Draft one year operational plan 2014 2015

Port Macquarie-Hastings Council

DRAFT ONE YEAR OPERATIONAL PLAN 2014 - 2015

The 2014 - 2015 Operational Plan lists the actions, programs and activities that Council will undertake during the financial year from July 2014 to June 2015 inclusive. Developing this document has involved ongoing discussion and evaluation with the Councillors to ensure that the activities included in this one year plan will work towards meeting the objectives of the Four Year Plan Delivery Program (2013 - 2017) that the Councillors have adopted. Information from the community including our community satisfaction survey, feedback from workshops and responses to last year’s Operational Plan have all be taken into consideration when developing this document. Local Government as a sector is currently undergoing significant evaluation and review, summarised in the state government’s Local Government Reform paper. The strategic direction set by Council, the community’s feedback and the industry reform all form part of the reference material for preparing the One Year Operational Plan for what Council will deliver throughout 2014 - 2015. A key highlight of the One Year Operational Plan 2014-2015 is that the financial stability of the organisation will be strengthened through the adoption of a balanced budget. Within that balanced budget an additional investment of $1.4 million compared to last financial year will be made in roads planning, maintenance and construction. This is a major step forward in addressing two of the key areas of community feedback in relation to Council’s Operational Plan.

The Operational Plan also incorporates all the capital works projects proposed for the 2014 - 2015 financial year. This means it is now much easier for ratepayers to determine what new improvements and assets Council will be creating in the areas most relevant to them. Our Council has an goal of being the best regional Council in NSW and this Operational Plan outlines the activities and services that will be delivered as we work towards meeting that vision. Craig Swift-McNair General Manager (Acting)

Message from the General Manager

2

Organisational Structure

Council

GENERAL MANAGER (Acting)

Craig Swift-McNair

Governance and Executive Services

Business Improvement Office

INFRASTRUCTURE and ASSET MANAGEMENT Director, Jeffery Sharp

COMMUNITY and ORGANISATIONAL

DEVELOPMENT Director, Lesley Atkinson

DEVELOPMENT and ENVIRONMNENT

Director, Matt Rogers

COMMERCIAL SERVICES and INDUSTRY ENGAGEMENT

Director, Craig Swift-McNair

Assets Systems

Transport and Stormwater

Management

Water

Sewer

Recreation and Buildings

Infrastructure Delivery

Engineering Trade Services

GIS

Community Development

Community Engagement and

Planning

Communications

Customer Service

Libraries

Information Technology

Employee Engagement

Strategic Land Use Planning

Environmental Services

Compliance / Rangers

Environmental Health

Development Assessment

Building Certification

Development Contributions

Financial Services

Commercial and Business Services

Airport

Crematorium

Economic Development

Tourism

The Glasshouse

Environmental Laboratory

3

Councillor profiles

Mayor Peter Besseling

Communication, Government and Community Relations

Deputy Mayor Cr Adam Roberts

Glasshouse

Cr Sharon Griffiths

Organisational Efficiency and IT

Cr Michael Cusato

Events and Tourism

Cr Justin Levido

Major Projects

Cr Geoff Hawkins

Finance and Governance

Cr Lisa Intemann

Roads and Infrastructure

Cr Rob Turner

Commerce, Industry and Higher Education

Cr Trevor Sargeant

Future Planning

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Looking after our people through construction and maintenance of community spaces

Planning and providing our infrastructure through monitoring and maintenance of our transport network

Looking after our environment by protecting and restoring natural areas

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Funding the Operational Plan

Council has proposed a balanced budget for 2014 - 2015, meaning there is enough money in the budget to complete all the activities planned. Within that balanced budget, allocations to the construction and maintenance of roads and footpaths have been increased by $1.4 million compared to last year. Council is committed to ongoing monitoring and evaluation of operations to ensure activities are carried out efficiently and within budget. What is the budget spent on? Total expenditure in 2014 - 2015 will be $190.2m. This includes;

$94.7m on the ongoing operational costs (excluding depreciation and asset write offs),

