reference for all principal activities undertaken by Council during its term of office. All plans, projects, activities and funding allocations must be directly linked to this Program.

Supporting the Delivery Program is an annual Operational Plan. It spells out the details of the Program – the individual projects and activities that will be undertaken each year to achieve the commitments made in the Delivery Program. Progress towards the achievement of Councils Delivery Program is monitored and measured on a quarterly basis through

the Corporate Performance Quarterly Report which is presented to Council and available to the community.

Measuring and Reporting our Performance

Key Focus Areas

1. Social 2. Economic4. Civic

Leadership3. Environment

Performance Targets have been allocated to the Delivery Program, to allow us to monitor, review, and assess our performance in achieving our overall strategic objectives. We will report on our progress every quarter, and in the Annual Report. A summary of our progress will be available to the community on our city website.

These targets are Council’s internal measures, which help us understand whether we have delivered the required services, to what standard and the quality of service delivery. They are a measureable description of what we plan on delivering in a particular focus area.

08 Introduction

Mayor and General Manager’s Introduction

The 2010/14 Delivery Program outlines the next steps Council will take in serving its community. The Council continues to take a leadership role, acknowledging that its financial capacity, including the ability to provide services and facilities to a growing community, is critical in ensuring a sustainable local government area in future years.

With this in mind, we see priority given to projects that place Wagga Wagga in a strong position economically, socially and environmentally.

At the same time, we are looking at things that need to be completed now to offset longer-term difficulties. This includes significant capital works across the local government area – parks, playgrounds, stormwater and wastewater for example.

Projects of great community interest over recent years are also at the stage of seeing some real action. Priorities for the coming year include the management

of Lake Albert; construction of a major cultural and tourism community facility; implementation of Integrated Planning and Reporting including community engagement and a way to capture all that we love about Wagga Wagga in a way that means we have a strong and easily identifiable brand for the local government area.

One of the greatest roles a Council can play is putting in place plans for a sustainable future for its local government area. Immediate demands need to be balanced against the need to look beyond tomorrow and realise the City’s vision for its future.

In the lead-up to preparing this Delivery Program we have had considerable community input – through the development of a vision for Wagga Wagga in 2030; through input into the various master plans and plans of management; and through daily contact with Council staff and in the media.

This document is Council’s guide for the coming year. In putting together this blueprint of works, we’ve drawn on the input from our community to develop a plan of things we want to see achieved.

We look forward to seeing how each of the projects and activities detailed in this ambitious but achievable plan progress. We will start seeing some results relatively soon, others will take some time.

Introduction 09

DELIVERY PROGRAM

The Mayor and Deputy Mayor are elected annually in September by the Councillors at a full meeting of the Council. The method by which the Mayor and Deputy Mayor are elected is resolved by Council at the meeting prior to the election occurring.

The role of Councillors is set out under sections 8 and 232 of the Local Government Act 1993 (the Act) – section 8 specifically refers to Council’s Charter.

There is a very clear division of powers provided under the Act as between the Mayor and Councillors and the General Manager together with the mechanism by which such relationships are governed, including Council’s adopted Code of Conduct.

In addition to sections 8 and 232 of the Act, the Mayor also has additional functions which are set out under section 226 of the Act. The General Manager’s role is set out under section 335 of the Act.

Primarily, Councillors are responsible for the policy making functions of the Council, for strategic direction through planning and financial expenditure and to be representative of and provide leadership and direction to the community.

The General Manager is responsible for enacting the decisions (goals and strategies) of Council through the effective and efficient day to day operation of the Council as an organisation. This includes the management and direction of staff. These roles are clearly defined to ensure transparent, accountable and open government which enables the trust and confidence of the community.

As the election was held within this financial year it is appropriate to recognise both the former and current members of Council.

COUNCILLOR ATTENDANCE AT SEMINARS AND CONFERENCES

From time to time during the 2008/09 financial year Council resolved for its representation at a number of different seminars and conferences through Councillor attendance. Attendance at these events is deemed appropriate to ensure that Council is aware of contemporary issues, innovation, comparative performance and strategic direction in Local, State and Federal Government sectors. This in turn assists Council’s long term planning, the identification of funding opportunities and building cooperative relationships which aid in meeting Council’s objectives.

Under Council’s policy – Payment of Expenses and Provision of Facilities to Councillors - all direct expenses incurred in attending on seminars or conferences, as resolved by Council, is paid by

Council.

In this regard Council was represented at the following Conferences during the 2008/09 year:

• Public Libraries NSW Country

• 2008 Local Government Association Conference

• Flood Management Conference

• NSW Community Climate Summit

• G Division Conference

• LGSA Tourism Conference

• Ecoforum Conference and Exhibition

• Local Government Asset Management

• LGMA Forum

• National General Assembly of Local Government

• Shires Association Conference

• Inland Forum Meeting

• Country Mayors’ Conference

COUNCILLOR PROFESSIONAL DEVELOPMENT

In addition to attendance at appropriate conferences and seminars, Councillors also undertake professional development training in accordance with Council’s adopted Training and Development Plan. In addition, Councillors also undertook an intensive induction program over the period post-election. The training undertaken by Councillors for the period include Code of Conduct, Pecuniary Interest, Meeting Practice, In addition, a number of workshops were held to ensure Councillors were enabled with the relevant skills, knowledge and information to ensure informed and effective decision making.

The general elections for NSW Local Government are held every four years. In September 2008, a general election was conducted to elect a new Council for the Wagga Wagga Local Government Area. At this time, a reduction in Councillor numbers was implemented, reducing the number of Councillors from 14 to 11.

Elected Representatives


10 Introduction


Councillor Kerry Pascoe was first elected to Council in 2004 & has served continually since that date.

Cr Pascoe was elected Mayor in 2004, 2005, 2006, 2007, 2008 & 2009

Cr Pascoe is a member of the following Council Committees:• Planning Standing Committee (Chairperson)• Infrastructure Standing Committee• Commercial & Economic Standing Committee • Corporate Governance Standing Committee • Environment & Community Standing Committee• Honours Committee • Audit & Risk Committee

External organisations and committees:• Australia Day Committee• Eastern Riverina Noxious Weeds Committee• Lake Albert Community Committee• Riverina Conservatorium• Riverina Regional Libraries• Wagga Wagga Tidy Towns

Home: 02 6931 0664Mob: 0408 692 [email protected]

COUNCILLOR KERRY PASCOE

Councillor Lindsay Vidler was first elected to Council in 1991 & has served continually since that date.

Cr Vidler was elected Deputy Mayor in 1999, 2001, 2002, 2003, 2004, 2008 & 2009

Cr Vidler is a member of the following Council Committees:

• Environment & Community Standing Committee (Alternate)

Home: 02 6922 4806Mob: 0412 694 254

[email protected]

COUNCILLOR LINDSAY VIDLER

Councillor Donna Argus was first elected to Council in 2008.

Cr Argus is a member of the following Council Committees:• Planning Standing Committee (Deputy Chair)• Environment & Community Standing Committee• Commercial & Economic Standing Committee (Alternate Member)• Honours Committee

External organisations and committees: • Riverina Regional Libraries

Mob: 0407 218 [email protected]

COUNCILLOR DONNA ARGUS

Introduction 11

DELIVERY PROGRAM


COUNCILLOR ALAN BROWN

Councillor Alan Brown was first elected to Council in 2008.Cr Brown is a member of the following Council Committees:• Infrastructure Standing Committee

(Chairperson)• Corporate Governance Standing

Committee (Deputy Chairperson)• Honours Committee

External organisations & committees: • Rural Fire Service Agreement

Management Committee


Councillor Yvonne Braid was first elected to Council in 2008.Cr Braid is a member of the following

Council Committees:• Corporate Governance Committee

(Chairperson)• Environment & Community

Standing Committee (Deputy Chairperson)

• Planning Standing Committee (Alternate Member)

• Honours Committee

External organisations & committees: • Riverina Regional Libraries


COUNCILLOR YVONNE BRAID

COUNCILLOR WAYNE GEALE OAM

Councillor Wayne Geale OAM was first elected to Council in 2008.

Cr Geale is a member of the following Council Committees:• Commercial and Economic

Standing Committee (Chairperson)

• Environment & Community Standing Committee


External organisations & committees:• Lake Albert Community

Committee


COUNCILLOR RAY GOODLASS

Councillor Ray Goodlass was first elected to Council in 2008.

Cr Goodlass is a member of the following Council Committees:• Environment & Community Standing

Committee (Chairperson)• Planning Standing Committee• Infrastructure Standing Committee• Honours Committee

External organisations & committees:• Riverina Regional Libraries• Murray Darling Association• Public Libraries• Riverina Regional Libraries

Home: 02 6931 7192Office: 02 69219353Mob: 0412 363 [email protected]

12 Introduction


COUNCILLOR GARRY HISCOCK

Councillor Garry Hiscock was first elected to Council in 2008.Cr Hiscock is a member of the following Council Committees:• Commercial & Economic Standing

Committee (Deputy Chairperson)• Corporate Governance Standing

Committee• Honours Committee

External organisations & committees:• Local Traffic Committee

Home: 02 6925 7171Office: 02 6921 2458Mob: 0402 885 [email protected]

COUNCILLOR ROD KENDELL

Councillor Rod Kendall was first elected to Council in 2004 & has served continually since that date.Cr Kendall is a member of the following Council Committees:• Infrastructure Standing Committee

(Deputy Chairperson)• Commercial & Economic Standing

Committee • Corporate Governance Standing

Committee (Alternate)• Planning Standing Committee• Honours Committee • Audit & Risk Committee

External organisations & committees:• Bushfire Management Committee• Riverina Regional Libraries


COUNCILLOR CLINT UDEN

Councillor Clint Uden was first elected to Council in 2008.Cr Uden is a member of the following Council Committees:

• Commercial & Economic Standing Committee

• Infrastructure Standing Committee


External organisations & committees:• Riverina Conservatorium (Reserve

member)

Mob: 0416 335 [email protected]

Councillor Kevin Wales was first elected to Council in 1995 & has served continually since that date.Cr Wales was elected Mayor in 1999, 2000, 2001, 2002, 2003 & 2004.Cr Wales is a member of the following Council Committees:• Corporate Governance Standing

Committee• Planning Standing Committee• Infrastructure Standing Committee

(Alternate)• Honours Committee

External organisations & committees:• North South Rail Corridor


COUNCILLOR KEVIN WALES

Introduction 13

DELIVERY PROGRAM

Profile of Wagga WaggaThe Local Government Area of Wagga Wagga is part of the Murrumbidgee region in the heartland of the New South Wales Riverina. Wagga Wagga is a key industry and administration centre for the wider region and provides a wide range of community and cultural services and infrastructure. In recent years, Wagga Wagga has grown to become one of the largest inland cities of regional Australia and had a unique combination of established industry, existing infrastructure and quality of life that will enable future growth and prosperity.

WAGGA WAGGA PROFILE

OUR CITY

• Wagga Wagga, the largest inland city in New South Wales, is situated at a junction of major transport routes midway between Sydney and Melbourne. The Local Government Area (LGA) occupies an area of 4,866 sq km, made up of the City of Wagga Wagga and the villages of Collingullie, Currawarna, Galore, Humula, Ladysmith, Mangoplah, Oura, Tarcutta, Uranquinty and surrounding farmland

• 17.3 % of the population is under the age of 11

• The 17-24 year age group constitute 13.5% of Wagga’s population as opposed to 9.2% for NSW

• 6.7% of people were born overseas and 3.5% of people are from non-English speaking backgrounds

• 4.1% of Wagga Wagga’s population is indigenious

• The current population growth rate is 1.8% pa which compares very favourably with the NSW State population growth rate of 0.9%. The Wagga Wagga population has grown 7.3% since 2001 to 60,857 in 2007

• There are 25,592 rateable properties in Wagga Wagga

STATISTIC PERIOD INDICATOR % ANNUAL CHANGE

Population (No.) 2007 62,904 1.6%

Labour Force (No.) June 08 33,358 1.8%

Unemployment Rate (%) June 08 3.9% 0.2%

Gross Regional Product ($M) $2,564 5.1%

Key Industry Sectors

Property and Business Services ($M) 2006-07 $278.22 34.3%

Manufacturing ($M) 2006-07 $243.92 4.4%

Government administration and defence ($M) 2006-07 $201.96 10.7%

Agriculture, forestry and fishing ($M) 2006-07 $82.68 -20.3%

Investment

Dwelling Investment ($M) June Q 08 $75.1 16.0%

Non-Residentail Investment ($M) June Q 08 $24.2 -77.2%

Source: ABS (2008a); NSW Government Department of Planning (2005); ABS (2007); AECgroup (2008); ABS (2008b).

Profile of Wagga Wagga

14 Introduction

OUR COMMUNITY

• Wagga holds an abundance of festivals and events including the Wagga Wagga Jazz and Blues Festival, the Gold Cup Festival and the Wagga Wagga Food and Wine Festival

• A number of contemporary galleries and museums including the National Art Glass Collection and the Museum of the Riverina

• The education and training sector provides both services and employment opportunities to many people in the area. There is a university, a regional Institute of TAFE, a community college, nine high schools, and many primary schools, preschools and child care services

• Due to its large Indigenous population Wagga Wagga is also the location for several key Indigenous organisations, and Indigenous specific government agencies

• Wagga Wagga has a diverse employment base including strengths in services, defence, manufacturing, construction, food services sectors, the transport industry and agriculture

• All three arms of the Defence forces have a presence in the local area, RAAF and Army are large employers

• Wagga Wagga is an important health centre servicing the southern region of NSW. There is a major regional hospital and a private hospital operating in the city. In addition, small private specialist hospital, many specialist medical services, general practice centres, two Medical Imaging services, many dental health and dental health specialist services available. Charles Sturt University trains allied medical health professionals, pharmacists, psychologists, nuclear medicine professionals, nurses and has most recently established a Dental School. The University of NSW has a campus of the Rural Clinical School operating from the city and Wagga is the home of the Riverina Division of General Practice.

WAGGA WAGGA LOCAL GOVERNMENT AREA

WHAT WE DO

• Manage 200 parks and reserves and 95 playgrounds

• Maintain a local road network of 2129 kms

• Maintain a local footpath network of 235 kms

• Provide learning to 13,456 children at Council’s Library

• Administer vaccines to 617 babies, children and school students

• Collect waste and recycled materials from 43,600 households

• Provided family day care services to approximately 884 children and 578

families

Profile of Wagga Wagga

Introduction 15

DELIVERY PROGRAM

Guide to the 4 year Delivery Program

Introduction

FinancialSummary

BusinessActivities

Focus Areas

Our Organisation

Capital Works

Projects

INTRODUCTION provides an overview of the contents of the plan and includes a message from the Mayor and General Manager, along with elected representatives and a snapshot of Wagga Wagga

OUR ORGANISATION explains the structure of Council, roles and responsibilities, corporate documents and planning frameworks required to support the plan

FOCUS AREAS Includes the measurable detail of projects and services that will contribute to realising the objectives of the Community Strategic Plan

BUSINESS ACTIVITIES Outlines the operations of Councils’ Business and Commercial activities

FINANCIAL SUMMARY Presents the summary of the financial estimates for the period 1 July 2010 to 30 June 2014, as well as an updated financial plan

CAPITAL WORKS contains Council’s new capital works projects and funding sources as provided for in the Ten Year Financial Plan to realise the objectives of the Community Strategic Plan

THE FOUR YEAR DELIVERY PROGRAM HAS BEEN DIVIDED INTO SIX SECTIONS -

16 Our Organisation

Section 2 -Our

Organisation

Our Organisation 17

DELIVERY PROGRAM

Our Organisation

Our Organisation

Wagga City Council consists of five directorates - Corporate Services, Environment and Community Services, Infrastructure Services, Planning Services and Commercial and Business Development - all of these directorates are responsible for the Delivery of the four year program

GENERAL MANAGERPhil Pinyon

CORPORATE SERVICES Director, Andrew Crakanthorp

ENVIRONMENT & COMMUNITY SERVICES Director, Janice Summerhayes

INFRASTRUCTURE SERVICES Director, Terry Dodds

COMMERCIAL & ECONOMIC DEVELOPMENT Director, Fiona Wilson

PLANNING Director, Bob Karaszkewych

Service Quality and InformationFinanceInformation TechnologyHuman ResourcesMarketing, Communications and MediaCorporate GovernanceCorporate Planning

Riverina Regional Library and Regional Family Day CareEnvironmental Sustainability and Environment ComplianceRegulatory Services and Animal ManagementParks, Recreation & Cemeteries, Sporting Fields & ReservesCommunity - Cultural Facilities & ProgramsSocial Planning and Community Capacity ProgramsPublic Health

Infrastructure PlanningProcurement Services Fleet & PlantCivil Infrastructure ServicesWaste & Stormwater

Strategic Land Use PlanningLand SubdivisionPreparation & Review of LEP / DCPDevelopment ComplianceBuilding ServicesPlumbing Services

Economic DevelopmentTourism DevelopmentVisitors Information CentreCouncil Business:

• Airport• Livestock Marketing Centre

Property Maintenance and Management

The Internal Audit function reports directly to the General Manager. The General Manager leads the employees and is directly respon-sible to the elected Council. The General Manager is responsible for the day-to-day management of the whole organisation.

18 Our Organisation

Structure

Community and CouncilCouncil has many responsibilities in serving the local community and working towards meeting the actions in the 2010/14 Delivery Program. These include directly running services, maintaining and building local infrastructure, overseeing and supporting local services, working with State and Federal Governments, organisations, businesses and community groups as well as understanding and advocating for local needs.

MAYOR AND COUNCILLORS

GENERAL MANAGER

Structure

Community Business Comm

unity Groups Service Providers Community K

ey Stake

hold

ers

G

over

nmen

t R

esidents

Mayor and Councillors

Staff

COMMERCIAL & ECONOMIC

DEVELOPMENTPLANNING SERVICES

INFRASTRUCTURE SERVICES

ENVIRONMENT & COMMUNITY

SERVICES

CORPORATE SERVICES

Our Organisation 19

DELIVERY PROGRAM

Wagga Wagga City Council has developed a solid planning framework to ensure that it is better able to deliver agreed services and strategic objectives to the community. This document sets out the actions required to achieve the ten year Community Strategic Plan Goals and Strategies (See section 3 - Focus Areas).

THIS WAY WAGGA - VISION 2030

This Way Wagga Wagga - Vision 2030 was developed after extensive community engagement to provide a preferred future for the community of Wagga Wagga. Data was collated through sessions with school children, a Futuresearch conference, Open Day, Staff and Councillor Days, Community Centre Sessions, phone calls, letters as well as feedback from the website and social networking sites including Facebook and Twitter. The resulting document includes a vision, values to shape behaviour and future directions that will lead to strategies to achieve the vision. This Way Wagga Vision 2030 is a community owned document and can only be implemented by the community working together to achieve the future described.

COMMUNITY STRATEGIC PLAN – 2008/2012The Wagga Wagga City Council Community Strategic Plan – 2008/18 was adopted in early 2008, and was developed in consultation with Councillors, Community and Staff to outline the strategic direction for Council and the wider community. The Community Strategic Plan will be reviewed by June 2011 to align with This Way Wagga - Vision 2030. A full copy of the Community Strategic Plan 2008/18 can be accessed on Council’s website www.wagga.nsw.gov.au.

FOUR YEAR DELIVERY PROGRAMCouncil’s Delivery Program establishes the operational requirements for the organisation each financial year. The Delivery Program is

in place so identified strategic goals are achieved in line with the Strategic Plan. The Management Plan is also linked to the ten year long term financial plan.

ANNUAL REPORTThe Annual Report reports against the actions outlined in the Delivery Program in the Performance Against Objectives section. The Annual Report is the key point of accountability between Council and it’s community.

DIVISIONAL BUSINESS PLANSAll Divisions across Council develop a Business Plan which outlines how the responsible Divisions will achieve the Strategic and Management Plan objectives of the organisation for that financial year. These plans are used for internal reporting to assist managers in collecting data to make informed decisions.

INDIVIDUAL PERFORMANCE ANDDEVELOPMENT PLANEvery employee at Council develops an IPP with their Supervisor. The agreed IPP outlines the employee’s responsibilities and specific actions required for completion from their Divisional Business Plan. The IPP also outlines learning and development opportunities for the employee to enable them to improve their skills to perform their job more effectively in the future.