$80m for capital works projects

$15.5m for the costs in servicing debts

The Operational Plan outlines in detail all the services, programs and activities that make up this expenditure. In general the primary services provided to the community are;

Roads & footpaths Economic development

Parks Community development

Water supply Waste management

Sewerage services Beaches & lifeguards

Planning and building control Natural resource management

Swimming pools Libraries

Bushfire & tree management Airport

Companion animal control Crematorium/Cemeteries The Glasshouse

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Where does the money come from? Council’s projected income for 2014 - 2015 is expected to be $168m, which will come from:

Rates and annual charges ($80.4m or about 48% of the income)

User charges and fees ($27.1m) such as charges and fees, for services such as water, waste management, building and planning, animal registration, crematorium, airport and library

Interest income ($4.9m)

Grants and contributions ($50.9m) or around 30% of the income made up of the state and federal government grants and also developer contributions.

Other revenue ($4.7m) such as fines, waste management income and rental of Council facilities.

In addition to these funding sources, the budget includes loans ($7.5m) and cash reserves that are drawn from each year to provide additional funds for works and services as required.

Employee Costs 29%

Materials & Contracts

26%

Depreciation 31%

Interest Paid 4%

Other Operating Payments

8%

Loss on Disposal of

Assets 2%

Expenses from continuing operations $151,199,630

Rates & Annual Charges

48%

User Charges & Fees 16%

Interest Received

3% Grants & Contributions

30%

Other Operating Receipts

3%

Income from continuing operations $168,024,944

Budget Statement

2014 - 2015 Operational Plan

2014 - 2015 Original Budget

Operating Activities Movements Income from continuing operations

Rates & Annual Charges (80,456,282) User Charges & Fees (27,061,240) Interest Received (4,933,250) Grants & Contributions (50,906,925) Other Operating Receipts (4,667,247)

Expenses from continuing operations Employee Costs 43,775,984 Materials & Contracts 38,960,209 Depreciation 47,119,101 Interest Paid 6,187,888 Other Operating Payments 11,956,448 Loss on Disposal of Assets 3,200,000

Operating result from continuing operations (16,825,314) Restricted Asset Movements Restricted asset movements receipts

Transfer from Restricted Assets (38,998,497) Restricted asset movements payments

Transfer to Restricted Assets 24,271,866

Net Revenues Used/(Provided) in Restricted Assets (14,726,631) Property, plant and equipment movements Property, plant & equipment movements receipts

Sale of Fixed Assets - Sale of Real Estate Development Assets

Property, plant & equipment movements payments Purchase of Assets 80,021,357

Net Revenues Used/(Provided) in Investing Activity 80,021,357 Financing activities movements Financing activities receipts

Proceeds from Borrowings & Advances (7,500,000) Financing activities payments

Repayments of Borrowings & Advances 9,349,689

Net Revenues Used/(Provided) in Financing Activity 1,849,689

Net Result (Including Depreciation) 50,319,101

Add Back: Non Cash Items 50,319,101

Cash Budget (Surplus)/Deficit -

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How to read this document

The activities and programs described in the Operational Plan are categorised according to the five focus areas that were developed in the Towards 2030 Community Strategic Plan. These focus areas and the types of work carried out within them are;

Ensuring Good Governance - engagement, communications, leadership and organisational management

Looking After Our People - community development, culture, heritage, sport and recreation

Helping our Community Prosper - economic development, business support, airport

Looking After our Environment - land management and restoration, water cycle management, waste

Planning and Providing our Infrastructure - roads, planning construction and maintenance; recreation facilities, planning construction and maintenance; land use planning; maintenance and construction for water, sewer and stormwater

The format and design of the 2014 - 2015 One Year Operational Plan has been amended to take into account community feedback. Key formatting changes include;

The inclusion of the capital works program within each relevant activity area. These works projects are shaded throughout the document to make them easier to find.

Project or activities that are new are highlighted with a symbol

Budget snapshot for each focus area (What will be spent on) highlighting expenditure and income

Linking to the Community Strategic Plan Each Focus Area in the document has a cover page that summarises the areas objectives (What are we trying to achieve?) and how we will know what success looks like (How do we get there). These overviews are from the Towards 2030 Community Strategic Plan and help to put the specific activities and programs of the one year Operational Plan in context of the broader community goals. Numbering System In order to assist with monitoring activity from the Operational Plan against the objectives of the Four Year Delivery Program a unique numbering system has been developed. This means every activity across the four years has its own number. Activities that were part of the previous years Operational Plan but aren’t being undertaken in the 2014 - 2015 plan will be referenced with the statement: Activity associated with this number conducted in 2013- 2014. Understanding the tables On the following page is a diagram which explains how to read the activity tables throughout the document.

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5.1.1 Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs

Lead Responsibility

Community partners Performance Measures

5.1.1.1 Undertake design/preconstruction activities on road and transport assets including:

Transport and Stormwater Network, Infrastructure Delivery

1. Completed within approved budget 2. Completed within approved timeframe

5.1.1.1 (a)

Comboyne Road - Undertake Design/Preconstruction - Replacement of bridge over Hartys Creek Id No. 09 - $100,000

5.1.1.1 (b)

Gordon Street - Undertake Design/Preconstruction - Horton St to Lake Road - $100,000

5.1.1.1 (c)

Miscellaneous design works - $293,616

5.1.1.2 Number used in 2013-2014 Operational Plan

5.1.1.3 Undertake construction/delivery of roads and transport assets including: Transport and Stormwater Network, Infrastructure Delivery

1. Completed within approved budget 2. Completed within approved timeframe

This row contains the Delivery Program (DP) objectives that guide what activities are carried out in the one year plan

These columns list the Council section responsible for the action and any community partners who will assist

This column is the action Council will undertake in 2014 - 2015

How the action will be monitored and measured

Shading indicates capital works projects/initiatives

This symbol indicates the action is new compared to previous plans

The following is an extract of the planning and providing our infrastructure focus area.

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GUIDING PRINCIPLE -

Ensuring Good

Governance

What are we

trying to

achieve?

A collaborative community that

works together and recognises

opportunities for community

participation in decision making

that is defined as ethically,

socially and environmentally

responsible

How do we get there?

1.1 Engage the community in decision making by using varied communication channels that are relevant to residents

1.2 Create professional development opportunities and networks to support future community leaders

1.3 Create strong partnerships between all levels of government and their agencies so that they are effective advocates for the community

1.4 Demonstrate conscientious and receptive civic leadership

1.5 Implement innovative, fact based business practices

10

What will be spent on ensuring

good governance?

Rates & Annual

Charges, $40,200,630

User Charges & Fees,

$1,738,848

Interest Received,

$1,935,500

Grants & Contributions,

$7,301,466

Other Operating Receipts, $332,050

Sources of Income - $51,508,494

Note: Rating revenue is shown in the

Community Engagement & Planning,

1,102,445, 5%

Compliance, 1,834,838, 9%

Customer Services Centre,

1,300,780, 6%

Depreciation, 2,807,500,

14% Finance,

2,628,051, 13%

Governance, 6,569,108,

32%

Human Resources,

1,285,460, 6%

Information Communicati

ons Technology, 3,039,340,

15%

Operating Costs - $20,567,522

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1.1.1

Lead

Responsibility

Community

partners Performance Measures

1.1.1.1 Community

Engagement and

Planning

1. How often communication channels

are used during the year

2. Undertake a survey every two years on

communication channel effectiveness

1.1.1.2 Community

Engagement and

Planning

Community

Reference Group

1. Publish (4) quarterly newsletters to the

CRG annually

2. A minimum of two (2) CRG

consultation processes undertaken

annually

1.1.1.3

1.1.1.4 Community

Engagement and

Planning

Publish a weekly Mayoral message with a

minimum of 48 annually

1.1.1.5 Community

Engagement and

Planning

1. Number of unique visitors to website

exceeds previous year

2. Negative feedback about website is

monitored and resolved within 10

working days

3. Average length of stay on website

increased compared to previous year

1.1.1.6 Community

Engagement and

Planning

Increase in followers on social media

compared to previous year

1.1.1.7 Community

Engagement and

Planning

Increased registration of PMHCListening


Activity associated with this number conducted in 2013 - 2014

Create community awareness of Mayoral/Council priorities through various communication

channels including:

- Mayor column

- advertising

- social media

- direct newsletters

Regularly update Council's website to ensure that it meets the needs of the community

Use a variety of tools to engage with the community in a manner that is transparent, effective,

relevant and inclusive

Community Reference Group provides an effective engagement forum for the community

Undertake a social media campaign to inform more people in the community about Mayor/Council

issues

Increase community engagement with the use of PMHCListening as an engagement tool

Council will provide information to keep its community informed by various channels including:

- media releases

- newsletters (Community connect and others)

- printed material, brochures, fact sheets

- advertising (Council matters)

- social media

- direct meetings

Governance Page 1

1.1.1

Lead

Responsibility

Community


1.1.1.8 General

Manager's Office

Biennial satisfaction survey conducted

1.1.2

Lead

Responsibility

Community


1.1.2.1 Community

Engagement and

Planning

Number of engagement activities

undertaken during the year and numbers

participating

1.2.1

Lead

Responsibility

Community


1.2.1.1 Governance and

Executive

Services

Greater than 75% overall attendance

during the year

1.3.1

Lead

Responsibility

Community


1.3.1.1 General

Manager's Office

Number of alliance meetings attended

1.3.1.2 General

Manager's Office

Number of opportunities undertaken

during the year

1.3.1.3 General

Manager's Office

NSW

Government

Local businesses

Quarterly meetings (4) with State and

Federal members

Support community involvement in decision making through education around Council matters

and services

Undertake collaborative opportunities to improve efficiencies and resource sharing

Attend quarterly meetings with state and federal Members of Parliament

Use a combination of online, face to face and printed engagement methods to facilitate community

involvement in decision making

Participate in active alliances with other agencies to make effective decisions that addresses the

needs of our community

Regular and transparent communications updating the community on Council's service delivery in

order to build a positive image and deliver the vision of being the best regional NSW Council

Implement four Councillor Learning and Development Program sessions

Participate in strategic alliances and groups with other NSW Councils

Provide effective leadership that supports the community

Use a variety of tools to engage with the community in a manner that is transparent, effective,

relevant and inclusive (cont.)

Governance Page 2

1.4.1

Lead

Responsibility

Community


1.4.1.1 Community

Engagement and

Planning

Annual Report adopted by Council and

submitted to DLG no later than 30

November

1.4.1.2 Community

Engagement and

Planning

Progress report on achievement of

Delivery Program is provided to Council

on a 6 monthly basis


Executive

Services

Annual review undertaken and presented

to Council no later than 30 June


Executive

Services

GIPA Annual Report submitted to Office

of Information Commissioner no later

than 30 June


Executive

Services

Report prepared annually and presented

to Council no later than 31 December

1.4.1.6 Community

Engagement and

Planning

An annual program on how to engage

with Council is delivered

1.4.1.7 Community

Engagement and

Planning

An annual Operational Plan is adopted no

later than 30 June

1.4.2

Lead

Responsibility

Community


1.4.2.1 Financial Services Three (3) Quarterly Budget Review

Statements submitted to Council and one

(1) Annual report

1.4.2.2 Financial Services 1. Investment return to exceed

Department of Local Government (DLG)

benchmark

2. Investment report tabled at Council

meeting on a monthly basis

Report of Code of Conduct Complaints

Engage with the community on impacts and changes of operations

Manage Council’s investment portfolio to optimise investment returns within policy, the Local

Government Act and Regulations

Produce and submit the Annual Report to meet the Local Government Act requirements