Our Planning Process

Delivery Program (4 yrs)(Senior Mgmt IPP)

Operational Plan (1yr)(Divisional Mgr IPP)

Ongoing monitoring, evaluation and review

Resourcing Plans• Workforce Plan • Asset Managment Plan• Long Term Financial Plan

Community Strategic Plan(10 years)

This Way Wagga - Vision 2030

Other Council Plans

Ongoing Reporting

The framework consists of the following:

Annual Report (reports on all Council Plans)

20 Our Organisation

Excellence in Governance

Excellence in Governance

GOOD GOVERNANCEWagga Wagga City Council is committed to good governance. This means that the structures, activities, and operations of the organisation are conducted in accordance with the principles of legal compliance, probity, transparency, accountability, respect for people within the organisation and for other stakeholders. Sound ethical principles such as honesty, fairness and respect are followed at all times.

THE CHARTER OF COUNCILSection 8 of the Local Government Act 1993 (the Act) provides the Charter for Council which includes the requirement for Councils to:

• Provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively

• Exercise community leadership

• Exercise its functions in a manner that is consistent with and actively promotes the principles of multiculturalism

• Promote and to provide and plan for the needs of children

• Properly manage, develop, protect, restore, enhance and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development

• Have regard to the long term and cumulative effects of its decisions

• Bear in mind that it is the custodian and trustee of public assets and to

effectively account for and manage the assets for which it is responsible

• Facilitate the involvement of Councillors, members of the public, users of facilities and services and Council staff in the development, improvement and co-ordination of local government

• Raise funds for local purposes by the fair imposition of rates, charges and fees, by income earned from investments and, when appropriate, by borrowings and grants

• Keep the local community and the State government (and through it, the wider community) informed about its activities

• Ensure that, in the exercise of its regulatory functions, it acts consistently and without bias, particularly where an activity of the Council is affected

• Be a responsible employer

THE ROLE OF THE MAYORSection 226 of the Act outlines the responsibilities of Council’s Mayor. The role of the Mayor is to:

• Exercise, in cases of necessity, the policy-making functions of the governing body of the Council between meetings of the Council

• Exercise such other functions of the Council as the Council determines

• Preside at meetings of the Council

• Carry out the civic and ceremonial functions of the Mayoral office

THE ROLE OF THE COUNCILLORSSection 232 of the Act outlines the role of Council’s elected representatives

as members of the governing body of Council, to include:

• Direct and control the affairs of the Council in accordance with the Act;

• Participate in the optimum allocation of the Council’s resources for the benefit of the area;

• Play a key role in the creation and review of the Council’s policies and objectives and criteria relating to the exercise of the Council’s regulatory functions;

• Review the performance of the Council and its delivery of services, and the management plans and revenue policies of the Council.

The role of the Councillor, as an elected person, is to:

• Represent the interests of the residents and ratepayers

• Provide leadership and guidance to the community

• Facilitate communication between the community and the council

THE ROLE OF GENERAL MANAGERIn addition to the role of the Mayor and Councillors, the General Manager also has specific functions under the Local Government Act 1993, separate to those performed by the elected body, as follows:

1. The General Manager is generally responsible for the efficient and effective operation of the council’s organisation and for ensuring the implementation, without undue delay, of decisions of the council.

2. The General Manager has the following particular functions:

Our Organisation 21

DELIVERY PROGRAM

Excellence in Governance (Cont’d)

• to assist the council in connection with the development and implementation of the community strategic plan and the council’s resourcing strategy, delivery program and operational plan and the preparation of its annual report and state of the environment report

• the day-to-day management of the council

• to exercise such of the functions of the council as are delegated by the council to the general manager

• to appoint staff in accordance with an organisation structure and resources approved by the council

• to direct and dismiss staff

• to implement the council’s equal employment opportunity management plan.

3. The general manager has such other functions as may be conferred or imposed on the general manager by or under this or any other Act.

MEETINGS AND DECISION MAKINGCouncil meets for its Ordinary Meeting on the fourth Monday evening of the month. Councillors also meet on the second Monday and Tuesday of the month for the five Standing Committee meetings, encompassing the following:

• Environment & Community Standing Committee (second Monday of the month)

• Commercial & Economic Development Standing Committee (second Monday of the month)

• Corporate Governance Standing Committee (second Tuesday of the month)

• Infrastructure Standing Committee (second Tuesday of the month)

• Planning Standing Committee (second Tuesday of the month)

These Standing Committees consider matters of policy and of a strategic nature and make recommendations to the Ordinary Meeting of Council. It provides a forum for Councillors to ask questions, discuss matters and make statements.

It also enables members of the community to comment on contemporary issues, including development matters.

Council also has eight (8) Advisory Committees, listed below, covering a range of community areas. These Advisory Committees have been established to provide advice to Council on an array of activities, programs and services designed to best meet the needs of the community:

a. Arts Advisory Committee

b. Seniors’ Advisory Committee

c. Youth Advisory Committee

d. Business Advisory Committee

e. Recreation & Sports Advisory Committee

f. Multicultural Advisory Committee

g. Indigenous Advisory Committee

h. Environmental Advisory Committee

In addition there are five (5) user groups which comprise stakeholders and Council staff from the respective facilities/precincts.

a. Airport Committee

b. Livestock Marketing

c. Wagga Wagga Exhibition Centre

d. River Precinct Committee

e. Lake Albert Community Committee

Council representation is also provided on a number of external organisations and committees.

MEMORANDA OF UNDERSTANDINGCouncil currently has Memoranda of Understanding with Charles Sturt University (CSU); Riverina Institute of TAFE; the Wagga Wagga Chamber of Commerce; Wagga Wagga Medical Specialists Recruitment and Retention Committee; Police and Community Youth Clubs (PCYC) NSW Ltd; the Community Services and Planning Development Group (COSPAD); and the Department of Lands.

OTHER RELATIONSHIPSCouncil is a member of the Australian Local Government Association, the NSW Local Government Association; the NSW Shires Association (Associate) - G Division of the Shires Association; Riverina Eastern Region Organisation of Councils (REROC); Country Mayors’ Association; Inland Forum; Riverina Regional Cities; Riverina Regional Library Service; Riverina Water County Council. Council also has a relationship with a number of Neighbourhood and Village Progress Associations, the Royal Australian Air Force Base and Blamey Barracks - Army Recruitment Training Facility at Kapooka.

22 Our Organisation

A snapshot of Council’s ServicesSERVICE/LOCATION WHAT IT OFFERS

Community and Cultural Services

Civic Theatre & Performance Spaces Based in the Civic Precinct on the banks of the Wollundry Lagoon, the Wagga Wagga Civic Theatre is the heart of performing arts within the community. The theatre provides world class arts and entertainment to the people of Wagga Wagga and surrounding regions.

Wagga Wagga City Library

Wagga Wagga City Library is a community hub for recreation and information with something for everyone. Over 700 visitors per day access the following: Book Clubs; Storytime; School Tours; Free Internet Access; Community Displays; Author Talks and Seminars. Or they visit online for: 24/7 Homework Help; to Reserve a book; Ask a Question; use YourTutor; Book Computers; Upload a Book Review; and, Contribute to the History Wiki - Wagga on the Web.

Wagga Wagga Art Gallery The Wagga Wagga Art Gallery provides an innovative public art gallery with large temporary exhibition spaces, the Links Gallery and E3 art space dedicated to local artists, stimulating public programs and a stand-alone gallery to exhibit the National Art Glass Collection.

Museum of the Riverina The Museum of the Riverina is responsible for the care and interpretation of the city’s social history collections; community engagement through education and public programs and special events; and management of two museum sites.

Wagga Crematorium, Lawn & Historic Cemeteries

Management of the Wagga Wagga Lawn Cemetery and Crematorium, Monumental Cemetery and rural cemeteries at Uranquinty, Tarcutta, Currawarna and Humula is provided.

Glenfield Road Animal Shelter Ranger services including vehicle impounding, parking infringements and Animal Shelter are provided.

Regional Family Day Care Service Family Day Care provides quality care for children up to 12 years of age in the homes of Carers and In-Home Care for families in the family home.

Social Planning

Social Planning implemented external grant and rate payer funded community and cultural development projects and events for youth, women, seniors, people with disabilities and those from culturally and linguistically diverse and Indigenous backgrounds. Other projects focussed on community safety and crime prevention, increased physical access and mobility awareness. Recurrent Federal and State funded community capacity building programs were implemented to improve social cohesion. Social planning, research and policy development and grant submissions were completed.

Environmental Sustainability The provision of a range of programs and services to manage and enhance the natural environment and community wellbeing.

Parks and Recreation

Parks & Gardens/Reserves Parks and Gardens/Reserves provides maintenance of various parks and gardens including the Botanic Gardens and Zoo which contains a diverse range of animals and exhibits.

Oasis Regional Aquatic CentreThe Oasis Regional Aquatic Centre maintains many attractions including the 25 Metre Indoor Pool, Bolton Park Sports Stadium, Children’s Playground, leisure area featuring Australia’s first wave ball, beach, water features and the Turbo Pool and Program Pool.

Recreation and Sportsgrounds

Council maintains and manages over 50 sportsgrounds including major complexes such as Jubilee Park, Bolton Park, the Wagga Wagga Exhibition Centre and Rawlings Park to name just a few. A large number of diverse sporting groups and a wide range of sporting codes are catered for through the provision of these facilities. Council also coordinates a range of recreation programs and facilities.

Council Businesses/Tourism

Visitor Information Centre and Tourism Development

The Visitor Information Centre and Tourism Development Services includes advice and support for tourism events, industry development and promotion of Wagga Wagga’s attractions, services and facilities to visitors and residents. The Centre operates an online accommodation and ticketing system, has a comprehensive range of souvenirs, local products, information on tourism destinations throughout Australia and provides information packs for newcomers to the region.

Livestock Marketing Centre The Wagga Wagga Livestock Marketing Centre is the premier livestock market in Australia. Each year about two million sheep and 130 000 cattle are sold through the Centre.

Wagga Wagga Airport The airport provides daily commercial flights to Sydney and Melbourne and is the location for aviation maintenance providers, charter and pilot training operators, general aviation parking and fuelling services.

Infrastructure Services

Maintenance and Construction The maintenance and construction of sealed and unsealed roads, bridges, carparks, kerb and gutter, footpaths, cycleways, shared paths, bus shelters, linemarking, road signs and street furniture.

Gregadoo Waste Management Centre The centre operates as a solid waste landfill, servicing the city and surrounding villages and rural areas within the Wagga Wagga Local Government Area.

Sewer Treatment WorksSituated at Kooringal and Narrung Street these works treat sewage collected from Wagga Wagga South, Bourkelands, Ashmont, Turvey Park, Mt Austin, Tolland, Glenfield Park, Cartwrights Hill, Estella, Northern Industrial Area, Kooringal, Tatton, Lake Albert and the pressure sewer from East Wagga and Gumly Gumly.

Flood and Stormwater Management

Operation and maintenance of a comprehensive stormwater network that includes many kilometres of enclosed concrete pipes, open drains, channels, culverts, flood pumps and flood gates, and extensive levee bank system and flood control structures. The system is critical in maintaining the environmental quality of our waterways and reducing the risk of flood.

Kerbside Waste CollectionCouncil’s domestic kerbside waste collection service comprises a three bin system that includes a 120 litre household garbage bin that is collected weekly, a 240 litre commingled recycling bin that is collected fortnightly and a 240 litre green waste bin that is collected on the alternate fortnights to the recycle bin.

Administration Services

Bob Osborne Skills Centre Room hire available for corporate training.

Civic Centre Customer Service Enquiries, lodgement of Development Applications, payment of rates are offered by Civic Centre Customer Service.

Our Organisation 23

DELIVERY PROGRAM

Human Resources Activities

MANAGEMENT PLANPROJECT/SERVICE

OBJECTIVE ACTIONS

Workforce Plan

Implementation and ongoing review of Councils organisational Workforce Plan and this will assist management and staff to

• Project future staffing needs• Identify skills shortages• Assist with the coordination of training• Develop programs and in conclusion be a strategic tool for the future

development and resourcing of Council

Employer of Choice Initiatives

Council will continue to develop and introduce various initiatives to create a culture which supports being an employer of choice

Specific focus areas will include:•Development of a HR People Strategy•Review of existing policies and procedures•Attraction and retention of talented quality staff•Investigation of flexible work arrangements•A strategic and consultative approach to human resource

management•Health and wellbeing initiatives

EEO Management Plan

Implement strategies from Equal Employment Opportunity (EEO) Management Plan

• Ensure all employees understand and maintain EEO obligations• Ensure Council’s recruitment practices conform with EEO principles• Ensure all employees have equal opportunity for promotion and

career path development• Identify employment opportunities for EEO target groups across all

areas of Council.

OH&S

The StateCover Audit will be completed in July 2010. Following this Council will implement the actions/outcomes of Audit

• Coordinate Health Information Sessions• Coordinate Health and Wellbeing Project• Introduce Chemwatch Software• Follow up on workplace inspections• Conduct emergency evacuation, analysis and training• Continue risk assessment for containment of Influenza Pandemic

Continuous Improvement and Change Management

Ongoing identification of practices and procedures that may be improved through the active involvement of staff. Our continuous improvement and change management will be supported with appropriate tools and strategy along with participation in the Local Government Business Excellence Network for industry benchmarking, knowledge and information sharing

• Coordinate Leaders Workshops• Conduct Employee Survey• Coordinate Corporate Processes• Promote Council’s Vision to Staff

Council is focused on achieving its goal of becoming an Employer of Choice and will continue strategy development over the next four (4) years to ensure the organisation can attract and retain talented, quality staff. The below table displays the Divisional Business Plan actions linked to the Governance sphere in the 2009/2010 Management Plan. The priorities for 2009/10 will be:

Human Resources Activities

24 Our Organisation

The 2008/09 comprehensive State of the Environment (SoE) Report covers the reporting requirements outlined in Section 428 of the Local Government Act 1993.

Under Section 403 of the Local Government Act 1993, the SoE Report should guide the development of the following year’s Council Management Plan. In particular, the Council Management Plan must contain “a statement of the principal activities that the Council proposes to conduct”, and that the statement must include:

“Activities to properly manage, develop, protect, restore, enhance and conserve the environment in a manner that is consistent with and promotes the principles of Ecologically Sustainable Development (ESD requires the effective integration of economic and environmental considerations in Council’s decision-making processes).”

In order to better achieve this, Council has recently developed the draft ‘Wagga Wagga Environmental Sustainability Strategy 2009-2013’. The Strategy aims and objectives have been developed to incorporate the outcomes of research and community engagement during its development and is integrated with key documents such as the SoE report Council’s Community Strategic Plan.

The Strategy highlights the important role environmental sustainability plays in place-making and the objectives are aligned with

the State of the Environment themes of Water, Waste, Heritage, Land, Biodiversity, Climate, Air & Energy. A number of key initiatives are outlined for each area, to be actioned by Council. Importantly, the objectives also reflect the integration of environmental sustainability with Social, Economic and Governance considerations.

The Strategy aims to improve the sustainability of the local environment, balance the needs of the built and natural environments and ensure development strengthens the connection between the community and the natural environment to create a sense of place and enhance community well-being.

The objectives of the Strategy are outlined as follows:

LAND

Develop Sustainable built environments for current and future generations through effective land management and planning

CLIMATE AIR & ENERGY

Improve air quality and reduce the impact of climate change by educating the community and reducing both energy consumption and greenhouse gas emissions

WATER

Integrate management strategies to encourage water conservation and enhance and protect water quality

BIODIVERSITY

Effectively manage the natural environment so that biodiversity is understood, enhanced and protected

WASTE

Minimise our environmental impact by using alternative technologies and implementing effective waste management strategies

HERITAGE

Effectively manage heritage and Aboriginal culture so it is understood, enhanced and protected

GOVERNANCE

Continuously improve systems and practices at Wagga Wagga City Council to become a leader in sustainable environmental management

SOCIAL

Promote environmentally sustainable principles for healthy living through community initiatives

ECONOMIC

Effectively manage partnerships to facilitate and enhance environmentally sustainable economic development

The State of the Environment Report is available by contacting Council on 1300 2 WAGGA or by visiting Council’s website www.wagga.nsw.gov.au

State of the Environment

Access and EquityThe Local Government (General) Amendment (Community and Social Plans) Regulation 1998 was introduced to promote a more inclusive community by ensuring that council services are responsive to community needs and diversity.

The Regulation is designed to assist Council to:

• Promote fairness in the distribution of resources, particularly to those most in need

• Recognise and promote people’s rights and improve the accountability of decision makers

• Ensure that people have fairer access to the economic resources and services essential to meeting their basic needs and improving their quality of life

• Give people better opportunities for genuine participation and consultation about decisions affecting their lives

The Regulation requires all Councils to:

• Develop a social/community plan or its equivalent and to submit it to the Department every five (5) years

• To include in their management plan and annual report a statement about the access and equity activities planned or undertaken by Council

Access and Equity activities and strategies for Council’s Management Plan are defined as those which benefit the broad community and/or particular mandatory target groups of the social/community plan.

Our Access and Equity activities are outlined in Section 3 of the document ‘Focus Areas’ . Any activities tagged with an ‘A&E’ symbol aim to promote social justice and enhance community wellbeing.

Our Organisation 25

DELIVERY PROGRAM

Corporate Documents

Council provides a number of diverse services to the community which require community input and careful planning. Planning is essential in ensuring the long-term sustainability of assets, the Resourcing for assets and providing the right services for the community.

Council prepares and implements a number of plans and strategies in response to legislation as well as in response to community need.

An outline of some plans within Council are listed below - all are available on Councils website or by contacting Council.

THIS WAY WAGGA - VISION 2030

Council hosted a 20 year vision for the community including a vision statement, community values and future directions. This vision was developed after extensive community engagement and provides long term direction that all citizens within the Wagga Wagga Local Government Area can implement.

COMMUNITY STRATEGIC PLAN

The Wagga Wagga City Council Community Strategic Plan – 2008/2018 was adopted in early 2008 and was developed in consultation with Councillors, Community and Staff to outline the strategic direction for Council and the wider community. This 10 year plan is developed with the community and must address Quadruple Bottom Line reporting - Economic, Environment, Social and Governance. The Community Strategic Plan must be reviewed within 18 months of each Council Election.

DELIVERY PROGRAM

Council’s Delivery Program establishes the operational requirements for the organisation each financial year. This plan is in place so identified strategic goals are achieved in line with the Community Strategic Plan. This four year Delivery Program requires Annual Review and update to ensure we always have a four year rolling plan.

OPERATIONAL PLAN

A one year Operational Plan with annual budget is also developed showing how the stragtegies in the Delivery Program will be tasked to each area within Council.

SOCIAL PLAN

A social/community plan must be developed in consultation with the community and linked to a 5 year review cycle. The plan must include a community profile, identification of community needs and recommendations to address those needs. The plan recognises the diversity and unique characteristics of our local community; it reflects the needs and aspirations of the community; and it promotes partnership and collaborative approaches to adopt a holistic view of our local area to improve and enhance the quality of life for all.

ANNUAL REPORT

The annual report focuses on Council’s implementation of the Delivery Program and Operational Plan because these are the plans that are wholly the council’s responsibility. The report also includes some information that is prescribed by the

Local Government (General) Regulation 2005. This information has been included in the Regulation because the Government believes that it is important for community members to know about it – to help their understanding of how council has been performing both as a business entity and a community leader.

STATE OF THE ENVIRONMENT REPORT

Under Section 403 of the Local Government Act 1993, the SoE Report should guide the development of the following year’s Council Delivery Program. In particular, the Council Delivery Program must contain “a statement of the principal activities that the Council proposes to conduct”

and that the statement must include: “Activities to properly manage, develop, protect, restore, enhance and conserve the environment in

a manner that is consistent with and promotes the principles of Ecologically Sustainable Development (ESD requires the effective integration

of economic and environmental considerations in Council’s decisionmaking processes).”

LEP

A Local Environmental Plan guides planning decisions for local government areas. Through zoning and development controls, Local Environmental Plans allow Councils to supervise the ways in which land is used.