Review the Legislative Compliance Register

Produce annual Government Information Public Access (GIPA) Report and submit to Office of the

Information Commissioner (OIC)

Report progress on the implementation of the 2013-2017 Delivery Program

Undertake development of annual Operational Plan

Undertake an annual program with the community on how to engage with Council

Manage Council’s financial assets, provide accurate, timely and reliable financial information for

management purposes and provide plain English community reporting

Monitor and report on Council’s financial position in accordance with Local Government Act

requirements

Governance Page 3

1.4.2

Lead

Responsibility

Community


1.4.2.3 Financial Services 1. Financial Statements prepared by 30

September

2. Audited Financial Statements lodged

with the DLG by 30 November

1.4.2.4 Financial Services 1. Develop draft Annual Budget no later

than 28 February

2. Develop draft fees and charges by 28

February

3. Review the Long Term Financial Plan in

line with the draft budget by 28 February

4. Final budget to be adopted by Council

by 30 June

1.4.2.5 Assets and

Systems

All sections of

Council

Project completed by 30 June 2015

1.4.2.6 Financial Services Present 10 monthly financial reports to

Council (excl July & January)

1.4.3

Lead

Responsibility

Community



Executive

Services

Annually update Disclosure Register by 30

September


Executive

Services

1. Policy reviewed and adopted by 1

November

2. Submit to DLG by 1 December

Build trust and improve Council's public reputation through transparency and accountability

Develop annual budget and review the Long Term Financial Plan

Review the Payment of Expenses and Provision of Facilities for Councillors Policy

Accurately complete and submit on time all statutory financial reports and returns

Manage Council’s financial assets, provide accurate, timely and reliable financial information for

management purposes and provide plain English community reporting (cont.)

Coordinate lodgement of Annual Disclosure of Interest Returns

Prepare monthly financial reports for Council

Develop Generation 1 Asset Management Plans for each of Council's 20 Asset Groups as identified

in the Asset Management Strategy

Governance Page 4

1.4.3

Lead

Responsibility

Community



Executive

Services

1. Report bi-annually (2) on any PIDs

2. PID Annual Report submitted to NSW

Ombudsman by 30 June

1.4.3.4 Water and Sewer 1. Performance reporting data is collated

and forwarded to NSW Office of Water

annually

2. Annual performance of PMHC water

and sewer business in comparison to

state medians reported to Council

3. Recommendations from triple bottom

line summary report detailed by NSW

Office of Water are considered for action

1.4.4

Lead

Responsibility

Community



Executive

Services

Two (2) off-site Council meetings held

during the year

1.4.4.2 General

Manager's Office

Two (2) civic events held by the 30 June

1.4.4.3 General

Manager's Office

Minimum of four (4) visits per annum

Report on Public Interest Disclosures (PID)

Undertake the listening and engaging with the community program

Submit annual performance reporting for the water and sewer business to NSW Office of Water for

benchmarking comparisons

Coordinate civic events

Conduct two off-site council meetings

Promote the visibility and profile of councillors through improved access by the community

Build trust and improve Council's public reputation through transparency and accountability

(cont.)

Governance Page 5

1.5.1

Lead

Responsibility

Community


1.5.1.1 Community

Engagement and

Planning

Greater than 75% of customer initial

interaction is dealt with at first point of

contact

1.5.1.2 Community

Engagement and

Planning

1. 75% of calls answered within service

level standards (currently 20 secs)

2. Call abandonment rate is 3% or lower

1.5.1.3 Community

Engagement and

Planning

Service level compliance monitored

annually

1.5.1.4 Community

Engagement and

Planning

Service level compliance monitored

annually

1.5.1.5 Community

Engagement and

Planning

Reports provided to Council on an annual

basis by 30 September

1.5.1.6 Economic

Development

Positive business feedback - based on

customer survey

1.5.1.7 General

Manager's Office

Number of grants sought

1.5.1.8 General

Manager's

Office, Economic

Development

Positive business feedback - based on

customer survey

1.5.2

Lead

Responsibility

Community


1.5.2.1

1.5.2.2

Actively seek grant funding opportunities to maximise delivery of Council priorities

Provide and maintain efficient and effective information management systems that are accessible,

user friendly and meets community and organisation requirements

Address community needs with a transparent, responsive, efficient and effective organisation that

is customer focused, and aspires to deliver best practice service

Review and evaluate referrals, compliments and complaints on an annual basis

Deliver high quality customer interactions at the Call Centre and within service level standards


Monitor compliance with the Customer Experience Charter in responding to written customer

inquiries (mail or email) within service level standards

Implement the Customer Experience Charter and customer service policy in responding to

customer inquiry phone calls within service level standards

Establish and implement an effective business and industry inquiry management system


Ensure a whole-of-organisation / solutions-focused culture and approach to supporting business -

countering red tape with solutions focused outcomes and ensuring this approach is reflected in

Council policies

Deliver high quality customer interactions through the Customer Service Centre and Call Centre

Governance Page 6

1.5.2

Lead

Responsibility

Community


1.5.2.3

1.5.2.4 Assets and

Systems

NSW Govt (Land

& Property

Information)

<5 complaints received relating to GIS

data accuracy as captured in the CRM

system

1.5.2.4 (a) 1. Completed within approved budget

2. Completed within approved timeframe

1.5.2.4 (b) 1. Completed within approved budget


1.5.2.5 1. Completed within approved budget




1.5.3

Lead

Responsibility

Community


1.5.3.1 Development

Assessment

State Govt

Northern Joint

Regional

Planning Panel

1. Median net DA processing time < 40

days

2. Average gross DA processing time < 70

days

3. Average construction certificate

processing time < 14 days

4. Average complying development

processing time < 20 days

1.5.3.2


Activity associated with this number conducted in 2013- 2014

Aerial Photography - Purchase of Aerial Photography for Urban areas and whole Local

Government area for use in GIS system - $45,000

Review of GIS System - Options analysis of the latest technology and practices to

maintain the current level of service to the organisation - $100,000

Provide and maintain efficient and effective information management systems that are accessible,

user friendly and meets community and organisation requirements (cont.)

Provide Geographical Information Systems (GIS) to the organisation and to the community in a

timely and effective manner

Ensure efficient processing of development applications (DA), construction certificates and

complying development certificates

Ensure ratepayer value for money through continuous improvement in quality, effectiveness and

efficiency of delivery of Council services

Annual replacement of Printers, Servers, PC's, Routers, Software & Photocopiers - $814,100

Asset Management System - Continued implementation of Authority Asset Management System -

$50,000

Governance Page 7

1.5.3

Lead

Responsibility

Community


1.5.3.3 Employee

Engagement

All sections of

Council

1. Increase the proportion of young

people and traineeships compared to

previous year 2. Transition to

retirement program implemented

1.5.3.4 Business

Improvement

Office

Undertake review of 10 services per

annum

1.5.3.5 Financial Services 20 Financial accountability outcomes are

successfully achieved

1.5.4

Lead

Responsibility

Community


1.5.4.1 Commercial and

Business Services

1. Category analysis completed by 30

June

2. Supplier analysis and profiling

completed by 30 June

3. Procurement planning with relevant

stakeholders completed for following

financial year



1.5.5

Lead

Responsibility

Community



Executive

Services

Review the risk register on a quarterly

basis and report results to the Audit

Committee

Implement the Workforce Management Plan to deliver the 2013 - 2017 Resource Strategy ensuring

Council has the workforce needed to deliver its planned work

Work across the organisation to facilitate Business Process Improvement through the delivery of

services review project

Use procurement, tendering and purchasing approaches that provide best value to the community

Implement and monitor the Procurement Strategy action items

Plant Purchases and Disposals - Plant purchases in line with the plant replacement program -

$2,242,000

Implement financial accountability processes and generate information that is in plain english and

enables informed judgements on the financial performance, financial position and financial

compliance of Council

Review the Corporate Risk Register

Ensure there is appropriate management of risk for Council and the community

Ensure ratepayer value for money through continuous improvement in quality, effectiveness and

efficiency of delivery of Council services (cont.)