Corporate Documents

34 Operating Plan

Social

Economic

Civic Leadership

Environment

Section 3 -Focus Areas

Operating Plan 35

DELIVERY PROGRAM

WE FOCUS ON:1.1 A vibrant and attractive place that offers a range of lifestyle choices and

a liveable environment

1.2 A growing diverse and dynamic community

1.3 A broad range of leisure, sport, cultural and educational pursuits for the varying needs of the community

1.4 A safe, healthy and active community

Social

36 Operating Plan

SPHERE 1. SOCIALGoal: A vibrant and attractive place that offers a range of lifestyle choices and a liveable environmentStrategy: Market the range of Lifestyle Choices

What we will do Performance Target Year 1 Year 2 Year 3 Year 4

Tourism WebsiteMaintain contemporary information on activities available for residents and visitors - A&E

Target of 58,000 website visitors achieved per year

√ √ √ √ √

Conference/event Organisers and Group MarketsActively promote Wagga Wagga as an ideal destination for the conference, event and group markets - A&E

Target of 10 achieved per year

√ √ √ √ √

Strategy: Improve connections to the river and the environment which enhance the natural feel of the river precinct


Riverside Wagga WaggaContinued collaboration with Department of Lands to achieve a sustainable outcome at the River Precinct

Regular meetings √ √ √ √ √

Strengthen opportunities for shopping, dining and entertainmentWhat we will do Performance Target

City’s Services and FacilitiesActively promote the city’s services and facilities

Ongoing √ √ √ √ √

Goal: A growing, diverse and dynamic communityStrategy: Develop the central business district as the regional commercial and retail centre whilst encouraging local urban and village neighbourhood hubs


Land Use StudiesTraffic and other studies

Ongoing √ √ √ √ √

Strategy: Facilitate higher population density in central Wagga Wagga and near neighbourhood hubs


Implement consistent land use planning controlsEnsure that land use planning controls are applied in a consistent manner

Ongoing review √ √ √ √ √

Strategy: Facilitate the provision of a range of housing types in a manner which builds strong residential communities


Implement processes to actively source funding for heritage projectsEnsure that Council actively source funding for heritage projects to protect and enhance items of environmental heritage value

Ongoing source of funding

√ √ √ √ √

Implement consistent application of relevant heritage conservation controlsEnsure that relevant heritage conservation controls as provided for in the Wagga DCP and LEP are consistently applied

Apply controls consistently

√ √ √ √ √

Operating Plan 37

DELIVERY PROGRAM

Strategy: Facilitate equal access for residents to community services and facilitiesWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Civic Theatre Service Delivery Against Cultural Plan - A&EDeliver annual season of theatre shows that enhances the artistic, educational, social, recreational and cultural experiences of the community

Annual season of shows completed

√ √ √ √ √

Museum Service Delivery Against Cultural Plan - A&EDeliver lively exhibitions and interpretation of people, places and stories about Wagga and the Riverina by developing innovative exhibitions, collaborative projects, and working with diverse partners on heritage and environmental interpretation

Exhibitions completed

√ √ √ √ √

Art Gallery Service Delivery Against Cultural Plan - A&EPresent exhibitions of regional, national and international art and cultural material with emphasis on Gallery-initiated projects measured by gallery attendance, media coverage, community feedback and professional responses from sector

Exhibitions completed

√ √ √ √ √

Cultural PlanDelivery of programs/projects against the priorities in the Cultural Plan for this period

Annual programs and projects completed

√ √ √ √ √

Strategy: Develop and promote partnerships for regional community programmesWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Government and non Government funding in rural and regional programsSecure partnership funding levels for social and cultural services

$600,000 grant funding secured annually

√ √ √ √ √

Strategy: Acknowledge and celebrate diversity within the communityWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Cultural ProgramsDelivery of programs/projects against the priorities in the Cultural Plan and establish a cultural and social foundation

Ongoing delivery of programs/projects completed successfully

√ √ √ √ √

Council’s Cultural CollectionsInvesting and maintaining Council’s cultural collections

Collection formally reviewed on an annual basis

√ √ √ √ √

Acknowledging social and cultural diversityDelivery of Council’s annual schedule of celebratory weeks and days across the life cycle - A & E

Successful delivery of events

√ √ √ √ √

Strategy: Identify changing community needs and provide leadership to the communityWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Community Social PlanReview and Implement Community Social Plan priorities - A&E

Annual program completed

√ √ √ √ √

38 Operating Plan

Social

Goal: A broad range of leisure, sport, cultural and educational pursuits for the varying needs of the communityStrategy: Provide opportunities for life-long learning, social interaction and creativity


Increased access to information and public programs through a range of mediums for all agesEnsuring public access to a range of mediums including emerging and new technologies for cultural and social engagement of our community - A&E

Completed October 2011

√

Social and Cultural Services ProgramSeason programs for facilities marketed and distributed in various mediums - A&E

Programs distributed successfully

√ √ √ √ √

Strategy: Provide a range of social, sport, recreation and cultural services, facilities and programs for all stages of the life cycle


EventsSupport Tourism Events on internet, publications and media activities - A&E

Target of 300 per year

√ √ √ √ √

Parks/Major AssetsMaintain Botanic Gardens and Zoo - A&E

Improved customer satisfaction ratings

√ √ √ √ √

Recreation and Open Space StrategyImplementation of the Recommendations from the Recreation and Open Space Strategy

Completion of 100% annual funded recommendations

√ √ √ √ √

Strategy: Establishing integrated community/cultural/tourism facilities within the Murrumbidgee River precinct


Cultural/Tourism Facility for Visitor/Community AccessStaged development of a new facility at the river precinct that integrates tourism and cultural activities - A&E

Programs completed

√

Operating Plan 39

DELIVERY PROGRAM

Social

Goal: A safe, healthy and active communityStrategy: Encourage and facilitate an active and healthy community


Shared pathways in the city and surroundsIdentify shared pathway links and list projects for funding consideration - A&E

Projects listed for funding consideration completed

√ √ √ √ √

Strategy: Support and promote the safety, health and wellbeing of the communityWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Build and foster relationships with Emergency Services OrganisationsCoordinate Local Emergency Management Committee Meetings annually - A&E

4 meetings per year √ √ √ √ √

Regulatory ServicesDeliver regulatory services to meet the needs and expectations of the community - A&E

Annual compliance programs completed

√ √ √ √ √

Works ProgramDevelop works program template for annual capital program’s

Template delivered in August each year

√ √ √ √ √

Strategy: Support preventative public and environment health programsWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Community Immunisation ClinicImplement public health immunisation projects - .

24 Clinics conducted per year

√ √ √ √ √

Public Health StandardsImplement health programs to achieve the requirements of the Public Health Review

Health standards review completed

√ √ √ √ √

Onsite sewage managementContinue to implement the onsite sewage management program. Reviewing current Onsite Sewage Management Plan

Number of programs implemented annually

√ √ √ √ √

40 Operating Plan

WE FOCUS ON:2.1 A strong, sustainable and well balanced economy that generates

growth and employment opportunities

2.2 Sustainable infrastructure and services that support current and future needs of the community

2.3 A skilled workforce that accommodates the changing needs of the Wagga Wagga Local Government Area

Economic

Operating Plan 41

DELIVERY PROGRAM

SPHERE 2. ECONOMICGoal: A strong, sustainable and well balanced economy that generates growth and employment opportunitiesStrategy: Stimulate prosperity through economic development strategies

What will we do Performance Target Year 1 Year 2 Year 3 Year 4

Economic Development Strategy - Grow Wagga WaggaImplement the Grow Wagga Wagga Strategy

Develop and annual Business Plan in conjunction with Councils Delivery program that will include the detailed strategies and subsequent actions to be undertaken to give effect to the outcomes contained in the Grow Wagga Wagga Strategy

√ √ √ √ √

Strategy: Identify and attract business to ensure a well-balanced economyWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Encourage inward investment growth and business expansion through the delivery of the Commercial & Economic Development StrategyThe Commercial and Economic Development Strategy 2010 -2013 incorporate delivery focus areas underpinned by the following key characteristic of; vibrancy and diversity, business growth, seeking to attract high value employment and broad based economic specialisation

Establishment of new industry associated with the production of bio-fuels within the city

√ √ √ √ √

Implement Recommendations contained in the Bomen Strategic Master PlanThe Bomen Strategic Master Plan’s key aim and vision is that the Bomen Business Park will be a high-quality and national renowned place for transport and logistics-based enterprises, well designed and integrated with existing industry, which meets the requirements and of a targeted range of businesses and supporting activity, to complement and nurture a more sustainable City of Wagga Wagga and Riverina Region

Establishment of additional agribusiness activities

√ √ √ √ √

Call Centre Operations Service ProvisionInvestigate feasibility of Developing Call Centre operations to provide outsourced services to other Customer Service providers - A&E

Completed June 2011 √

Inward Investment Strategy for AirportDevelop and implement a strategy to attract business and investment activity to the Airport

Completed by 31 December 2010 √

Strategy: Increase national and international exposure as a preferred location for business, recreation and tourism through appropriate branding


City BrandReview current brand and City Marketing Strategy

Annual review completed √ √ √ √ √

Link to State and Regional Tourism WebsitesMaximise Wagga Wagga’s exposure on key external websites including State and Regional Tourism Websites - A&E

State and Regional Websites contain up to date information

√ √ √ √ √

Market and promote the City of Wagga Wagga through Regional engagement and FacilitationActively advocate and market Wagga Wagga as a natural location for national distribution, logistical manufacturing activities and utility infrastructure provision

Report annually on the growth in national distribution activity levels in Wagga Wagga

√ √ √ √ √

Strategy: Work proactively with key stakeholders to ensure essential services are provided to meet the needs of the community


Community Engagement: Council CommitteesMaintain Committee Structure that encourages community participation and stakeholder engagement

Regular reporting of committee recommendations and minutes to Council

√ √ √ √ √

42 Operating Plan

Engagement with key stakeholdersFacilitate regular meetings with key stakeholders which aims to ensure that all government agencies, major institutions and businesses are clear on where the Local Government Area is headed

Quarterly meetings with key stakeholders √ √ √ √ √

Goal: Sustainable infrastructure and services that support current and future needs of the communityStrategy: Provide and maintain appropriate infrastructure and services that support current and future needs


Recreational AssetsImplement Capital works program and undertake scheduled maintenance for Recreational Assets

Annual Programs undertaken within budget and to approved standards

√ √ √ √ √

Civil AssetsImplement Capital works program and undertake scheduled maintenance for Civil Assets

Annual Programs undertaken within budget and to approved standards

√ √ √ √ √

Livestock Marketing Centre Master PlanDevelop and achieve Council endorsement of a long-term Master Plan for the Livestock Marketing Centre

Completed by 30 June 2011 √ √ √

Stormwater Management PlanImplementation and delivery of the new Stormwater Management Plan with the objective to improve environmental water quality, protect property and infrastructure from flooding, reduce risk and optimise opportunities for recovery and reuse

Subject to implementation of Stormwater Charge and allocation of appropriate budgets

√ √ √ √ √

Solid Waste Resource Recovery StrategyDevelopment and implementation of agreed actions for the delivery of the eleven strategic directions as described in the Resource Recovery Strategy 2001 -2019

Action list currently being developed. Strategy to be adopted by Council February 2010

√

Strategy: Develop cost effective infrastructure maintenance and renewal strategiesWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Building Asset Maintenance and Renewal PlanDevelop and implement a maintenance and renewal plan for all of Council’s building assets

Completed by 31 March 2011 √

Stormwater Infrastructure ManagementDevelop strategic maintenance and renewal program for the management of stormwater network

Urban stormwater network condition assessment and ratings completed

√ √ √ √ √

Wastewater CollectionUndertake a hydraulic analysis of the sewer network and develop a sewer strategy that identifies augmentation and upgrading works

Annual Reduction in number of blockages, spills and failures completed

√ √ √ √ √

Street LightingImplement Street Lighting Strategy action items

Adopted annual action plan items completed √ √ √ √ √

Urban Salinity - Asset ManagementDevelop, implement and maintain sustainable best practice management actions and assets to combat Urban Salinity


Operating Plan 43

DELIVERY PROGRAM

Total Asset Management SystemDevelop and implement Total Asset Management System

Complete annual implementation action plan

√ √ √

Transport InfrastructureTransport Study implement action plan from Transport Study

Adopted annual program √ √ √ √ √

Goal: A skilled workforce that accommodates the changing needs of the Wagga Wagga Local Government AreaStrategy: Work together with government, private sector, education, employment and community groups to develop regional partnerships and investment in training


Undertake research marketing and communication to benefit the Business CommunityTo ensure Council provides the best service possible to local and incoming businesses through excellent cross-council communication and effective, high quality and targeted research, marketing and communications

Inclusion of status in all relevant promotional and marketing publications and campaigns

√ √ √ √ √

Strategy: Engage with key stakeholders to facilitate labour availability through the promotion of career opportunities, whole of lifespan employment options and flexible and affordable lifestyle choices


Education Partnerships (CSU, TAFE etc)Facilitate quarterly meetings with key education providers including the Riverina Institute, Charles Sturt University and the Department of Defence, support activities (career days etc) which promote career opportunities

Facilitate quarterly meetings √ √ √ √ √

Economic

44 Operating Plan

WE FOCUS ON:

3.1 An integrated approach to water resource management

3.2 A sustainable built and natural environment

3.3 Sustainable management of natural resources

3.4 Promoting environmental sustainability

Environment

Operating Plan 45

DELIVERY PROGRAM

SPHERE 3. ENVIRONMENTGoal: An integrated approach to water resource managementStrategy: Facilitate research and planning including Global Water Smart City to ensure water conservation, reuse and efficiency


Water and Effluent ReuseResearch and develop achievable expansion of water reuse scheme

Network extended annually as per plan/strategy

√ √ √ √ √

Integrated Water Cycle Management PlanDevelop and implement action plan linked to the integrated Water Cycle Management Plan


Strategy: Develop and promote partnerships with key stakeholdersWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Key Partnerships - Water ManagementFacilitate ongoing partnerships and working relationships with key stakeholders. Participate in regular meetings with Riverina Water, Murrumbidgee Catchment Management Authority, Department of Environment and Climate Change and Department of Water and Energy

Participate in regular meetings with Riverina Water, Murrumbidgee Catchment Management Authority, Department of Environment and Climate Change and Department of Water and Energy

√ √ √ √ √

Goal: A sustainable built and natural environmentStrategy: Maintain a contemporary Local Environment Plan and vision for the Wagga Wagga Local Government Area

What we will do Performance Target Year 1 Year 2 Year 3 Year 4Wagga Wagga Local Environment Plan (LEP) 2008Making of LEP by Minister anticipated in April/May 2010

Completion March/April 2010 √ √ √ √ √

The Principal LEP and Spatial PlanUndertake review of Local Environment Plan on an annual basis

Completed annually √ √ √ √ √

What we will do Performance Target Year 1 Year 2 Year 3 Year 4Ecological Sustainable DevelopmentImplementation of ecologically sustainable development principles and programs

ESD incorporated into development assessments

√ √ √ √ √

Lake Albert SustainabilityImplement Plan of Management for the sustainability of Lake Albert

Action plan considered annually in conjunction with Council Management Plan

√ √ √ √ √


Flood Management ActionsImplement actions from the Flood Risk Management Plan

Action plan considered annually in conjunction with Council Management Plan

√ √ √ √ √

Biodiversity CertificationManage the application and certificate process in accordance with the Local Environment Plan (LEP)

All lands identified for biodiversity certification

√ √ √ √ √

Strategy: Encourage development that protects biodiversity and natural ecological processesWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Land Use Policies - New Urban Release AreasEnsure plans for new release areas conserve areas of biodiversity and develop principles for their management.

Areas of biodiversity are conserved √ √ √ √ √

46 Operating Plan

Goal: Sustainable management of natural resourcesStrategy: Manage waterways and land use to minimise detrimental environmental impact


Urban Salinity MonitoringMonitoring and reporting of programs to protect land and water

100% compliance to monthly monitoring schedule

√ √ √ √ √

Water Monitoring ProgramMonitor water quality of the Murrumbidgee River, Lake Albert and Wollundry Lagoon

100% compliance with annual schedule √ √ √ √ √

Sediment and Erosion ProgramConduct Sediment and Erosion education to minimise incidence of non compliance

Less than 10 infringements issued per year

√ √ √ √ √

Solid Waste and Sewerage Monitoring ProgramComply with all statutory requirements for solid waste management and sewage treatment works

100% compliance with reporting requirements √ √ √ √ √

Strategy: Protect, enhance and rehabilitate native vegetation and ecosystems to enhance biodiversity


Biodiversity ConservationImplement programs to protect and enhance biodiversity

Annual increase in detection records of threatened species in the Local Government Area

√ √ √ √ √

Weed ControlComplete annual noxious weeds program

Annual program completed by June √ √ √ √ √

Strategy: Support and promote the improvement of ambient air qualityWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Improved Air QualityImplement projects to reduce air pollution

Improvement in reported levels of ambient air quality

√ √ √ √ √

Strategy: Encourage the community to participate in programs to enhance the environment

Operating Plan 47

DELIVERY PROGRAM

What we will do Performance Target Year 1 Year 2 Year 3 Year 4Community Engagement in Environment ProgramsImplement projects including: Cleanup Australia Day and National tree day, - Landcare Action program, - Liaise with the Wagga Wagga Tidy Towns Committee

5% increase in program participation √ √ √ √ √

Goal: Promote environmental sustainabilityStrategy: Minimise the city’s ecological footprint and reduce resource consumption within the Wagga Wagga Local Government Area through greater energy efficiency and renewable energy technologiesStrategy: Minimise waste to landfill through reduce, reuse and recycle strategy


Contaminated LandsManagement of contaminated land sites

Annual monitoring program implemented and required action items incorporated into annual Management Plan

√ √ √ √ √

Strategy: Reduce greenhouse gas emissions across the local government areaWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Greenhouse Emissions and FleetReduce contribution to greenhouse gas emissions by Council’s fleet

Reported reduction in greenhouse gases √ √ √ √ √

Greenhouse Gas ReductionPromote and support projects that reduce greenhouse gas emissions

20% reduction in greenhouse gases by 2020 - in accordance with Mayor’s agreement

√ √ √ √ √

Strategy: Facilitate community education for the achievement of a sustainable environmentWhat we will do Performance Target Year 1 Year 2 Year 3 Year 4

Environmental Sustainability StrategyIn accordance with the environmental sustainability strategy

Implement 8 programs per year √ √ √ √ √

48 Operating Plan

WE FOCUS ON:

4.1 Leading the region into the future4.2 Effective and transparent leadership that enjoys the support and confidence of the community4.3 Council’s operations and activities are effective, efficient and customer

focused4.4 Council having the necessary financial, human and other resources and management systems to provide appropriate services and a structure

Civic Leadership

Operating Plan 49

DELIVERY PROGRAM

SPHERE: CIVIC LEADERSHIPGoal: Lead the region into the futureStrategy: Promote a clear strategic direction and vision for the future of the regionWhat we will do Year 1 Year 2 Year 3 Year 4

Extension Tourism Marketing CampaignsCreate extension marketing campaigns for Wagga Wagga on the back of leisure marketing and promotions staged by eg. Riverina Regional Tourism, Tourism NSW into markets such as Melbourne, Sydney, Canberra and Regional NSW - A&E

Annually participate in Heart of Country Campaign, attend Trade Shows in conjunction with Tourism New South Wales and Riverina Regional Tourism

√ √ √ √ √

Investment StrategiesUndertake a review of the Investment Strategy and Investment Policy to ensure it meets best practice guidelines

Completion of annual review √ √ √ √ √

Strategy: Embrace leadership for the regionWhat we will do Year 1 Year 2 Year 3 Year 4

Regional LeadershipActive participation in regional government partnerships

Participate in regular meetings with REROC (Riverina Eastern Regional Organisation of Councils) Regional Cities Association, Inland Forum, Riverina Regional Cities and EvoCities

√ √ √ √ √

Strategy: Promote Council as a regional service providerWhat we will do Year 1 Year 2 Year 3 Year 4

Human Resources NetworkingTo position ourselves as a regional industry leader

Regular meetings with regional Councils √ √ √ √ √

Strategy: Build and foster relationships, strategic networks and work collaboratively with all levels of government, non-government organisations, the private sector and community groupsWhat we will do Year 1 Year 2 Year 3 Year 4

Memoranda of UnderstandingWork with partners whom have a Memorandum of Understanding to achieve desired outcomes for the city and region. Current MOU partners are: Charles Sturt University, Riverina Institute of TAFE, Wagga Wagga Chamber of Commerce, Wagga Wagga Medical Recruitment and Retention Committee, Police and Community Youth Clubs, the Community Services and Planning Development Group and the Department of Lands

Continue to work in partnership with current Memoranda of Understanding partners to meet the annual objectives of the MOU

√ √ √ √ √

Goal: Effective and transparent leadership that enjoys the support and confidence of the communityStrategy: Council implements best practice ethical and corporate governance standardsWhat we will do Year 1 Year 2 Year 3 Year 4

Good Governance StrategyPromote good governance and ethical conduct throughout the organisation

Annual minimum ranking 4/5 in Local Government Managers Australia (LGMA) Good Governance Health Check completed

√ √ √ √ √

50 Operating Plan

Strategy: Engage and effectively consult with the community and foster participation and collaborationWhat we will do Year 1 Year 2 Year 3 Year 4Community Engagement StrategyDevelop a comprehensive strategy for engaging with the community in a range of ways that are relevant and wanted, across the IAP2 Spectrum of Public Participation

Completed 31 December 2010 √ √

Internet Content and structureMaintain a comprehensive and easily navigated website with up to date content as a key entry point to information and services - A&E

10% annual growth in unique website visitors achieved

√ √ √ √ √

Media PromotionEnsure that timely information is communicated through a range of tools and that messages are consistent and easy to understand - A&E

10% annual improvements on positive media coverage

√ √ √ √ √

Goal: Council’s operations and activities are effective, efficient and customer focussedStrategy: Develop and maintain a “best practice” proactive Council that is recognised as a leader in its fieldWhat we will do Year 1 Year 2 Year 3 Year 4Corporate Information Management StrategyStrategy to implement best-practice information management initiatives to maximise efficiency, transparency and probity

Strategy developed by 30 June 2013 √ √ √ √

Physical Archive StrategyStrategy to implement best-practice archive initiatives to ensure appropriate treatment for all physical records


Legacy System StrategyStrategy to decommission legacy systems and appropriately migrate all data


Risk Management StrategyActively promote enterprise risk management practices throughout the organisation

Risk Management Strategy reviewed and updated annually

√ √ √ √ √

Information and Communications Technology StrategyMaintain an effective and cohesive Information and Communication Platform

Annual Review of Strategy √ √ √ √ √

Strategy: e-Enable all relevant Council servicesWhat we will do Year 1 Year 2 Year 3 Year 4e-Services StrategyStrategy for delivery of e-services - sub-strategy to Council’s e-Business Strategy

Completion of Strategy √ √ √ √ √

e-Business StrategyCoordinate the delivery of the goals contained in the e-Business Strategy - A&E

e-Business strategic goals achieved

Strategy: Implement strategies to ensure excellence in customer serviceWhat we will do Year 1 Year 2 Year 3 Year 4Service Quality StrategyStrategy to implement Service Quality initiatives and culture across all of Council


Complaints HandlingAction all complaints received - A&E

Complaints actioned in accordance with policy √ √ √ √ √

Strategy: Become an employer of choiceWhat we will do Year 1 Year 2 Year 3 Year 4

OH&SAnnually Prioritise and implement Audit outcomes from State Cover

Achieve and Maintain above average performance in State Cover OHS Audit

√ √ √ √ √

Workforce PlanCoordinate and Implement the outcomes from the Workforce Plan

Completion of actions on an annual basis √ √ √ √ √

Operating Plan 51

DELIVERY PROGRAM

Goal: Council has the necessary financial, human and other resources and management systems to provide appropriate services and infrastructureStrategy: Establish agreed levels of service and infrastructure provision to ensure they are aligned with community needs and build Council’s financial and management capacity to deliverWhat we will do Year 1 Year 2 Year 3 Year 4Reduce processing time for Development ApplicationsImplement strategies to reduce processing times for Development Application to be under 40 days

Process within 40 days or less √ √ √ √ √

Ten Year Financial PlanPrepare a Ten Year Financial Plan which reflects the funding priorities of Council and presents a sustainable financial position over the period of the plan

Ten Year Financial Plan is prepared and public exhibited in conjunction with the 2010/14 Delivery Program

√ √ √ √ √

Grants & ContributionsMaximise grant funding and contribution opportunities from other levels of government, public organisations and the private sector to support the projects contained with Council’s budget

Presentation of a grants status report to Council each Quarter

√ √ √ √ √

Manage Investment PortfolioManage Council’s portfolio in line with the adopted Investment Policy and Strategy as a means of obtaining a sustainable revenue source to support the operating budget and Ten Year Financial Plan

Monthly report prepared on investment summary and performance is presented

√ √ √ √ √

Infrastructure Funding RequirementsUndertake a review of funding level requirements for each category of infrastructure following the completion of condition based assessments and revaluation of asset values at “fair value”

Completion of review √ √ √ √ √

Grants Funding ProgramOngoing program to actively seek additional grant funding for projects and services contained in the Ten Year Financial Plan.

Funding sought for a minimum of 24 new projects each year

√ √ √ √ √

Review Rating StructureAnalyse and report on the results of the revaluation of all rateable lands within the local government area including impact on Council’s rating system.

Report is presented to Council by February 2011 √

Strategy: Empower and enable employees to undertake their roles through adequate resources, skills and knowledgeWhat we will do Year 1 Year 2 Year 3 Year 4Continuous Improvement and Change ManagementFacilitate bi-annual Self Assessment of service divisions in accordance with Business Excellence Framework

Completion of bi-annual self assessment √ √ √

Corporate Training ProgramFacilitate Corporate Staff training program

Projects and Plans delivered

52 Business Activities

Section 4 -

Business

Activities

Business Activities 53

DELIVERYPROGRAM

Wagga Wagga Airport is located at Forest Hill and is leased by Council from the Department of Defence on a thirty (30)year lease. The Airport is serviced by Regional Express and Qantaslink. Additionally a number of independently owned businesses are in operation at the Airport.

Transport to and from the airport is available via taxi’s, an airport shuttle service or a choice of four rental car companies.

Over recent years passenger numbers have steadily increased in line with industry benchmarks. The projected passenger numbers for the 2009/10 financial year are 220,000.

Principal activities of the Airport include:

• Management of airport operations in accordance with applicable Civil Aviation Legislation and Regulations as administered by Civil Aviation Safety Authority

• Management of airport security in accordance with the Aviation Transport Security Act and Regulations, as administered by the Department of Infrastructure, Transport, Regional Development and Local Government

• Managing the needs of key stakeholders including airline operators, leaseholders and the Department of Defence

• Maintenance and scheduled refurbishment or replacement of assets including the runways, taxiways, aprons, buildings, car parks, fencing, and other associated infrastructure

• Provision of leased areas to accommodate air transport related industry and services

• Provision of Terminal services and facilities to meet the needs of our customers

• The Wagga Wagga Airport operates on a self funding basis and represents a vital component of Council’s and the City’s transport infrastructure. Historically both the airports operations, and the capital works program are internally funded from income generated from regular public transport (RPT) services, landing fees and leases to numerous businesses operating from the airport site. However there is an extensive capital works program planned for 2009/10 and this is partially funded from the Airport reserves that are generated from the operating surplus, plus external borrowings. The planned works are to ensure that the Airport continues to grow to meet the needs of airlines and operators that use it.

Airport

Airport


WAGGA WAGGA CITY COUNCIL 4 YEAR BUSINESS ACTIVITY STATEMENT 2010/11 to 2013/14

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000

OPERATING

Gross Revenue

Operating Revenue (2,532) (2,252) (2,421) (2,604)


Gross Expenditure

Employment 421 440 459 479

Operating 565 578 593 608

Maintenance 579 222 222 222

Other - - - -

Depreciation 180 180 180 180

Total Expenditure 1,745 1,420 1,453 1,489

Overheads / Recoveries 371 375 379 383

Operating (Surplus) Deficit (416) (457) (589) (732)

Movements To / (From) Operating Reserves 596 637 769 912

CAPITAL

Purchase & Construction of Assets 434 - - 2,548

Loan Repayments 656 632 607 586

Total Capital Expenditure 1,090 632 607 3,134

Movements To / (From) Capital Reserves (1,090) (632) (607) (3,134)

Net Capital Flows - - - -

Less: Movements not involving flow of funds

(Depreciation & Provisions) 180 180 180 180

NET TOTAL MOVEMENT - - - -

Airport


DELIVERYPROGRAM

Airport

Airport Estimates20

10/1

1

2010

/11

2010

/11

2011

/12

2011

/12

2011

/12

2012

/13

2012

/13

2012

/13

2013

/14

2013

/14

2013

/14

-

500

1,000

1,500

2,000

2,500

3,000

3,500

Operating Revenue Operating Expenses Capital Expenditure

$'000

Airport 2010/11 to 2013/14

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

Program

Airport - Connect Taxiway C to GA Apron 302

Airport - South West GA Apron 271

Airport - Code C Taxiway from RPT Apron to Runway 12/30 (Taxiway H) 109

Airport - Purchase and Installation of a Carpark Management System 147

Airport - Widen and strengthen Taxiway A, from C to B - 682m to Code C (15m) 462

Airport - GA Precinct - Stage 1 1,328

Airport - GA Aircraft Washdown Bay 54

Airport - Engine Run Up and Compass Swing Bay (RPT and GA) 308

Total Airport Capital Works Program 434 - - 2,548


Sewer Treatment WorksWagga Wagga City Council’s sewerage network services over 18,000 residential and 2,000 non-residential properties. The sewerage network consists of over 530km of gravity and pressure mains and 36 pump stations. Last year over 5,374ML of sewage was transported through Wagga’s sewerage network. All sewage is transported to one of Council’s six (6) sewage treatment plants where solids are removed and the remaining wastewater is further treated to remove impurities. The treated effluent is either discharged to the river or reused for irrigation.

Wagga Wagga City Council is nearing completion of the Sewer 2010 Project. The overall objective of the Project is to augment and upgrade Council’s sewage treatment facilities and the collection and transportation network to comply with licence conditions set by the Department of Environment and Climate Change (DECCW) and to manage risk and allow for growth in its sewerage system.

The Sewer 2010 Project comprises of the following works:

• Augmentation/upgrade of the Narrung Street and Kooringal Sewage Treatment Plants (STP’S)

• Duplication of the Murrumbidgee river pipeline crossing rising main from the northern catchment

The above works are being delivered under a single performance based Design, Build and Operate (DBO) contract package. The Design Build Operate (DBO) model was selected because it was deemed as being the most likely contract mechanism to deliver the project objectives as quickly as possible and best manage the risks associated with the project.

Under the Contract, Council has entered into an agreement with the private sector comprising of the following:

• The design and construction of the Narrung Street and Kooringal STP’S and the Murrumbidgee Pipeline duplication.

• The operation of the Narrung Street and Kooringal STP’S and the Bomen Industrial Sewage Treatment Facility for a minimum of 10 years with 2 possible extensions of 5 years each

The augmentation/upgrade of the Narrung and Kooringal STP’s is largely complete and the plants are in the process of being commissioned and proved. The Murrumbidgee Pipeline Duplication Project was completed in October 2009.

The Sewer 2010 Project also includes the augmentation of the Flowerdale pumping station and duplication of the sewer rising main from this pump station to the

Narrung Street STP and the construction of a new effluent reuse pipeline. This component of the Project is being delivered under a more traditional design and construct contract and is scheduled for completion in the 2010/11 financial year.

Further to the above works Council have also implemented the following programs:

• Rehabilitation of priority reticulation mains and junctions utilising relining and pipe cracking technology,

• Pump station upgrades including rehabilitation of wet wells and installation of variable speed drives to reduce energy consumption and wearing of pumps,

• Joint sewer connection eliminations,

• Installation of pressure sewer systems to provide sewer services to priority villages,

• Upsizing of hydraulically overloaded sewer mains,

• Blackspot program for the repair of priority sewer mains,

• Removal of vent stacks.

Council is also in the process of updating it’s Sewer Strategic Business Plan and Development Servicing Plan for sewerage.

Sewer Treatment

Works


DELIVERYPROGRAM


BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000

OPERATING

Gross Revenue



Gross Expenditure

Operations & Management 8,264 7,859 7,982 8,079

Depreciation 5,160 5,160 5,160 5,160


Overheads 1,205 1,205 1,205 1,205

Operating (Surplus) Deficit 1,858 895 432 (86)

Movements To / (From) Operating Reserves 3,302 4,265 4,728 5,246

CAPITAL

Purchase & Construction of Assets 4,425 5,356 3,493 2,560

Loan Repayments 3,012 3,012 3,012 3,003

Total Capital Expenditure 7,437 8,368 6,506 5,563

Movements To / (From) Capital Reserves (7,437) (8,368) (6,506 (5,563)

Net Capital Flows (28) (28) (28) (19)


(Depreciation & Provisions) 5,160 5,160 5,160 5,160


Sewer Treatment Works

Sewer Estimates

2010

/11

2010

/11

2010

/11

2011

/12

2011

/12

2011

/1220

12/1

3

2012

/13

2012

/13

2013

/14

2013

/14

2013

/14

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000


$'000


Sewer Treatment Works

WAGGA WAGGA CITY COUNCIL 2010/11 to 2013/14

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

Program

$’000

$’000

$’000

$’000

Sewer Pumping Station Works

Progressively Upgrade Pits 21 21

Variable Speed Drives 73 73 73 73

Glenfield West 583

Sheppard St 87 355

Forsyth St - New Assets 85 355

Forsyth St - Renewals 179

Boorooma 601

Hammond Ave 344 2

Cleardale 2

Smith St 35

Elizabeth St 98 2

Ladysmith 42

Well Rehabilitation 83 83 83

New Pressure Reticulation

Currawarna 552

Humula 556

Oura 535

San Isidore 1,574

Sewage Treatment Works

Collingullie 32

Currawarna 15

Forest Hill 670 7 7 7

Mangoplah 13

Humula 13

Tarcutta 25

Uranquinty 29

Sewer - Rising Mains Upgrade 104 104 104 104

Unloading and Filtration System for decanting the Suction Trucks 115

Oura Sewer Scheme Construction 613

Pressure Sewer Scheme Design - Oura & Currawarna 100

SPS16 Kooringal - Permanent Diesel backup 55

Sewer Reticulation - Progressive replacement of Manhole Lids 42 42 42 42

Joint Connection Eliminations 119 119 150 150


DELIVERYPROGRAM

Solid Waste

Council’s domestic waste collection service comprises of three (3) complementary components, a weekly household garbage service and a fortnightly recycling and green waste service. The service aims to maximise the amount of materials recycled and reduce the volume of rubbish being disposed to landfill. The introduction of this service in 1997 has resulted in considerable gains in waste reduction including a 210% increase in recyclables collected with around 9,000 tonnes per year of material currently being diverted from landfill. Paper and cardboard accounts for nearly 80% of the recycled content. The green waste service currently diverts more than 7,000 tonnes/year.

Council owns and operates the Gregadoo Waste Management Facility which accepts the majority of solid waste generated in the region. The facility is licensed to accept 100,000 tonnes of waste per annum and includes a transfer station and a resource recovery and reuse centre designed to minimise the amount of waste that is landfilled.

Council provides the following solid waste services:

• Kerbside collection of domestic waste within specified collection areas

• Waste management facilities, including rural landfills and transfer stations

• Provision and servicing of street bins

• Provision of Triple-R (Resource, Recovery and Resale) facility at Gregadoo Waste Management Centre

• Provision of an annual bulky waste kerbside pickup service within specified collection areas

• Education and promotion relating to solid waste

Council has also implemented two “Tip free Days” at it’s Gregadoo Waste Management Centre. The free entry days are part of a commitment by Council to encourage householders to dispose of any extra domestic waste or recyclables, possibly resulting from a yard cleanup; as well as to discourage the illegal dumping of waste. On average over 800 vehicles attend the Gregadoo Waste Management Centre on each of the tip free days disposing of over 900 tonnes of waste. The tip free days are aligned with cleanup Australia Day and Clean up Wagga Wagga day.

Council also owns and operates three rural landfills and four rural transfer stations. The rural landfills are located at

Galore, Currawarna and Humula and the transfer stations are located at Tarcutta, Mangoplah, Uranquinty and Collingullie. Recycling drop-off facilities are also provided at the rural landfills and transfer stations. The waste received at the transfer stations is transferred to the Gregadoo Waste Management Centre for disposal. Council intends to progressively convert al the rural landfills to transfer stations over the next three years.

Wagga Wagga City Council is nearing the finalisation of a new Resource Recovery Strategy. The Strategy is aligned with Councils Strategic Plan 2008/18 and evolved from the more traditional Waste Management Strategy to a Resource Recovery Strategy that is focused on the broader issues of environmental sustainability through resource recovery rather than focusing on waste disposal. The Strategy sets down the following eleven strategic directions that are linked to and aligned with Councils Community Strategic Plan as well as Regional and State initiatives. The strategic directions include outcomes related to Councils key strategic goals in the areas of Social, Economic, Environment and Governance.

Solid Waste

Solid Waste


Solid Waste


BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000

OPERATING

Gross Revenue



Gross Expenditure

Operations & Management 6,130 6,170 6,211 6,254



Overheads 1,003 1,003 1,003 1,003

Operating (Surplus) / Deficit (702) (1,052) (1,420) (1,807)

Movements To / (From) Operating Reserves 965 1,315 1,683 2,070

CAPITAL

Purchase & Construction of Assets 202 787 - -

Loan Repayments - - - -

Total Capital Expenditure 202 787 - -

Movements To / (From) Capital Reserves (202) (787) - -






DELIVERYPROGRAM

Solid Waste

Solid Waste Estimates2

01

0/1

1

20

10

/11

20

11

/12

20

11

/12

20

12

/13

20

12

/13

20

13

/14

20

13

/14

20

10

/11

20

11

/12

20

12

/13

20

13

/14

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000


$'000

Solid Waste 2010/11 to 2013/14

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

Program

$’000

$’000

$’000

$’000

GWMC - Conversion of the three remaining Rural Tips to Transfer Stations 96

GWMC - Construction of a new pad for the storage and chipping of clean greenwaste 22

GWMC - Construction of a pad for the storage and crushing of recycled concrete 25

GWMC - Construction of a new hardstand for the storage of recycled scrap steel 18

GWMC - Construction of a cover over the Transfer Station 500

Solid Waste - Waste Strategy (Develop new strategy and commence implementation) 106 106

Total Solid Waste Capital Works Program 202 787 - -


Livestock Marketing Centre

Livestock Marketing

Centre

The Wagga Wagga Livestock Marketing Centre (LMC) has been operating from its site in the Bomen Business Park since 1979. The centre provides a venue for producers to display their stock for auction to buyers. A unique pre-weigh ring selling method pioneered in Wagga Wagga is employed for cattle sales whilst sheep are sold by a more conventional pen selling method.

The LMC is the largest sheep market in Australia and the largest prime cattle market in New South Wales. In the 2008/9 year the LMC sold over 1.85 million sheep and 130,000 cattle for a gross value of over $207 million, making the centre one of the most profitable and successful businesses in the Riverina.

The centre operates on a self funding basis and represents a significant asset to the rural and agricultural industries. Income is generated from fees and charges to sheep and cattle vendors, buyers, livestock selling agents, and services such as a commercial truck wash facility and canteen. The surplus from the operation of the business is directed to a reserve. A capital works program funded from this LMC reserve allows the centre to continually improve and maintain its dominance in the livestock market.

A recent Economic Impact Assessment (EIA) of the LMC measured the contribution of the LMC in the wider, particularly rural, economy. It highlighted the importance and opportunity of recognising the LMC as more than a business entity in its own right and as a key part of Council’s economic development function. In summary, the EIA confirms the importance of the LMC as a major driver of business, employment and economic activity in the Wagga Wagga regional economy. In 2008, the Wagga Wagga LMC contributed $53.9 million in total output and 255 FTE employment positions to the Wagga Wagga regional economy. These output and employment impacts were across all sectors, however, impacts were primarily felt across the retail trade (including general farm supplies), farm equipment and machinery repairs, transport and accommodation, cafes & restaurants sectors. This contribution represented 1.9% of the Wagga Wagga LGA gross regional product in 2007-08 of $2.9 billion.


DELIVERYPROGRAM



BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000

OPERATING

Gross Revenue

Cattle Revenue (823) (848) (873) (899)

Sheep Revenue (1,685) (1,736) (1,788) (1,841)

Truck wash Revenue (136) (141) (145) (149)

Other (69) (71) (73) (75)

Total Revenue (2,713) (2,795) (2,878) (2,965)

Employee Costs 835 871 909 948

Cattle Delivery 229 236 243 251

Yards Operation 175 180 186 191

Other Operating 422 434 447 461



Overheads 554 558 562 566

Operating (Surplus) / Deficit (311) (327) (344) (361)

Movements To / (From) Operating Reserves 498 514 531 548

CAPITAL

Purchase & Construction of Assets - 520 - 264

Loan Repayments - - - -

Total Capital Expenditure - 520 - 264

Movements To / (From) Capital Reserves - (520) - (264)







Livestock Marketing Centre Estimates2

01

0/1

1

20

10

/11

20

11

/12

20

11

/12

20

12

/13

20

12

/13

20

13

/14

20

13

/14

20

10

/11

20

11

/12

20

12

/13

20

13

/14

-

500

1,000

1,500

2,000

2,500

3,000

3,500


$'000

Capital Works Program 2010/11 to 2013/14

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

Program $’000

$’000

$’000

$’000

LMC - Resurface East-West internal roads 99

LMC - Asphalt overlays on internal roads 165

LMC - Site Access Control System 300

LMC - New Workshops 20

LMC - Upgrade NLIS Equipment 200

Total LMC Capital Works Program - 520 - 264

Financial Summary 65

DELIVERYPROGRAM

Section 5

- Financial

Summary

66 Financial Summary

Executive Financial SummaryThis report provides an overview of Council’s financial estimates for a ten year horizon, based on programs developed for the first four years of this Delivery Program and then trends based on past

performance and indices in the outer years. The estimates show that Council has forecast a budget surplus of $176k for 2010/11 followed by a surplus of $100k for the following three financial years. These

results will ensure that Council’s short to medium term financial position remains sound with a strong balance sheet.