Governance Page 8

1.5.6

Lead

Responsibility

Community


1.5.6.1 Employee

Engagement

All sections of

Council

1. Recruitment process is completed

within 3 months of advertising

2. Net engagement score (measured

biannually) improves

3. Unplanned absences remain static or

decreases

4. Proportion of performance

management plans completed ontime

increases compared to previous year

1.5.6.2 Employee

Engagement

All sections of

Council

1. Amount of Learning & Development

expenses as % of employee expense

2. Number of sponsored and assisted

education participants

3. Evaluation analyses undertaken

1.5.6.3 Employee

Engagement

All sections of

Council

1. Lost time injuries as proportion of work

hours remain static or decrease


2. Worker compensation cost per

employee decreased compared to

previous year

1.5.6.4 Employee

Engagement

All sections of

Council

1. Proportion of women staff members


2. Proportion of ATSI staff members


3. Proportion of young staff members


4. Proportion of CALD staff members


5. Proportion of people with a disability

staff members increased compared to

previous year

Improve our performance against the targets set in the Equal Employment Management Plan

Provide developmental opportunities to ensure our people have the skills to do their jobs well

Deliver worker health and safety services to Council's workforce

Effectively manage our workforce to engage, develop and retain high quality staff

Create a workplace that reflects Human Resources current best practice

Governance Page 9

1.5.6

Lead

Responsibility

Community


1.5.6.5 ICT 1. Business process performance

improves (eg. total cost of processing a

rates notice or reduction in approval time

for Development Applications)

2. Business service performance improves

(eg. percentage of service levels met)

3. Delivered intiatives on budget

4. Delivered intiatives on time






2. Completed within approved timeframePrinting equipment - Replacement of Drill and Folder - $22,500

In accordance with the ICT strategic plan implement the following initiatives to streamline and

improve business processes

- Procurement management

- Bring your own devise

- Contract management

- Mobile tools of trade

Office Furniture - Purchase/cost furniture & Fittings - $32,200

Create a workplace that reflects Human Resources current best practice (cont.)

Furniture Replacement Programme - Replacement of Furniture at Council Offices - $20,000

Governance Page 10

FOCUS AREA -

Looking after our

people

What are we

trying to

achieve?

Our social infrastructure and

community programs create a

healthy, inclusive and vibrant

community.


2.1 Create an environment and culture that allows the Port Macquarie-Hastings community to feel safe

2.2 Provide young people with a range of leisure activities and opportunities for personal development

2.3 Provide medical and social services for all members of the community

2.4 Develop partnerships within the community to build on existing strengths and improve areas of social disadvantage

2.5 Create events and activities that promote interaction and education

2.6 Provide social and community infrastructure and services

2.7 Empower the community to be active and involved in community life

2.8 Promote cultural and artistic expression

2.9 Promote a healthy lifestyle through education, support networks and facilities

What will be spent on looking after

our people?

Rates & Annual Charges, -$53,800

User Charges & Fees, $51,539

Interest Received, $0


$1,192,113

Other Operating Receipts, $691,640


Community Development,

1,205,111, 14% Compliance,

903,303, 10%

Depreciation, 1,605,000, 18%

Emergency Services,

1,390,067, 16%

Library, 1,826,572, 21%

Recreation, 1,836,498, 21%


2.1.1

Lead

Responsibility

Community


2.1.1.1 Community

Development

NSW Police 1. Assessments completed within one

month of application

2. Work with Infrastructure, Recreation

and Buildings to ensure future designs

consider social needs

2.1.1.2

2.1.1.3

2.1.1.4 Recreation and

Buildings

NSW Surf

Lifesaving

Association

1. Deliver approved lifeguard services

2. Deliver lifeguard education programs to

schools and community groups (target

2500 students)