TOTAL FUNDS (SURPLUS)/DEFICIT

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000

TOTAL FUNDS (SURPLUS)/DEFICIT (176) (100) (100) (100)

While Council is well positioned financially in the short to medium term, in the longer term the challenge remains, as it does with most other local councils, to ensure that we provide enough funding to renew and maintain long lived assets such as roads, bridges, buildings and recreational facilities that are an integral part of services provided by Council. This challenge requires a joint approach from an asset and financial management point of view.Council is, and will continue to address this issue through a package of deliverable and consistent measures over a period of time. Over the past four years Council has increased rate revenue through a special

rate variation approved by the Minister for Local Government.

The budget as presented attempts to capture and address the key issues facing the Local Government Area for the next 12 months and beyond whilst attempting to maintain services in an environment where the City continues to grow and is demanding of new infrastructure to support this growth.

The Delivery Program 2010/14 document is supported by a Ten Year Financial Plan which has been updated to include new and changed priorities and a revised set of assumptions. The Ten Year Financial

Plan provides a means of communicating Council’s short, medium and longer term funding priorities and to demonstrate that Council remains financially sustainable. The Year Financial Plan also provides a mechanism to solve financial problems as a whole, examining how the various Council plans fit together and how decisions can affect other plans.

The total budget for 2010/11 is $119,360,824 which comprises:

• Operating Expenditure - $88,772,966• Capital Expenditure - $30,587,858

4 YEAR BUDGET SUMMARY - COMPARISON WITH 2009/10

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

OperatingRevenue

OperatingExpenditure

CapitalRevenue

CapitalExpenditure

Net ReserveMovements

$'000

2009/10 2010/11 2011/12 2012/13 2013/14


DELIVERYPROGRAM

ORDINARY RATES

Rates and Annual Charges

2010/11 General Rate Properties

Farmland7%Business

6%

Residential87%

Executive

Financial

Summary

YEAR RATING CATEGORIES AFFECTED

INCREASE PROPOSED (INCLUSIVE OF RATE

PEGGING

OVERALL INCREASE IN NATIONAL GENERAL

INCOME

2010/11Residentail Categories 5.00%

4.18%Other 3.00%

2011/12Residentail Categories 5.00%

4.18%Other 3.00%

2012/13 Rate Pegging as determined

2013/14 Rate Pegging as Determined

Executive Financial Summary

In July 2007, Council received approval from the Minister for Local Government for a Special Rating Variation (SRV) for a five year period ending on 30 June 2012. The additional revenue generated by the SRV has enabled Council to implement a number of infrastructure projects and improve service levels across a range of activities including roads, parks and sportsgrounds. A detailed listing of the items funded by the SRV is provided later in this section of the Delivery Plan. The increases approved for the remaining two years of the SRV are detailed in the table below:


Despite the increase in ordinary rates for 2010/11, the average residential rate for Wagga Wagga City Council is still below

that of other regional cities and just above the Group 4 average as reported in the Department of Local Government

Comparative Data publication. This is illustrated clearly in the chart below.


Average Residential Rating - Group 4 CouncilsComparison 2010-2011

$1,024

$816 $802

$950

$1,071

$865

$666

$780 $783$817

$-

$200

$400

$600

$800

$1,000

$1,200

Albury BathurstRegional

Dubbo Griffith Lismore Orange Queanbeyan TamworthRegional

WaggaWagga

GroupAverage

Council

$

ANNUAL CHARGES

The Annual Sewerage charge for Sewerage services will increase by 7% in line with previous forecasts. This represents an increase of $26.00 for residential owners and $52.00 for non residential. The Annual Charge reflects the actual cost of providing the service and includes the debt servicing costs associated with the $44 million replacement of treatment plants at Kooringal and Narrung Street.

• Sewer - Residential Annual Charge $406 ($26 increase of 7%)

• Sewer - Commercial Annual Charge $812 ($52 increase of 7%)

The Annual Charges for Waste collection and Disposal will increase by 8% ($17) to cover increases in environmental compliance costs associated with the Gregadoo Waste Management Centre. The Annual Charge also includes the costs of the recycling service.

• Waste - Domestic and Commercial $236 ($17 increase of 8%)

Council also proposes to introduce a new Annual Charge for management of stormwater in 2010/11. The proposed charge is $25.00 per residential property,

$12.50 per residential strata property (multi occupancy capped to maximum of $250.00) and $25.00 per 350 square metres for each business property (capped to a maximum of $250.00). This charge will generate approximately $625K which will be applied towards the provision of improved water quality and opportunities for harvesting and reuse, reducing the risk of flooding, and other risks related to the collection, transportation and treatment of stormwater. The specific priorities for expenditure are included in the table on the next page.


DELIVERYPROGRAM

Issue/Weakness Prposed Action Project Expenditure, 2010-11 Expenditure 2011/12

Capacity limitationsComplete system dynamic modelling project

Defer to 2011-12 $60K

Overland flowsMonitor and include in dynamic model study

Underway budgeted separately Underway budgeted separately

Wollundry LagoonInstall GPTs and sediment traps & remove sediment from lagoon

$195K $100K

Bolton Park gross pollution & risks

Install GPT and minimise installation risks once outcomes of dynamic modelling are available

$100K

Gross pollution of system waterways

Install suitable GPTs and sediment traps on major open storm water drains. Install two GPTs per annum

$100K. $100K

LeveesUndertake detailed geo-technical study, identify critical levee sections, and rehabilitate

Geo-Technical study underway budgeted separately

Budgeted separately

Inadequate knowledge of condition of underground pipe system

Undertake annual CCTV inspections of 5% of pre-1975 pipe system until all older underground pipe assets have been surveyed and condition rated

$100K($50K cleaning)

($50K CCTV inspection)$100K

Existing community consultation & education limited

Plan and commence to imple-ment community consultation and education program. Plan as sustaining project

$50K $50K

Risks in stormwater system

Undertake a due diligence audit of all surface stormwater assets. Complete for action in 2011-12 year

$30K Unknown

Limited data on water quality in stormwater catchments.

Undertake specialist study of the water quality in the key stormwater catchments, & rede-sign water quality monitoring program.

$50K $Unknown

TOTAL, 2010-11: $625,000 $625,000


Borrowings

At present Council’s borrowings are limited to sewerage and airport activities. The Ten Year Financial Plan proposes additional borrowings as outlined below.

2010/11o Bolton Park - Skate Park Upgrade $149,075o Oasis – Chemical Storage Shed $175,535o Boat Ramp and access road $421,603o Crematorium Chapel Upgrade $202,000o Surveyor Townsend Park – Site Improve $50,000 (subject to DA)

2011/12o Major Community Facility – Stage 1 $3,056,828o Wollundry Lagoon Remediation $1,005,000o CBD Flood Protection $583,000o Westbrook Rd Safety Improvements $200,000o Surveyor Townsend Park $140,000 (subject to DA)o Civic Centre – Air Conditioning Control $131,300

2012/13o Major Community Facility – Stage 2 $3,056,828o Lakeside Drive Rehabilitation $636,000o CBD Flood Protection $583,000o Lloyd Community Facility $495,039

2013/14o CBD Flood Protection $583,000


Fees and Charges

The proposed revenue and pricing policy of Council together with the fees and charges are included as a component of the 2010/11 Delivery Program.

In the setting of fees for its goods and services Council is endeavouring to adopt a user-pays principle while being ever mindful of the capacity of the client to pay the scheduled fee. Accordingly the fees set by Council in some case will not recover the full cost of providing the goods and services.

The particular pricing policy that Council applies to the various fees is as follows:

a) these items these items are priced at the figure stipulated by legislation as applicable to this activity;b) these items are priced at the maximum recommended by the Local Government Association;c) these items are priced so as to return a total cost recovery for the activities provided;

d) these items are priced to cover the cost of the item plus normal commercial mark-ups;e) these items are priced at below the cost of providing this activity as Council considers that full cost recovery would deprive the members of the community of the ability to participate/enjoy these activities;

In general, fees and charges have increased in line with the CPI, or in line with the applicable pricing policy stipulated above.

The 2010/11 budget provides for the sales/trade of existing plant which is expected to realise $1.2m. All purchases and sales of plant are shown as appropriations to and from the plant replacement reserve.

Council is currently assessing expressions of interest for the sale of industrial land on the corner of Copland St and Kooringal Road. At this stage there is no provision made in the 2010/11 budget for the sale of this property however a recommendation will be made to Council once the expressions of interest have been assessed.

Council has entered into a Deed of Agreement with Damasa Pty Ltd and KU

Children’s Services which may result in the sale of property in Trail Street adjacent to the Cinema. This sale is subject to Council providing development consent for a Ten Pin Bowling Alley on this site and development consent for a new preschool on Surveyor Townsend Park. Full details of this proposal are contained in the Deed of Agreement.

Other Budget Assumptions• Growth in Grants Commission allocation

of 3%. In the 2009/10 financial year Council received a general purpose allocation of $6,153,754 and local roads component of $2,547,387. Council will receive advice on the 2010/11 allocation

in early June 2010. • CPI increase of 3% in other recurrent

grant funding• Interest on investments at 5.5%• Employee Cost increases of 8.77%

comprising:• 3.25% - Increases payable under the

Local Government (State) Award• 1.08% - Salary system movements

in accordance with State award requirements

• 4.44% - Gross cost of an additional 11.8 positions

• Fuel & Energy Costs to increase 9% annually.

• Business Activity Dividends of $150,000 and $250,000 each respectively from

Asset Sales


DELIVERYPROGRAM

Airport operations and the Livestock Marketing Centre. These amounts have been applied as follows:

Airport

• Marketing and Tourism $150,000


• Rural Roads $183,334• Rural Villages $25,000• Rural Halls improvements $33,333• Rural Counselling $8,333

Key Budget issues for 2010/11:

In preparing the budget for 2010/11 a number of key issues for the Local Government Area have been carefully considered. These issues are detailed below together with the budgetary implications and amounts included in the budget. 1. Infrastructure Renewal / Maintenance Issue

The report to the Infrastructure Committee in February 2010 titled Asset Management Maturity highlighted the importance of implementing a program of sustainable asset management for infrastructure and was written in the context of the National Framework for Asset Management and

Planning and the NSW Integrated Planning and Reporting which require Councils to link the asset management strategy and detailed asset management plans with the long term (10 year) financial plan. The report also detailed the positive steps that have been taken to employ this new approach to achieving an effective asset management framework.

Council has commenced the preparation of Asset Management Plans for each type of asset (roads, drains, bridges etc). The Asset Management Plans will:• include all assets on an asset register;• provide information about assets,

including particular actions required to provide a defined level of service in the most cost-effective manner;

• incorporate risk management strategies;• include financial information such

as capital expenditure for renewing, upgrading and extending assets;

• include consideration of non asset service delivery solutions;

• be subject to a performance review;• outline an improvement program; and • have clear linkages to other council

strategic documents. The Long Term Financial Plan details how the services will be funded. This requires a move from annual budgeting to long term financial planning and making the link between levels of service and pricing / cost.

The 2008/09 financial statements demonstrate a funding gap of $5.3m between the funds provided in the estimates that year and the required level of funding to maintain infrastructure at a satisfactory standard. In addition, the estimated capital cost to bring Council’s public assets up to a satisfactory standard has been assessed at $62m.

The tables below demonstrate the funding gap on a comparative basis since 2005. It is vital that Council actively manages this gap as the cost to bring assets up to a reasonable level of service if they are not properly maintained and allowed to fail is significantly higher and will be much more difficult for Council to finance into the future.


Executive

Financial

Summary



Executive

Financial

Summary

This issue is not unique to Wagga Wagga City Council. A report prepared for the Australian Local Government Association, concluded that around 35% of Australian Councils are not financially sustainable. The National renewal backlog was estimated at $14.6b. The additional funding required to clear this backlog and cover underspends on renewals is $3.1m per Council per annum or $2.1b nationally. This $2.1b funding shortfall represents around 9% of Local Government’s $23.08b 2005/06 income base and around 24% of local government’s rate income of $8.92b.

Council must address the issue of managing the gap, not just funding the gap. The asset management systems of Council are producing data which is helping in the prioritisation of funds to derive better outcomes from the limited

funding available. Council does not have the ability to raise revenue to the required levels to fill the funding gap and Council must be sensitive to the community’s ability to pay substantially higher rates following a series of rate increases which has increased the rating base of Council by more than 50% over a period of six years. It is important to also note that the existing Special Rating Variation has enabled Council to progressively increase its funding for infrastructure renewal and maintenance. The Special Rating Variation has enabled Council to contribute an additional $2.9m per annum into infrastructure maintenance and renewal.

Council has capacity to increase its borrowings from existing levels. The present level of debt is approximately $41m comprising sewerage $36m and

airport $5m. The budget provides for additional borrowings of $998k in 2010/11 to fund five key projects and this will increase the debt service ratio to around 5%. Council has also planned for future additional borrowings associated with the major community facility at the Riverside Precinct of $8.5m and levee bank works of $2.9m.

Council must continue with its efforts to lobby for additional funding from the State and Federal Governments.

The Infrastructure Reserve will have a balance of approximately $3.8m as at 30 June 2010 and Council will utilise $1.25m of this amount in funding stage one of the Wollundry Lagoon remediation and emergency levee bank works.


DELIVERYPROGRAM

Executive Financial SummaryINFRASTRUCTURE RESERVE

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000

Predicted Opening Balance (3,798) (3,042) (2,716) (2,953)

Transfer to Restricted Cash Reserve (700) (641) 0 (99)

Interest applicable to Restricted Cash Reserve (360) (360) (360) (360)

Expenditure funded from Restricted Cash Reserve

Capital Expenditure

Wollundry Lagoon Remediation 950

Emergency Levee Works - Stage 3 Construction 300

Lakeside Drive Rehabilitation 636

Drainage - Talbot Place Surcharge 159

Hampden Bridge - Open to Pedestrian Traffic 350

Pinaroo Drive Roundabout Augmentation 182

Bridge Replacement Program 123

Total Expenditure 1,250 1,327 123 0

Transfer from Restricted Cash Reserve 566 0 0 0

FUNDS AVAILABLE - end of period (3,042) (2,716) (2,953) (3,412)

The table below shows the overall proposed infrastructure maintenance and renewal allocations for 2010/11 with a comparison of the 2009/10 budget (excluding grant funded programs).

Maintenance / Renewal Program2009/10 BUDGET

$

20010/11 PROPOSED BUDGET

$% INCREASE

Civil Maintenance * Refer additional table below for more detail 2,473,083 8.3%

Roads Maintenance * Refer additional table below for more detail 2,270,730 3,957,144 10.6%

Parks & Sportsgrounds Maintenance 3,577,060 4,174,244 7.6%

Reseal Programs 3,880,711 1,497,349 0%Footpath Renewal Program 1,497,349 350,000 437%Kerb & Gutter Renewal Program 80,000 180,000 -60%Gravel Resheet Program 300,000 485,197 18%Pavement Rehabilitations 410,197 399,473 5%Heavy Patching Program 380,451 948,864 5%Urban Asphalt Program 909,170 357,410 5%Playground Equipment Renewals 340,390 100,000 33%Street Tree Replacements 75,000 50,000 0%Park Furniture Renewals 50,000 45,000 80%Irrigation Upgrades & Bore Replacements 25,000 50,000 66%

30,000TOTAL 13,826,058 15,067,764 9%


The above increases in funding for 2010/11 will not significantly reduce the infrastructure funding gap that currently exists but it does demonstrate a significant commitment from Council in ensuring that a greater portion of the funding pool available needs to be applied towards infrastructure renewal and for the Council to remain financially sustainable whilst continuing to grow and maintain a positive image.

It should be noted that the above tables do not include other categories of infrastructure including buildings, Livestock Marketing Centre, Airport, sewer or solid waste assets. Council must also consider the additional impact of the maintenance required on new infrastructure assets as the LGA continues to grow.

2. Tarcutta Street - Former Gasworks Site Remediation

Council has recognised a provision of $7.28m when preparing the 2008/09 financial statements representing the estimated costs associated with excavation, treatment and storage of contaminated materials including the associated technical and professional costs. The costs associated with retaining the Playhouse have been estimated in the range of $350k to $550k. Council is currently in the process of obtaining Part 3A development for the remediation works and anticipates calling for tenders as soon as this approval is obtained.

Council has to date allocated $4.205m to the Tarcutta St Gasworks Remediation Reserve. In addition, Council has been allocated $500k from the NSW Environment Trust and is seeking to obtain additional State assistance. Council is currently reviewing the expressions of interest related to the sale of commercial

land on the corner of Kooringal Rd and Copland St and Council may also consider reallocating $933k from the residential land remediation reserve.

The total estimated costs for this project will not be entirely clear until Council undertakes a competitive tendering process.

3. Wollundry Lagoon Remediation

This represents a major priority for funding in 2010/11. The Wollundry Lagoon is integral to the Wagga Wagga community and its continued sustainability is dependent on its ongoing management and management of the infrastructure supporting it.

The Lagoon has been highly modified from its natural state, with the installation of bridges, stormwater infrastructure and the removal of remnant vegetation from its banks. It currently provides a large number of beneficial functions to the community including:

• focalpointforanextensiverecreationalreserve stretching through the centre of the city

• habitatforfauna• waterstorageforparkirrigation• theoperationoftheheatexchange

coils for the Civic Centre air conditioning system

• majordetentionpondforthecity’sstormwater drainage system

• apollutiontrapfortheurbanstormwater catchment it serves, protecting the receiving waters of the Murrumbidgee River.

One of the Lagoon’s major roles is to provide detention for the Turvey Park and central Wagga Wagga stormwater drainage system. The detention allows for

storage of stormwater when the River is too high for gravity drainage to the River to occur or when the flows exceed the capacity of the stormwater pipeline that connects the lagoon and Tony Ireland Park, which is located immediately prior to the outfall to the River. The lagoon also acts as a pollution trap capturing litter, fine sediment, nutrients, microbial contaminate oils, pesticides and heavy metals protecting the receiving waters of the Murrumbidgee River.

The estimated cost of this project is $2.5m comprising:

• Desludging $1.25m• GrossPollutantTraps $0.25m• WeirConstruction $0.60m• Environmentalworks $0.10m• RegradetheBanks $0.30m

The budget provides funding for this project over two financial years commencing with an allocation of $1.3m in 2010/11. This allocation includes a transfer from the Infrastructure Reserve of $0.95m.

4. Lake Albert Management

The Lake Albert Management Plan sets a number of targets for Council and other stakeholders to work towards.• Reduce the average annual

accumulation of sediment flowing into the Lake to a maximum of 10,000m3 which will halve the current rate of accumulation of sediment.

• Examine options for the removal of sediment from the lake noting that further investigation including a cost / benefit analysis is required.

• Increase stormwater runoff into the Lake by 50% over current inflows as a minimum gain and look at what is possible through stormwater harvesting. Stormwater was


Civil Maintenance & Road Maintenance Program

2009/10 BUDGET

$

20010/11 PROPOSED BUDGET

$% INCREASE

Urban Sealed Roads Maintenance 979,167 1,192,955 22%

Rural Unsealed Roads Maintenance 1,168,337 1,264,929 8.3%

Regional Sealed Roads Maintenance 373,117 425,722 14%

Kerb & Gutter Maintenance 166,108 202,793 22%

Footpath Maintenance 195,173 254,905 30%

Bridge Maintenance 187,172 215,236 15%

Bus Shelter Maintenance 50,104 80,000 60%


DELIVERYPROGRAM

viewed at the time of preparing this Management Plan as the most cost effective top up option and it was also the preferred top up alternative in a recent Council survey.

• Make the Tatton Drain diversion safer for users of Lake Albert Road and the downstream community.

• Gain a better understanding of exactly what is happening in the Lake’s catchment and then develop subsequent plans to try and maximise the outflow of water from the catchment to the Lake under all rainfall conditions.

• Develop a better understanding of the performance of the Lake under different rainfall and evaporation conditions by providing much more detailed analysis through day to day monitoring of the Lake’s top water levels.

• Look to find dynamic ways to expand the full potential offered to the community by the existence of the Lake. This includes understanding what are the societal, environmental and economic benefits to be derived from the existence of the Lake.

• Create a more cohesive and dynamic working arrangement between the different Government Agencies responsible for the Lake.

In addition to the above targets, priority needs to be given to the remediation of the retaining walls on the western side and other foreshore improvements.

The 2010/11 budget allocates $100,000 for the foreshore improvements and meeting the above targets. It is also proposed to allocate an amount of $100,000 on an annual recurrent basis for this purpose and this provision has been included in the Ten Year Financial Plan.

It is also proposed to redirect Section 94A developer contributions funding of $321,755 in the 2010/11 and 2011/12 budgets originally proposed for foreshore improvements towards meeting the above targets and in particular those related to increasing the stormwater runoff into the lake and reducing sediment. It should be noted that further studies and investigations into stormwater diversions will precede any major works being undertaken.

The total allocation for Lake Albert is $843,510 over the next two years is

$843,510 and then $100,000 on a recurrent basis.

5. Boat Ramp & Associated Infrastructure

An additional allocation of $421,603 is included in the 2010/11 budget, funded from borrowings, to enable completion of the boat ramp and all weather access at Wiradjuri Reserve.

The Riverside Wagga Wagga Masterplan endorses the provision of a formal boat access to the Murrumbidgee River via the Wiradjuri Reserve.

The issue of access to the Murrumbidgee River has received considerable media exposure as a result of user dissatisfaction at the ability to put boats and other recreational vehicles on to the river especially during the summer months.

Planning for the boat ramp project has been ongoing since late 2007 and given the recommendation of the Riverside Masterplan it is appropriate that Council pre-empt the recommendations of the Riverside Wagga Wagga Masterplan and commence planning and ultimately construction, of a boat ramp at Wiradjuri Reserve which is clearly in the public interest for both recreational and emergency service purposes. There are funds available in the current Management Plan of $170,000 for this project with some $25,000 having already been spent on design and the preparation of a Statement of Environmental Effects document. It is proposed that the Statement of Environmental Effects document would be revised bearing in mind the new proposed location and that a revised design will be prepared.

6. Resource Recovery Facility at Gregadoo Waste Management Centre

Council at the February 2010 Council Meeting endorsed the Business Plan for the development of a best practice Revolve Centre that is owned and operated by Council. The objective of this facility is to minimise the amount of waste into land fill by recovering and reselling reusable items.

Council also endorsed officers to commence with the development

of concept designs for the proposed Revolve Centre and submit the concepts and preliminary cost estimates for the consideration of Council as part of it’s deliberations for the 2010/11 budget.

Once the final designs, costing and financial modelling of the operating costs for the proposed centre have been finalised a further report will be submitted to Council for adoption and commitment of funding for the project.

A cost estimate (pre-design) of $1.92m has been prepared for this project and it is proposed to fund this over two financial years (subject to consideration of further detail as noted above) from the Solid Waste Reserve.

7. Masterplan Priorities

a) Riverside Precinct Masterplan

It is expected that the Masterplan will be adopted by Council at the April 2010 meeting. Council has recently resolved to proceed with the boat ramp component and this project is reported earlier in this discussion paper.

Other elements of the Masterplan include Hampden Bridge which is recommended for retention, however the restoration costs of $349,965 (to open the bridge to pedestrian and cycle traffic) is not included in the budget. This matter will be the subject of a further report to Council regarding the Hampden Bridge itself.

Opportunities to commence some of the native landscaping will be explored by the proposed Project Manager for Riverside. Should funding opportunities arise, these initiatives will be the subject of separate reports to Council and requiring adjustments at the various quarterly reviews.

The budget for 2010/11 includes the extension of a sewer main to the amenities building in Wiradjuri reserve and there are no further budget allocations for the Riverside Project included in the 2010/11 budget.

b) Bolton Park/Robertson Oval and Wagga Wagga Exhibition Centre Master Plans

At the February 2010 Council Meeting the Bolton Park/Robertson Oval and



Wagga Wagga Exhibition Centre Master Plans were endorsed and Option B for the Bolton Park/Robertson Oval area was adopted as the preferred option subject to Council receiving additional funding to the amount of $3m prior to the 30 June 2010 deadline. If this does not occur then Option A for the area will become the fall back position. Work is currently progressing on attempting to secure the additional $3m through the NSW/ACT AFL Commission, Cricket NSW, Government and other potential funding sources. Additionally, work is underway to receive more accurate costs on the $6m scope of works for Robertson Oval to determine if there are any potential cost savings to be made.

Option B for the Wagga Wagga Exhibition Centre was adopted as the preferred option for this area and currently only requires minimal work to ensure that this long-term strategic option is implemented. Council will continue to work on securing the parcel of land to the east of Marshall’s Creek now that the LEP is no longer in draft form. The 2010/11 budget provides for funding of $579,194 towards improvements (utilising Section 94 & 94A funds) and $318,150 for the replacement of Polocrosse fields.

c) Airport Masterplan

The 2010/11 budget includes two items of capital expenditure identified by the Draft Airport Master Plan. These are the development of additional aircraft apron and a new taxiway.

The additional apron is to the south-west side of the existing general aviation (GA) apron and Australian Airline Pilot Academy (AAPA). It is necessary to enable increased activity of AAPA and to address some congestion and safety risks in the current GA apron area which services all of the existing commercial businesses operating at the airport.

The new taxiway will link the Regular Public Transport (RPT) apron to runway 12/30. This is also in response to the increased activity at the airport and provides a secondary link between the RPT and GA aprons to the runway system.

These works are to be fully funded through

the Airport Reserve.

d) Bomen Masterplan

The 2010/11 budget provides for funding of $5m towards roads infrastructure (entry into Bomen). This funding is sourced from a State Government Grant of $2.5m and the Industrial Land Development Reserve. This will reduce the balance of this reserve from $4.77m to $2.27m.

In addition, it is proposed to fund the establishment of a three year Project Manager to drive forward the growth of the Bomen Business Park and implement the recommendations from the Strategic Masterplan adopted by Council 14 December 2009. Funded from the Industrial Land Reserve the position will facilitate business growth at Bomen and focus on the co-ordination and delivery in the areas of leadership and governance, public infrastructure provision, marketing and industrial ecology. The position will also develop and implement strategic inward investment strategies targeting companies and sector based industries to locate to the Bomen Business Park.

The scale of Bomen, with multiple land ownership, requires a governing body to take a leadership role in co-ordinating utility services, environmental management, road networks and strategic inward investment. This will lead to outcomes which maximise the benefits and streamline service provision across the site. Without this position, Council’s significant investment in the Masterplan will not be adequately driven forward.

8. Oasis Gymnasium proposal

Council is currently considering options in relation to the future operation of the gymnasium associated with the Oasis facility following the expiry of the existing lease on 24 January 2011. These options include:

1. Leasing Out after obtaining expressions of interest,

2. Contracting out the operation of the gymnasium (under Council control)

3. Council in-house operation.

The three options listed above have

differing budget implications and for this reason a separate confidential report will be presented to the June Council meeting which will analyse each option and provide a recommendation to Council on the preferred option. This recommendation will be supported by a business case which will detail the capital cost, anticipated revenue stream and operational costs for the preferred option. An adjustment to the 2010/11 budget will be made once Council has completed this process.

9. Method of charging for non residential sewer services

A review of charges for non residential sewerage services is currently taking place following a direction from the NSW Office of Water for Council to comply with the Best Practice Guidelines. In order to comply with these guidelines, Council will need to move from a single flat annual charge (presently $760) to a combination of an annual charge and volumetric pricing based on water consumed and discharged from the property. The introduction of these changes requires careful analysis and modelling of water consumption data supplied by Riverina Water. This process is taking longer than expected such that it is unlikely that Council will be in a position to introduce the new pricing from 1 July 2010. A report dealing with this issue will be submitted to Council later in 2010 with a view to introduction in the 2011/12 financial year.



DELIVERYPROGRAM


Executive

Financial

SummaryKey Financial Reports

The following detailed estimate reports are provided:

• Consolidated Funding Statement – 4 Years• Income Statement – 4 Years• Cash Flows – 4 Years• Strategic Reporting – Estimates Summary 2009/10• Long Term Financial Plan - 10 Years

CONSOLIDATED FUNDING STATEMENT

BUDGET 2009/10

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 $’000 $’000 $’000 $’000

Revenue From Ordinary Activities

(76,593) Revenue (83,345) (86,182) (89,530) (92,990)

78,678 Expenses 88,773 89,634 91,788 93,275

2,085 Net Operating (Surplus)/Deficit 5,428 3,451 2,258 285

4,740 Movements to/(from) Operating Reserves 6,750 8,635 8,970 10,135

6,825 Net Operating Flows 12,178 12,086 11,228 10,419

Capital Flows

Capital Income

(4,272) Capital Grants & Contributions (8,571) (7,306) (7,373) (12,949)

(1,126) Sale of Assets (1,154) (1,455) (1,321) (1,321)

(4,400) Borrowings (998) (5,116) (4,771) (583)

(9,798) Total Capital Income (10,723) (13,877) (13,464) (14,852)

Capital Expenditure

29,177 Purchase & Construction of Assets 29,438 32,615 27,674 31,406

3,904 Loan Repayments 1,150 1,257 1,596 1,741

33,081 Total Capital Expenditure 30,588 33,873 29,270 33,148

(14,653) Movements to/(from) Capital Reserves (14,058) (14,022) (8,973) (10,655)

8,630 Net Capital Flows 5,806 5,974 6,832 7,641

Less: Movements not involving flow of

15,455 (Depreciation & Provisions) 18,160 18,160 18,160 18,160

0 NET TOTAL MOVEMENT (Surplus)/Deficit (176) (100) (100) (100)



BUDGETED INCOME STATEMENT

2009/10 2010/11 2011/12 2012/13 2013/14

$’000 $’000 $’000 $’000 $’000

Income

(44,055) Rates & Annual Charges (46,932) (49,469) (51,761) (54,160)

(14,586) User Charges & Fees (17,744) (17,784) (18,327) (19,156)

(2,923) Investment Revenues (3,065) (3,109) (3,314) (3,314)

(626) Other Revenues (723) (691) (694) (698)

(14,405) Grants & Contributions - Operating (14,882) (15,129) (15,434) (15,662)

(4,272) Grants & Contrinutions - Capital (8,571) (7,306) (7,373) (12,949)

(80,866) Revenues from Ordinary Activities (91,916) (93,488) (96,903) (105,939)

Expenses

32,662 Employee Costs 35,690 37,216 38,808 40,469

28,558 Materials & Contracts 30,228 29,558 29,520 29,396

240 Borrowing Costs 3,215 3,217 3,813 3,757

15,455 Depreciation & Amortisation 18,160 18,160 18,160 18,160

6,364 Other Expenses from Ordinary 1,480 1,482 1,486 1,493

83,278 Expenses from Ordinary Activities 88,773 89,634 91,788 93,275

2,413 Net operating result for year (3,143) (3,854) (5,115) (12,664)

6,685 Net Operating Result before Capital Grants and Contributions (surplus)/deficit

5,428 3,451 2,258 285

Executive Financial

Summary


DELIVERYPROGRAM


CASHFLOW STATEMENT

BUDGET 2009/10

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000 Cash Flow Statement $’000 $’000 $’000 $’000

Cashflow from Operating Activities

Receipts

(44,055) Rates & Annual Charges (46,932) (49,469) (51,761) (54,160)

(14,586) User Charges & Fees (17,744) (17,784) (18,327) (19,156)

(2,923) Investment Revenues (3,065) (3,109) (3,314) (3,314)

(18,677) Grants and Contributions (23,453) (22,435) (22,807) (28,611)

(626) Other Revenues (723) (691) (694) (698)

(80,866) Total Operating Reciepts (91,916) (93,488) (96,903) (105,939)

Payments

32,662 Employee Costs 35,690 37,216 38,808 40,469

3,219 Borrowing Costs 3,215 3,217 3,813 360

28,558 Materials & Contracts 30,228 29,558 29,520 29,396

6,364 Other Expenses - Ordinary Activiites 1,480 1,482 1,486 1,493

70,803 Total Operating Payments 70,613 71,474 73,628 71,718

(10,063) Net Cash (provided by) or used in Operating Activities (21,303) (22,014) (23,275) (34,221)

Cashflows from Investing Activities

Receipts

(1,126) Proceeds from the sale of Property, Plant and (1,154) (1,455) (1,321) (1,321)

- Proceeds from the sale of Investments (7,582) (7,745) (4,552) (5,588)

(4,400) Proceeds from Borrowings (998) (5,116) (4,771) (583)

(5,526) (9,734) (14,316) (10,643) (7,492)

Payments

29,122 Purchase of Property, Plant and Equipment 29,438 32,615 27,674 31,406

23,596 Net Cash (provided by) or used in Investing 19,704 18,299 17,030 23,915

Cashflows from Financing Activities

979 Repayments from Borrowings and Advances 1,150 1,257 1,596 1,741

979 Net Cash (provided by) or used in Financing 1,150 1,257 1,596 1,741

14,513 Net (Increase)/Decrease in Cash Held (450) (2,458) (4,649) (8,565)

(29,929) Estimated Cash at Beginning of Period (15,416) (15,865) (18,323) (22,972)

(15,416) Cash Assets at End of Reporting Period (15,865) (18,323) (22,972) (31,537)

* Actual Cash Balance at 01/07/2009


Focus Area Estimates

Operating Revenue By Focus Area

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

Operating Expenses By Focus Area

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

Capital Expenditure By Focus Area

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

Key - Focus Area

SocialEconomic

EnvironmentalGovernance

27%

26%

18%29%

Total $87m

27%

27%

18%28%

Total $86m


26%

51%

13%

11%

Total $83m

26%

51%

12%

11%

Total $86m

26%

51%

12%11%

Total $90m

26%

51%

11%12%

Total $93m

27%

26%

18%29%

Total $88m

27%

26%

18%29%

Total $90m

48%

12% 20%

19% Total $34m

44%

13%30%

14% Total $29m

70%

11% 10%

9%Total $33m

57%

17%

16%11%

Total $31m


DELIVERYPROGRAM


LONG TERM FINANCIAL PLANBUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

BUDGET 2014/15

Revenue From Ordinary ActivitiesRates & Annual Charges (46,932,163) (49,469,309) (51,760,592) (54,160,409) (56,326,825)

User Charges & Fees (17,743,612) (17,784,199) (18,327,170) (19,156,021) (20,305,382)

Grants (14,366,529) (14,611,705) (14,845,759) (15,072,232) (15,524,399)

Contributions (Operating) (515,530) (517,030) (588,605) (590,259) (607,966)

Interest Received (3,064,796) (3,109,158) (3,313,660) (3,313,660) (3,346,796)

Other (722,594) (690,822) (694,154) (697,592) (718,520)

Total Operating Income (83,345,224) (86,182,224) (89,529,939) (92,990,172) (96,829,889)

Expenses From Ordinary ActivitiesEmployee Costs 35,690,401 37,216,305 38,808,277 40,469,178 42,290,291

Borrowing Costs 3,214,817 3,217,245 3,813,323 3,756,885 3,443,270

Materials & Contracts 25,228,234 24,558,011 24,520,242 24,396,130 24,884,053

Depreciation 18,160,000 18,160,000 18,160,000 18,160,000 18,160,000

Other Expenses from Ordinary Activiites 6,479,514 6,482,163 6,485,927 6,492,642 6,687,421

Total Expenses From Ordinary Activities 88,772,966 89,633,723 91,787,769 93,274,836 95,465,036

(Surplus)/Deficit from Ordinary Activities 5,427,742 3,451,500 2,257,830 284,663 (1,364,853)

Less Expenses Not Involving Flow of Funds (Depreciation)

18,160,000 18,160,000 18,160,000 18,160,000 18,160,000

Reserve Movements - OpTransfers From Reserves - Op (815,610) (204,053) (218,175) (232,815) (244,456)

Transfers To Reserves - Op 7,565,560 8,838,708 9,188,110 10,367,605 9,468,257

Net Operating Flows (5,982,307) (6,073,846) (6,932,235) (7,740,547) (10,301,053)

Less Non Operating Funds EmployedCapital Grants & Contributions (8,571,166) (7,305,914) (7,372,952) (12,948,627) (4,393,853)

Sale of Assets (1,153,950) (1,454,950) (1,320,592) (1,320,592) (1,320,592)

External Loan Borrowings (998,213) (5,116,128) (4,770,867) (583,000) (583,000)

Total Capital Income (10,723,329) (13,876,992) (13,464,411) (14,852,219) (6,297,445)

Capital ExpenditurePurchase & Construction of Assets 27,658,517 30,591,210 25,577,499 29,206,935 23,866,503

Special Rates Variation Capital Exp 1,779,788 2,023,836 2,096,302 2,199,483 1,827,950

Loan Repayments 1,149,553 1,257,486 1,595,758 1,741,125 1,480,971

Total Capital Expenditure 30,587,858 33,872,532 29,269,559 33,147,543 27,175,424

Reserve Movements - CapTransfers From Reserves - Cap (14,138,222) (14,101,694) (9,052,913) (10,734,777) (10,756,926)

Transfers To Reserves - Cap 80,000 80,000 80,000 80,000 80,000

Net Capital Flows 5,806,307 5,973,846 6,832,235 7,640,547 10,201,053

NET TOTAL MOVEMENT (176,000) (100,000) (100,000) (100,000) (100,000)


LONG TERM FINANCIAL PLANBUDGET 2015/16

BUDGET 2016/17

BUDGET 2017/18

BUDGET 2018/19

BUDGET 2019/20

Revenue From Ordinary ActivitiesRates & Annual Charges (58,579,898) (60,923,094) (63,360,018) (65,894,419) (68,530,196)

User Charges & Fees (21,523,705) (22,815,128) (24,184,035) (25,635,077) (27,173,182)

Grants (15,990,131) (16,469,835) (16,963,930) (17,472,848) (17,997,033)

Contributions (Operating) (626,205) (644,991) (664,341) (684,271) (704,800)

Interest Received (3,380,264) (3,414,067) (3,448,208) (3,482,690) (3,517,517)

Other (740,075) (762,278) (785,146) (808,700) (832,961)

Total Operating Income (100,840,280) (105,029,393) (109,405,678) (113,978,005) (118,755,688)

Expenses From Ordinary ActivitiesEmployee Costs 44,193,354 46,182,055 48,260,248 50,431,959 52,701,397

Borrowing Costs 3,355,616 3249314 3,140,640 3,047,012 2,949,928

Materials & Contracts 25,381,734 25,889,369 26,407,156 26,935,299 27,474,005

Depreciation 18,160,000 18,160,000 18,160,000 18,160,000 18,160,000

Other Expenses from Ordinary Activiites 6,888,044 7,094,685 7,307,526 7,526,752 7,752,554

Total Expenses From Ordinary Activities 97,978,748 100,575,423 103,275,570 106,101,022 109,037,885

(Surplus)/Deficit from Ordinary Activities (2,861,531) (4,453,969) (6,130,108) (7,876,984) (9,717,804)

Less Expenses Not Involving Flow of Funds (Depreciation)

18,160,000 18,160,000 18,160,000 18,160,000 18,160,000

Reserve Movements - OpTransfers From Reserves - Op (256,679) (269,513) (282,988) (297,138) (311,995)

Transfers To Reserves - Op 8,055,854 11,651,074 15,212,686 16,360,234 13,372,598

Net Operating Flows (13,222,356) (11,232,408) (9,360,411) (9,973,887) (14,817,201)

Less Non Operating Funds EmployedCapital Grants & Contributions (4,784,589) (2,364,022) (1,914,144) (1,966,082) (2,019,578)

Sale of Assets (1,320,592) (1,320,592) (1,320,592) (1,320,592) (1,320,592)

External Loan Borrowings (583,000) 0 0 0 0

Total Capital Income (6,688,181) (3,684,614) (3,234,736) (3,286,674) (3,340,170)

Capital ExpenditurePurchase & Construction of Assets 24,165,626 17,453,056 25,562,757 16,699,532 24,466,956

Special Rates Variation Capital Exp 1,913,688 2,001,099 2,030,232 2,061,141 2,146,697

Loan Repayments 1,489,822 1,530,006 1,288,477 1,300,163 1,397,247

Total Capital Expenditure 27,569,136 20,984,161 28,881,466 20,060,836 28,010,900

Reserve Movements - CapTransfers From Reserves - Cap (7,838,599) (6,247,139) (16,466,319) (6,980,275) (10,033,529)

Transfers To Reserves - Cap 80,000 80,000 80,000 80,000 80,000

Net Capital Flows 13,122,356 11,132,408 9,260,411 9,873,887 14,717,201

NET TOTAL MOVEMENT (100,000) (100,000) (100,000) (100,000) (100,000)



DELIVERYPROGRAM


BUDGETED RATES ESTIMATES 2010/11

Particulars No of Assessments Rateable Value Amount % of

Total Levy

Ordinary Rates

Residential Wagga

- Cents in the $0.008679 16,250 1,754,104,616 15,223,874

- Minimum amount $549.00 3,904 190,794,877 2,143,296

20,154 1,944,899,493 17,367,170 55.01%

Residential Village

- Cents in the $0.005655 258 18,208,000 102,966

- Minimum amount $248.00 583 15,913,290 144,584

841 34,121,290 247,550 0.78%

Residential Rural

- Cents in the $0.006907 1,121 210,637,050 1,454,870

- Minimum amount $248.00 49 686,160 12,152

1,170 211,323,210 1,467,022 4.65%

Business Wagga

- Cents in the $0.014250 1,423 581,787,234 8,290,468

- Minimum amount $538.00 96 2,093,075 51,648

1,519 583,880,309 8,342,116 26.43%

Business Village

- Cents in the $0.005317 46 7,586,400 40,337

- Minimum amount $244.00 102 1,227,330 24,888

148 8,813,730 65,225 0.21%

Farmland

- Cents in the $0.003405 1,728 1,188,240,000 4,045,957

- Minimum amount $244.00 136 3,116,595 33,184

1,864 1,191,356,595 4,079,141 12.92%

Total ad valorem rates 20,826 3,760,563,300 29,158,472

Total minimum amoutns 4,870 213,831,327 2,409,752

Total General Rates 25,696 3,974,394,627 31,568,224 100.00%

Less: Pensioner Concessions provided under Section 575 LGA 1993 -638,675

Net Ordinary Rates 30,929,549

Rates EstimatesCouncil proposes to levy the following rates for 2010/11 financial year.


Executive Financial SummarySpecial Rating Variation - Where funds are spent

SPECIAL RATE VARIATION - OPERATING PROGRAM

Focus RefBUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

Program $ $ $ $

1.3.003 SRV Op Website Development 15,000 15,000 15,000 15,000

1.3.004 SRV Op Wagga Wagga Marketing 30,000 30,000 30,000 30,000

1.3.006 SRV Tourism Marketing 24,636 24,636 24,636 24,636

1.5.022 SRV Op Drainage Maintenance 109,273 109,273 109,273 109,273

1.6.123 SRV Op Unsealed Grad Maint Collector Rds 18,598 18,598 18,598 18,598

1.6.124 SRV Op Unsealed Grad Multi Access Rds 96,332 96,332 96,332 96,332

1.6.131 SRV Op Sealed Routine Maint Local Mjr Rd 58,142 58,142 58,142 58,142

1.6.132 SRV Op Sealed Routine Maint Local Mnr Rd 93,651 93,651 93,651 93,651

1.6.133 SRV Op Sealed Routine Maint Multi Acc Rd 21,010 21,010 21,010 21,010

1.6.134 SRV Op Bridge Maintenance 54,636 54,636 54,636 54,636

1.6.135 SRV Op Bikeways Maintenance 30,900 30,900 30,900 30,900

1.6.176 SRV Footpaths Maintenance 78,373 78,373 78,373 78,373

2.1.008 SRV Op Strategic Planning Various Studie 54,636 54,636 54,636 54,636

2.2.001 SRV Op Natural Resources Energy Plan 32,782 32,782 32,782 32,782

3.2.124 SRV Op Building Maintenance 109,273 109,273 109,273 109,273

3.2.125 Parks South East Maintenance 43,000 43,000 43,000 43,000

3.2.125 Parks South West Maintenance 63,000 63,000 63,000 63,000

3.2.125 Parks and Gardens Maintenance 59,350 59,350 59,350 59,350

3.2.126 SRV Op SRV Welcome to Wagga Sign Maint 7,555 7,555 7,555 7,555

3.2.127 SRV Op Public Art Project 27,319 27,319 27,319 27,319

3.2.128 SRV Op Tree Maintenance 112,000 112,000 112,000 112,000

3.2.227 SRV Fire Trail Maintenance 10,925 10,925 10,925 10,925

3.2.230 SRV Tarcutta Truck Stop 16,211 17,000 17,800 18,700

3.2.271 Lake Albert Foreshores Parks Improvements 08/09 53,045 53,045 53,045 53,045

4.1.002 SRV Op Councillor’s Home Office Setup 16,391 16,391 16,391 16,391

4.2.003 SRV Op Human Resources Consultancies 22,000 22,000 22,000 22,000

Total 1,258,037 1,258,826 1,259,626 1,260,526


DELIVERYPROGRAM


SPECIAL RATE VARIATION - CAPITAL PROGRAM

Focus Ref

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

Program $ $ $ $

1.5.014 Urban Salinity Stage 2 112,551 115,927 119,405 122,987

1.6.039 Cycleways/Footpaths Construction 82,551 85,927 89,405 92,987

1.6.048 RTA 50/50 Cycleways Program 30,000 30,000 30,000 30,000

1.6.120 Gravel Resheet Local Major Roads 52,622 54,200 55,826 57,501

1.6.121 Gravel Resheet Local Minor Roads 188,521 194,177 200,002 206,002

1.6.122 Gravel Resheet Multi Access Roads 110,247 113,554 116,961 120,470

1.6.125 Reseal & Ashphalt Arterial Roads 125,249 129,006 132,876 136,862

1.6.126 Reseal & Ashphalt Sub Arterial Roads 134,344 138,374 142,525 146,801

1.6.127 Reseal & Ashphalt Collector Roads 81,579 84,026 86,547 89,143

1.6.128 Reseal & Ashphalt Local Major Roads 37,509 38,634 39,793 40,987

1.6.129 Pavement Rehab Arterial Roads 298,745 307,708 316,939 326,447

1.6.130 Pavement Rehab Sub Arterial Roads 81,706 84,157 86,682 89,282

3.2.025 Reserves Signage 11,255 11,593 11,941 12,299

3.2.026 Community Halls Construction 22,510 23,185 23,881 24,597

3.2.028 Parks and Gardens Maintenance 0 57,964 59,703 61,494

3.2.203 Parks and Sportsground Lighting - Wagga Cricket Ground 112,551 115,927 119,405 122,987

3.2.265 Bosley Park Memorial Playground Amenities Block Upgrade 112,551 115,927 119,405 122,987

3.2.315 Bosley Memorial Park Irrigation 19,275 0 0 0

3.3.036 Crematorium Ash Processor 25,000 0 0 0

3.3.037 Lawn Cemetery Wall Front Entrance Replacement 12,000 0 0 0

Total Program 1,650,766 1,700,286 1,751,296 1,803,833

Special Rating Variation - Where funds are spent


Executive Financial SummaryDonations and ContributionsEstimated donations and contributions for the 2010/11 year are as follows:

DONATIONS AND CONTRIBUTIONS

BUDGET 2010/11

Description $

Section 356 Donations

Community

Community Leases Rental Subsidy 872,665

Rural Villages Community Development 15,450

Community Resource Centre 649

Wagga Women’s Bowling Club 3,100

Wagga Wagga Show Society 8,500

Tumba Rail Rates 877

Childcare

Kooringal Casual Childcare 10,000

Shaw St Children’s Centre 10,000

Possums Playground 10,000

Cultural

ERAP Contribution 19,158

School of Arts Contribution 2,575

Eisteddfod Donation 3,090

Summer School for Strings 2,500

Scholarships

TAFE Scholarship 5,150

Development Services Scholarship 5,150

Riverina Conservatorium Scholarship 7,000

Riverina Academy of Sport Contribution 5,500

Annual Grants Program - Various

Arts and Cultural 25,000

Financial Relief Assistance 9,000

Event Promotion 20,000

Community Development 35,000

Neighbourhood/Rural Village 22,000

Rural Halls Infrastructure 20,000

Sporting and Cultural Facilities 30,000

Local Heritage 8,446


DELIVERYPROGRAM

DONATIONS AND CONTRIBUTIONS (CONT’D)

BUDGET

Description $

Road Closures - Various

ANZAC Day Parade 5,500

Lake to Lagoon 10,000

Chariots for Charity 3,000

Remembrance Day 1,000

Reserve Forces Day 1,500

Other

Donation of Council Fees & Charges 25,000

Rural Counselling Service 5,150

Local Government Parkes Touch Football Comp 1,000

Economic Development Incentive 12,500

Total Section 356 Donations 1,215,460

Statutory Contributions

NSW Bushfire Brigades Contributions 391,400

Bushfire Fighting Fund Contributions 286,800

Emergency Services 20,395

Total Statutory Contributions 698,595

Other Contributions

Riverina Eastern Organisation of Councils 60,460

Community Development Contributions 721

Aged Services Contributions 3,337

Noxious Weeds Contributions 2,100

Riverina Regional Library Services 955,607

Youth Achievement Australia Enterprise Project 5,000

Murray Darling Association Contributions 4,000

Total Other Contributions 1,031,225

Total Donations & Contributions 2,945,280

Executive Financial SummaryDonations and ContributionsEstimated donations and contributions for the 2010/11 year are as follows:

88 Capital Works Projects

Section 6 - Capital Works Projects

Capital Works Projects 89

DELIVERYPROGRAM

Project Description 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


LMC - Resurface East-West internal roads 98,500

LMC - Asphalt overlays on internal roads 165,000

LMC - Site Access Control System 300,000

LMC - New Workshops 20,000

LMC - Upgrade NLIS Equipment 200,000

LMC - Shade Structures over Cattle Delivery Yards 500,000

Subtotal - Livestock Marketing Centre - 520,000 - 263,500 500,000 - - - - -

Image

City Image Strategy 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

Subtotal - Image - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

Drainage

SRV Urban Salinity Program 112,551 115,927 119,405 122,987 126,677 130,477 134,392 138,424 142,576 146,854

Stormwater - Bomen Drainage - Trickle flow east of Hereford St under Railway Line to Byrnes Rd.

536,258

Stormwater - Kincaid St End to Flowerdale pumping station - Drainage Improvement - Wga West DSP Area

386,106

Stormwater - Fernleigh Rd Trickle flow from Culvert north west of Rules Club to detention basins - Drainage - Wga West DSP Area

386,106

Stormwater - Central City Culverts - Murray Street Remediation (Design $100K 2010/11, Construction $436K 2011/12)

100,000 436,258

Stormwater - Drainage upgrade studies - Wga West DSP Area

268,129

Stormwater - Drainage Day, Higgins, Tarcutta Street - Wga West DSP Area

268,129

Capital Works

Projects



Stormwater - Drainage Improvements - Jubilee Oval to RedHill Rd - Wga West DSP Area

321,755

Stormwater - Drainage Headwall to Bourke Street from Overdale Dr easement 100 metres - Wga West DSP Area

34,321

Stormwater - Drainage - Contour Ridge (Lloyd) approx 5km - Wga West DSP Area

128,702

Stormwater - New Estella western and southern subdivision piped drainage Pine Gully Rd /Old Narrandera Rd to Olympic Highway - Drainage

774,357

Stormwater - Duplicate 1050 Copland Street to proposed pumping station - Drainage - Wga East DSP Area

321,755

Stormwater - Drainage Ridgeline (Bourkelands - Urban East boundary) - Wga East DSP Area

64,351

Stormwater - Tarcoola Rd Drainage - Wga East DSP Area 343,205

Stormwater - Hammond Avenue Drainage at Stuart Rd - Wga East DSP Area

21,450

CBD Flood Protection - Upgrade of the Main City Levee Bank is required to a protection level of 100 Year ARI.

1,751,000 1,751,000 1,751,000 1,751,000 1,751,000

Flood Pumps - Progressively Upgrade Pumps 40,400 40,400

Upgrade of Stormwater pit lids to lightweight lids 40,400 40,400 40,400 40,400 40,400 40,400 40,400 40,400

Drainage - Gross Pollutant Traps 42,420 42,420 42,420 42,420 42,420 42,420 42,420 42,420 42,420 42,420

Wollundry Lagoon Remediation 1,300,000 1,200,000

Emergency Levee Works - Stage 3 Construction 900,000

Drainage - Talbot Place Surcharge 159,075

Stormwater - Sturt Hwy - Gumly Gumly 47,723

Taber Street Drainage 45,000

Bolton Park Gross Pollutant Trap Installation 100,000

Capital Works

Projects


DELIVERYPROGRAM


System Waterways - Gross Pollutant Traps 100,000

Subtotal - Drainage 2,751,142 5,706,127 3,486,923 2,353,638 1,960,497 1,964,297 217,212 221,244 225,396 229,674

Airport

Airport - Connect Taxiway C to GA Apron 302,243

Airport - South West GA Apron 271,401

Airport - Code C Taxiway from RPT Apron to Runway 12/30 (Taxiway H)

109,176

Airport - Purchase and Installation of a Carpark Management System

147,460

Airport - Widen and strengthen Taxiway A, from C to B - 682m to Code C (15m)

462,034

Airport - GA Precinct - Stage 1 1,328,163

Airport - GA Aircraft Washdown Bay 53,530

Airport - Engine Run Up and Compass Swing Bay (RPT and GA)

308,050

Pilot Activated Lighting Con-trol Unit Upgrade 222,220

Subtotal - Airport 434,107 - - 2,547,950 222,220 - - - - -

Footpaths & Cycleways

Riverina Highlands Rail Trail 50,000 50,000 50,000

Footpath Improvements 350,000 416,088 436,088 456,088 476,088 496,088 516,088 536,088 556,088 576,088

Pedestrian Access and Mobility Program (PAMP) 84,000 84,000 84,000 84,000 84,000 84,000 84,000 84,000 84,000 84,000

Cycleways Program 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Franklin Dr - Footpaths & Bus Shelter 85,801

Farrer Rd Shared Path – Boorooma St to Coolamon Rd (including table drain crossing from shared path western side Boorooma St (approx 1.7 km)

77,221



Cycleways 82,551 85,927 89,405 92,987 96,677 100,477 104,392 108,424 112,576 116,854

Open Hampden Bridge to Pedestrian Traffic 349,965

Subtotal - Footpaths & Cycleways 739,573 1,045,980 719,493 743,075 716,765 740,565 764,480 788,512 812,664 836,942

Roads

Traffic Committee Recommendations (Backlog) 200,000

Street Lighting Improvements Program - Roads & Traffic Facilities

69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714 69,714

Bomen Infrastructure/Roads 5,000,000

Glenfield Rd & Overpass – Widening/duplication of rail bridge & associated drainage. (Note - includes additional work for Glenfield Rd - Urana St Intersection upgrade)

3,217,550

Plumpton Rd – Lake Albert Rd to Red Hill/Kooringal Rd Widening

858,013

Dunns Rd/Holbrook Rd Intersection Realignment 1,200,000

Glenfield Rd & Fernleigh Rd – Kerb & gutter and parking at Anderson Oval off Glenfield Rd

75,076

Red Hill Rd – Street Lighting 80,439

Red Hill Rd – Widening to 4 lanes Plumpton Rd to Glenfield Plus widening at Dalman & Yentoo 2.7km

965,265

Glenfield Rd/Pearson - Red Hill to Dobney Avenue Widening to 4 lanes (Full length - 3 km)

1,394,272

Kooringal Rd Widening to 4 lanes (Full length - 4km) 1,179,768

Bourke St & Bourkelands Drive Intersection Upgrade 107,252

Red Hill Rd & Hudson Dr – Intersection improvements 107,252

Bakers Lane Widening 330,082


DELIVERYPROGRAM


Bakers Lane & Sturt Highway - Intersection improvements 44,188

Bakers Lane & Ingelwood Road - Intersection improvements

17,675

Roads - Village & Rural Area 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479 14,479

Bridges Replacement Program 123,000

Hammond Avenue - Industrial Areas - Road & Drainage Works

85,801 42,901 42,901 42,901 42,901 42,901 42,901 42,901 42,901 42,901

Bruce & Bourke Street Lights - Roads & Traffic Facilities 429,007

Dunns Rd - Roads & Traffic Facilities 2,590,646

Bus Shelter Construction 20,000 20,000 20,000 20,000 20,000

Main Street Upgrade 100,000 100,000 958,013 100,000 100,000 100,000 100,000 100,000 100,000

S94 Transport Planning & Administration 160,878

S94 Car Parking Study 80,439

Kerb and Gutter Replacements 180,000 220,000 240,000 260,000 280,000 300,000 320,000 340,000 360,000 380,000

SRV Reseal & Asphalt Arterial Roads 125,249 129,006 132,876 136,862 140,968 145,197 149,553 154,040 158,661 163,421

SRV Reseal & Asphalt Sub Arterial Roads 134,344 138,374 142,525 146,801 151,205 155,741 160,413 165,226 170,182 175,288

SRV Reseal & Asphalt Collector Roads 81,579 84,026 86,547 89,143 91,818 94,572 97,409 100,332 103,342 106,442

SRV Reseal & Asphalt Local Major Roads 37,509 38,634 39,793 40,987 42,216 43,483 44,787 46,131 47,515 48,940

Gravel Resheets - (Part funded R2R program) 703,107 724,200 745,926 768,304 791,353 815,093 839,546 864,733 890,675 917,395

SRV Gravel Resheet Local Major Roads 77,622 94,200 104,000 114,400 125,840 138,424 152,266 167,493 184,242 202,666

SRV Gravel Resheet Local Minor Roads 213,521 230,000 253,000 278,300 306,130 336,743 370,417 407,459 448,205 493,026

SRV Gravel Resheet Multi Access Roads 135,247 140,000 154,000 169,400 186,340 204,974 225,471 248,018 272,820 300,102



Regional Sealed Rehabilitation 439,213 452,389 465,961 479,940 494,338 509,168 524,443 540,177 556,382 573,073

SRV Pavement Rehab Arterial Roads 313,682 350,000 384,212 384,212 384,212 384,212 384,212 384,212 384,212 384,212

SRV Pavement Rehab Sub Arterial Roads 85,791 100,000 105,014 105,014 105,014 105,014 105,014 105,014 105,014 105,014

Rural Heavy Patching 363,174 400,000 440,000 484,000 532,400 585,640 644,204 708,624 779,486 857,435

Village Rehabilitation 46,117 56,594 56,594 56,594 56,594 56,594 56,594 56,594 56,594 56,594

Urban Heavy Patching/Rehab Program 545,337 600,000 660,000 726,000 798,600 878,460 966,306 1,062,937 1,169,231 1,286,154

Urban Asphalt Program 357,410 380,000 418,000 460,000 506,000 556,600 612,260 673,486 740,835 814,919

Regional Sealed Reseals 304,155 313,279 322,678 332,358 342,329 352,599 363,177 374,072 385,294 396,853

Rural Seal Roads Reseals 697,616 718,544 740,101 762,304 785,173 808,728 832,990 857,980 883,719 910,231

Village Reseals 43,921 45,239 46,596 47,994 49,434 50,917 52,444 54,018 55,638 57,307

Urban Reseals 755,812 778,486 801,841 825,896 850,673 876,193 902,479 929,553 957,440 986,163

Rehabilitation of Higgins Avenue 212,100

Holbrook Road Stage 1 - Reconstruction ($40K Design, $159K Maintenance)

199,000

Lakeside Drive Rehabilitation 636,000 636,000

86 Hammond Avenue Lane Construction 159,075

Westbrook Road Design & Construction 20,000 200,000

Pinaroo Drive Roundabout Augmentation 30,000 182,000

Boorooma Street/Farrer Road Intersection (CSU Entrance) 65,000 874,912

GPIMS Budget (Excludes Tuffbook Purchases) 94,000

Subtotal - Roads 12,830,500 8,292,051 7,754,763 16,301,117 8,534,750 9,039,718 8,031,080 8,487,190 8,936,580 9,462,329

Biodiversity

Capital Works

Projects


DELIVERYPROGRAM


Develop and Construct an Alternate Energy Project 672,600

Subtotal - Biodiversity - - - - 672,600 - - - - -

Sewer

Sewer - Rising Mains Upgrade 104,083 104,083 104,083 104,083 104,083 104,083 104,083 104,083 104,083 104,083

Sewer - Pumping Stations - Progressively upgrade pits 20,817 20,817

Sewer - Sewer Reticulation - Progressive replacement of Manhole Lids

41,633 41,633 41,633 41,633 41,633 41,633 41,633 41,633 41,633 41,633

Sewer - SPS16 Kooringal - Permanent Diesel backup 54,625

Sewer - SPS04 Bolton Park - New Assets 436,999

Sewer - SPS07 Flowerdale - New Assets 174,799

Sewer - SPS07 Flowerdale - Renewals 177,006

Sewer - Pump Stations - Variable Speed Drives 72,858 72,858 72,858 72,858 72,858 72,858 72,858 72,858 72,858 72,858

Sewer - Pump Stations - Well Rehabilitation 83,266 83,266 83,266

Sewer - Joint Connection Eliminations 119,174 119,174 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000

Sewer - Pump Station - SPS03 Simmons St - New Assets 32,775

Sewer - Pump Station - SPS10 Wiradjuri - New Assets 76,475

Sewer - Pump Station - SPS15 Hammond Ave - New Assets 847,389

Sewer - Pump Station - SPS34 Tarcutta - New Assets 43,700

Sewer - Pump Station - SPS52 Henry St - New Assets 2,185

Sewer - Pump Station - SPS53 William St - New Assets 34,960

Sewer - Pump Station - SPS54 Marah St - New Assets 29,497



Sewer - Kooringal - Sewer Treatment Works Renewals 997,131 119,174 119,174 119,174 119,174 119,174

Sewer - Narrung - Sewer Treatment Works Renewals 119,174 119,174 357,520 119,174 119,174 119,174

Sewer - Main Rehab program 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282 1,057,282

Sewer - Network extension: Divert SPS21 to RAFF 120,061 251,254

Sewer - Operation Overload 163,875 163,875

Sewer - Oura Sewer Scheme Design & Construction 612,635

Sewer - Pressure Sewer Scheme Design - Oura & Currawarna

100,000

Sewer - Minor Plant Replacement 112,926 112,926 112,926 112,926 112,926 112,926 112,926 112,926 112,926 112,926

Sewer - Gravity - Operation Blackspot - Renewals 70,000 33,670 34,006 34,347 34,690 35,037 35,387 35,741 36,099 36,460

Sewer - New Pressure Reticulation Scheme - Currawarna

551,886

Sewer - New Pressure Reticulation Scheme - Humula 555,742

Sewer - Pressure Reticulation - Oura - Backlog 535,010

Sewer - New Pressure Reticulation - San Isidore 1,573,598

Sewer - Reuse - Network Extensions - New Assets 200,629 200,629 200,629 200,629 200,629 200,629 200,629 200,629 200,629 200,629

Sewer - Estella/Gobbagombalin - Sewage Pumping Station - New Assets

131,100

Sewer - Glenfield East - Sewage Pumping Station - New Assets

1,185,593

Sewer - Glenfield West - Sewage Pumping Station - New Assets

583,394 87,400

Sewer - Hillgrove - Sewage Pumping Station - New Assets 421,704


DELIVERYPROGRAM


Sewer - Sheppard St - SPS01 - Sewage Pumping Station - New Assets

87,400 355,062

Sewer - Forsyth St - Sewage Pumping Station - SPS02 - New Assets

84,583 355,062

Sewer - Forsyth St - Sewage Pumping Station - SPS02 - Renewals

178,760

Sewer - Boorooma - Sewage Pumping Station - SPS08 - New Assets

601,234

Sewer - Hammond Ave - Sewage Pumping Station - SPS15 - New Assets

344,137 2,185

Sewer - Cleardale - Sewage Pumping Station - SPS17 - New Assets

2,115

Sewer - Gracelands - Sewage Pumping Station - SPS20 - New Assets

116,301

Sewer - Smith St - Sewage Pumping Station - SPS21 - Renewals

35,401

Sewer - Elizabeth St - Sewage Pumping Station - SPS22 - New Assets

98,325 2,115

Sewer - Lakehaven East - Sewage Pumping Station - SPS25 - New Assets

169,165

Sewer - Ladysmith - Sewage Pumping Station - SPS47 - New Assets

42,291

Sewer - Collingullie - Sewage Treatment Works - Renewals 31,718 30,999

Sewer - Currawarna - Sewage Treatment Works - Renewals 14,713 13,916

Sewer - Forest Hill - Sewage Treatment Works - Renewals 669,703 6,555 6,555 6,555 6,555 6,555 6,555 204,547 6,555 6,555

Capital Works

Projects



Sewer - Mangoplah - Sewage Treatment Works - Renewals 13,375 13,375

Sewer - Narrung St - Sewage Treatment Works - New Assets 9,635,638

Sewer - Humula - Sewage Treatment Works - Renewals 13,375 13,375

Sewer - Tarcutta - Sewage Treatment Works - Renewals 25,344 25,344

Sewer - Uranquinty - Sewage Treatment Works - Renewals 28,742 28,742

Sewer - Forest Hill - Sewage Treatment Works - New Assets 105,728

Sewer - Unloading and Filtration System for decanting the Suction Trucks

115,000

Sewer - Laterals Rehabilitation Program 155,000 162,750 170,888 179,432 188,404 197,824 207,715 218,101 229,006 240,456

Subtotal - Sewer 4,425,103 5,355,911 3,493,422 2,560,337 4,207,306 4,338,599 2,547,139 12,966,319 3,480,275 2,261,229

Solid Waste

GWMC - Construction of a new Waste Cell 3,000,000 4,242,000

GWMC - Conversion of the three remaining Rural Tips to Transfer Stations

95,950

GWMC - Construction of Culvert Crossing at Boiling Down Creek

116,150

GWMC - Construction of a new pad for the storage and chipping of clean greenwaste

22,220

GWMC - Construction of a pad for the storage and crushing of recycled concrete

25,250


DELIVERYPROGRAM


GWMC - Construction of a new hardstand for the storage of recycled scrap steel

18,180

GWMC - Construction of a cover over the Transfer Station

499,950

Solid Waste - Waste Strategy (Develop new strategy and commence implementation)

105,728 105,728

Subtotal - Solid Waste 201,678 787,478 - - 3,000,000 - - - - 4,242,000

Parks & Sportsgrounds

S94 Open Space & Recreation Study 134,065

Community Halls 57,510 58,185 23,881 24,597 25,335 26,095 26,878 27,685 28,515 29,371

Parks & Gardens - 2010/11 Allocation: Crematorium Ash Processor ($25K) Bosley Memorial Park Irrigation ($19,275) Lawn Cemetery Wall - Front Entrance Replacement ($12K)

56,275 57,964 59,703 61,494 63,339 65,239 67,196 69,212 71,288 73,427

Jubilee Park - Entry Improvements 15,000

Reserves Signage 11,255 11,593 11,941 12,299 12,668 13,048 13,439 13,842 14,258 14,685

Jubilee Park - Replace existing synthetic surfaces at the Jubilee Park Hockey Complex.

400,000

Conolly Park - Car Park Sealing 40,000

Sporting Field Upgrades (General upgrades to playing surfaces)

50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Sports Ground Upgrades - Low Water Use Turf 30,000

Bolton Park - Roof Replacement (Project to be completed in 2009/10, these funds to pay back Oasis Reserve)

180,000



Zoo - Irrigation re-wire 6,000

Botanic Gardens - Improvements 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

Sportsgrounds & Parks Lighting (2010/11 - Wagga Cricket Ground Lighting)

112,551 180,000 180,000 180,000 180,000 180,000 180,000 180,000 180,000 180,000

Exhibition Centre Improvements (Successful Grant Application will increase funds)

579,194

Community Amenities at Sporting Grounds (2010/11 - Bosley Pk Memorial Playground Amenities)

112,551 180,000 180,000 180,000 180,000 180,000 180,000 180,000 180,000 180,000

Sports Ground Development - Estella and Boorooma - Open Space

300,305

Estella New Playground - Local Open Space Works 51,481

Estella New Playground - Open Space Works 75,076

Lloyd New Playground - Local Open Space Works 51,481

Glenfield New Playground - Local Open Space Works 51,481

Hilltop/Bourkelands New Playground - Local Open Space Works

51,481

Boorooma New Playground - Open Space Works 51,481

Lloyd Entry Treatments - Open Space Works 16,088

Boorooma Entry Treatments - Open Space Works 16,088

Boorooma Plantings - Open Space Works 10,725

Hilltop Plantings - Open Space Works 10,573

Springvale Plantings - Open Space Works 10,725

Lloyd Community Facility (Needs GP review with current costings $700,000 taking in car parking requirements)

700,000

Murrumbidgee Walkway 697,136

Regional Playground - Apex Park 268,129

Capital Works

Projects


DELIVERYPROGRAM


Lake Albert Neighbourhood Park 128,702

Kooringal Neighbourhood Park 171,603

Ashmont Neighbourhood Park 171,603

Tolland Neighbourhood Park 171,603

Bourkelands Neighbourhood Park 171,603

Mt Austin Neighbourhood Park 171,603

Forest Hill Neighbourhood Park 128,702

Community Facilities - Village & Rural Area 8,044 8,044 8,044 8,044 8,044 8,044 8,044 8,044 8,044 8,044

Parks Facilities - Village & Rural Area 9,653 9,653 9,653 9,653 9,653 9,653 9,653 9,653 9,653 9,653

Street Tree Replacements - Recurrent Expenditure 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Parks Furniture - Recurrent Expenditure 45,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000

Structural Landscaping (pathways, fencing, kerb + gutter) - Recurrent Expenditure

45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000

Playground Equipment Replacements - Recurrent Expenditure *Bourkelands Estate (Overdale Dr)- $25,000 supply and install equipment only * Karoom St Park - $25,000 supply and install equipment only * Tourist Information Centre - $25,0

100,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000 125,000

Irrigation Upgrades and Bore Replacements - Recurrent Expenditure

50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Implement Plan of Management Recommendations for Natural Reserves

30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000

Elizabeth Avenue - Arterial Roadside Landscaping 15,000

Parks Depot - Security Lighting 40,000



Bolton Park - Skate Park upgrade and installation of shade

149,075

Replacement Polocrosse Fields/Equestrian Facilities 318,150

Botanic Gardens Adventure Playground - Soft Fall Replacement

84,840

Estella Community Centre - Supplementary Funding 500,000

Cricket Facilities Citywide Upgrade 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Replace Bridge over Model Railway at Botanic Gardens 53,025

Expand Bolton Park Stadium 4,573,280

New Amenities Building at Duke of Kent Oval 10,000 1,060,500

Soccer Development City Wide Strategy (Implementation/Facility Development)

1,113,525

North Wagga Hall - Kitchen Replacement 6,060

North Wagga Hall - Install Airconditioning 15,150

North Wagga Hall - Refurbish Toilets 15,000

Library - Replace Carpet 75,750

Civic Centre - Level 2 Lighting Energy Reduction 15,000

Wollundry Cottage - Carpet Replacement 6,060

Wiradjuri Amenities - Sewer Pump Installation 39,390

South Wagga Tennis Amenities - Design 10,000

Lake Albert Hall - Install Airconditioning 15,150

Glenfield Community Centre Courts - Install Airconditioning

18,180

Civic Centre - Air-Conditioning Control Upgrade

131,300

Capital Works

Projects


DELIVERYPROGRAM


Wagga Women’s Bowling Club - Clubhouse Roof Replacement

20,200

Civic Centre - Air-Conditioning Upgrade 606,000

Civic Centre - Carpet Replacement 100,000 100,000 100,000

Civic Centre - Office fitout to realise increased workspace in CSC

40,400

Establish Meeting Room area for Councillors 30,000

Depot - Security Upgrade for Archive Facility 2,020

Boat Ramp Installation at Wiradjuri Reserve 421,603

Reconstruction of Wagga Wagga Exhibition Centre Netball Courts

1,191,000

Surveyor Townsend Park (Provision for landscaping, irrigation and turfing of the Southern end of the park, subject to Council granting development consent for the construction of a pre-school on the Northern section of the park)

50,000 140,000

Lake Albert - Improvement Works 421,755 421,755 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

S94 Community Facilities (Administration & Planning) 53,626

S94 Plan Preparation 107,252

Total Riverside Precinct Project (Previously Major Community Facilities Complex - $8.5M (Visitors Centre, Conference Facility, Museum, Interactive Sports Museum.) Feasibility $100K, Design $800K, Stage 1 $3.8M, Stage 2 $3.8M

3,853,892 3,853,892

Subtotal - Parks & Sportsgrounds 4,320,347 6,197,246 7,836,757 2,475,880 2,344,165 6,042,914 1,765,515 1,153,275 1,677,758 1,075,180

Oasis

Oasis - Gym Redevelopment (Workout Gym adjoined to Oasis)

400,000

Oasis - Chemical Storage Shed 175,535



Oasis - Replace CCTV System 22,220

Oasis - Automatic Pool Cleaner Replacement 25,250

Oasis - Investigate and Design options for Wave ball Replacement (Water Slide)

20,200

Oasis - Replacement of Wave ball feature with Water Slide 252,500

Oasis - Feasibility Study (Future Aquatic Options) 70,700

Oasis - Additional Swimming Pool 4,545,000

Oasis - Additional Shade for 50m Pool 80,800

Oasis - Seating for 50m Pool 57,570

Oasis - Diving Board Replacements 25,250 30,300

Oasis - Consolidate Gym 2,800,730

Oasis - Open Up Swimming Pool 348,450

Oasis - Expand Aquatic Centre Stage 1 325,220

Oasis - Expand Aquatic Centre Stage 2 325,220

Subtotal - Oasis 197,755 425,250 77,770 358,550 395,920 325,220 2,800,730 348,450 - 4,575,300

Civic Theatre

Civic Theatre - Upgrade of Backstage Equipment (Continual Provision)

10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Civic Theatre - Carpet Replacement (front of house) 45,000

Civic Theatre - Air-Conditioning Upgrade 303,000

Civic Theatre - Auditorium Seat Replacement 151,500


DELIVERYPROGRAM


Civic Theatre - Auditorium Carpet Replacement 33,330

Civic Theatre - Auditorium Painting 40,400

Subtotal - Civic Theatre 10,000 10,000 95,400 10,000 194,830 10,000 10,000 10,000 10,000 313,000

Art Gallery

Art Gallery - Acquisition funding for purchases to the National Art Glass Collection (Continual Provision)

12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000

Art Gallery - Acquisition funding for purchases to the Australian Print Collection (Continual Provision)

6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000

Subtotal - Art Gallery 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000

Crematorium

Crematorium Chapel Upgrade - Supplementary Funding 202,000

Crematorium Office Extension 318,150

Subtotal - Crematorium 202,000 - 318,150 - - - - - - -

Plant & Equipment Purchases

Plant Replacement - Procurement 3,297,000 4,157,000 3,773,120 3,674,368 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000

Replace Vehicle Lifting Hoist 11,100

Subtotal - Plant & Equipment Purchases 3,308,100 4,157,000 3,773,120 3,674,368 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000

TOTAL ADOPTED LONG TERM FINANCIAL PLAN 29,438,306 32,615,044 27,673,800 31,406,415 25,694,453 26,079,314 19,754,155 27,592,989 18,760,673 26,613,653

106

Glossary of termsAsset Management: The process by which Council collects and maintains a comprehensive database of asset conditions and uses this information to prioritise works funding and to maintain existing assets at desired condition levels.

Capital Works: Projects undertaken to either renew, upgrade, or construct assets owned by Wagga Wagga City Council.

Contributions income: Contributions received by Council which can only be used for providing and improving public open space and provision/improvement of the drainage system.

Contribution Plan: Identifies and costs all the works/facilities and land acquisitions necessary to meet the needs of the incoming population and calculates what contribution payment is required of developers for each residential lot, villa, townhouse or apartment.

Councillor: A member of the community elected to represent the residents of Wagga Wagga as a member of Council. Councillors set strategic direction, monitor organisational performances, liaise with stakeholders, and ensure operational compliance.

DataWorks: A customer request and electronic document management system.

Enterprise Agreement: Contract between employer and employees on working conditions and wages based on agreed performance levels.

Facilities Policy: Entitlements allowed to the Mayor and Councillors to assist them in carrying out their duties as elected representatives.

Financial Year: The financial year we are reporting on in this Annual Report is the period from 1 July 2008 – 30 June 2009.

FTE: (Full time equivalent) in relation to staff numbers refers to a figure that is based on the wages for full time staff.

HACC: Home and Community Care.

Key Performance Indicator: Objective evidence on the extent of, or progress towards achievement of a desired outcome.

Local Environment Plan (LEP): The LEP shows the different development zones indicating where different types of development can occur within the Shire. The plan is a statutory document gazetted by the State Government.

Performance: The results of activities and progress in achieving the desired outcomes over a given period of time.

Private Certifiers: Accredited private certifiers are able accredited professionals who check that development proposals comply with required tecwww.bnical standards and regulations and issue the relevant certificates under the Environmental Planning and Assessment Act 1979. Previously only local councils had this responsibility. Certifiers need to be accredited under schemes managed by authorised accreditation bodies approved by the Minister of the Department of Planning (DOP).

Rate and charges income: Income received from ratepayers in relation to general rates, garbage rates and special rate schemes.

Australasian Reporting Awards: National award which aims to improve the standards of financial reporting in Australia.

Risk Management: A discipline for developing appropriate procedures to reduce the possibility of adverse effects from future events.

SoE: State of the Environment Report.

Vision: A statement that embraces the desired future that the organisation is working towards.

IndexPrincipal Activities (Focus Areas) ..................................................................................................................................................................................................................34Performance Targets ..........................................................................................................................................................................................................................................34Capital Works Projects .......................................................................................................................................................................................................................................87Services Provided by Council ..........................................................................................................................................................................................................................22Business Activities ...............................................................................................................................................................................................................................................53Human Resources Activities ............................................................................................................................................................................................................................23EEO Activities ........................................................................................................................................................................................................................................................23Environmental Activities ..................................................................................................................................................................................................................................23Stormwater/Sewerage and Waste Activities .............................................................................................................................................................................................56Access and Equity ...............................................................................................................................................................................................................................................24Revenue Policy (see separate document) ...............................................................................................................................................................................................N/AIncome and Expenditure..................................................................................................................................................................................................................................68Rates ........................................................................................................................................................................................................................................................................67

107

DELIVERY PROGRAMContact us

For general enquiries, requests, complaints and the following services

please call 1300 292 442

AFTER HOURS EMERGENCIESRoads and FootpathsSewerStormwaterParks Environmental Issues

INFRASTRUCTURE SERVICESGeneral Depot - Fernleigh RoadKerbside WasteRoads/Bridges - Urban & RuralSewer/StormwaterFootpaths

PARKS AND RECREATIONBolton Park StadiumEquexBookings (Parks; Sportsgrounds; Community Centres; Halls) Botanical GardensNoxious WeedsParks & Sportsgrounds

OTHER SERVICESAnimal ShelterRangersCustomer Service CentreRegulatory ServicesWagga Wagga Airport Planning & DevelopmentCommunity ServicesCorporate Services

Please contact the followingservices direct:

COMMUNITY SERVICESAged and Disability ................................................................ 6921 5981(HACC Development Officer)Civic Theatre Booking Office ............................................... 6926 9688(incl. Amphitheatre Bookings)Family Day Care ........................................................................ 6926 9367Museum - Botanic Gardens ................................................. 6925 2934Museum - Baylis Street .......................................................... 6926 9660Library.......................................................................................... 6926 9700

PARKS AND RECREATION FACILITIES

Oasis Aquatic Centre .............................................................. 6937 3737

LIVESTOCK MARKETING CENTREAdministration - 8.30am to 4.30pm .................................. 6923 2711LMC Manager ............................................................................ 6923 2733Rural Lands Protection Board ............................................. 6923 2767Gate House - After 4.00pm Sun/Wed. .............................. 6923 2764LMC - After Hours Only .................................................... 0418 430 680

OTHER SERVICESBob Osbourne Skills Centre ................................................. 6971 1062Bob Osbourne Skills Centre FAX ........................................ 6931 1927Rural Fire Service Control Centre ....................................... 6931 5855Sharps Disposal ........................................................................ 6926 9520Visitor Information Centre .............................................. 1300 100 122www.visitwaggawagga.com

We welcome your feedback on our 2010/14 Delivery Program so we can continually improve our reporting to the community. This can be done in a number of ways:

Email www.wagga.nsw.gov.au

Contact Council on 1300 2 WAGGA

Write to us at: Wagga Wagga City CouncilPO Box 20Wagga Wagga NSW 2650

Copies of our Draft 2010/14 Delivery Program, 2010/11 Service Level Analysis and Work Priorities and 2010/11 Revenue and Pricing Policy can be obtained through the above or by:

Accessing our website www.wagga.nsw.gov.auVisiting the Council Administration Centre at Cnr Baylis and Morrow Streets, Wagga Wagga

Central Switchboard Phone 1300 2 WAGGA

PO Box 20 Cnr Baylis & Morrow Sts, Wagga Wagga 2650Free call: 1300 2 WAGGA Fax (02) 6926 9159

Eml: [email protected] www.wagga.nsw.gov.au

Draft 2010/2014 Delivery Program

Documents

Transcript of Draft 2010/2014 Delivery Program