2.1.1.5 Community

Development

NSW Police,

Community

groups,

Businesses

Review completed and reported to

Council

2.1.1.6

2.1.1.7 Community

Development

NSW Police,

Community

groups,

Businesses

Number of actions implemented

Provide leadership in implementing safety initiatives


On request ensure that crime and / or Crime Prevention Through Environmental Design (CPTED) risk

assessments are undertaken to ensure future public spaces are designed to be safe and accessible


Review the alcohol-free zone in the CBD every 4 years

Implement the actions in the 2010–2015 Crime Prevention Strategy through the placemaking

initiatives


Manage and deliver Council lifeguard services

People Page 1

2.1.2

Lead

Responsibility

Community


2.1.2.1


Buildings

Rural Fire Service Risk Management Plan actions for current

financial year implemented


Buildings

BFMC, Landcare,

Rural Fire

Service, NSW Fire

and Rescue, Local

Aboriginal Land

Council, Crown

Lands, National

Parks

1. Site monitoring and assessment

undertaken to identify risk rating

2.Develop priority listing by 30 November

3.Works delivered in accordance with

relevant standards


Buildings

BFMC, Landcare,

Rural Fire

Service, NSW Fire

and Rescue

Two programs delivered






Implement Council actions included within the Local Government Area Bushfire Risk Management

Plan in relation to Council owned and managed land

Deliver annual maintenance programs for bushfire risk mitigation works on Council land in

accordance with the Bushfire Risk Management Plan (BFRMP), adopted by NSW Rural Fire Service

maintenance schedule and fuel load benchmarks

Advocate for, support and coordinate emergency management services

Deliver bushfire preparedness and planning educational programs to the community

Bushfire Equipment Issues - Supply of rural fire service catalogue equipment items for fire fighting

and training to rural fire brigades - $145,000

Bushfire Tanker/Vehicle Purchases - Provision of a new bushfire tankers/vehicles - $350,000

People Page 2

2.1.3

Lead

Responsibility

Community


2.1.3.1 Compliance Dept of Planning,

NSW Fire Brigade

1. Greater than 80% of building-related

complaints responded to within set

customer service standards

2. A minimun of 40 fire safety inspections

and 80% of swimming pool certificate

applications processed within service

standard

2.1.3.2 Compliance Environmental

Protection

Authority

1. Greater than 80% of complaints

regarding noise, water, land and air

environmental issues are responded to

within set customer service standards

2. Number of complaints responded to

compared with previous year

2.1.3.3 Compliance 1. Percentage of on-site sewage

management issues responded to within

service standards is greater than 80%

2.A minimum of 110 of risk-based audit

inspections conducted annually

2.1.3.4 Compliance NSW Public

Health Unit, NSW

Department of

Health, NSW

Food Authority

1. Percentage of public health issues

responded to within service standards is

greater than 80%

2. A minimum of 195 of risk-based audit

inspections conducted annually

Implement inspection, compliance and education practices that ensure acceptable levels of public

and environmental health; meet building and fire safety standards

Monitor and take action as appropriate to ensure compliance with development approvals and

building standards, including fire and swimming pool safety requirements

Monitor and take action as appropriate to ensure compliance with environmental standards in

relation to issues such as noise, water, land and air pollution

Monitor and take action as appropriate to ensure compliance with on-site sewage management

requirements

Monitor and take action as appropriate to ensure compliance with public health standards, including

food health

People Page 3

2.1.3

Lead

Responsibility

Community


2.1.3.5 Compliance NSW Police, Dept

of Local Govt,

State Debt

Recovery Office

1. Percentage of regulatory and

companion animal issues responded to

within the service standards is greater

than 80%

2. Number of actions taken in relation to

the issues identified in the patrolling

roster compared with previous year

2.1.3.6 Water and Sewer NSW Govt, NSW

Dept Health

1. Daily testing and monitoring program

achieved

2. Nil reportable incidents in accordance

with NSW Health agreed protocols

3. Water quality is within limits set by

Australian drinking water guidelines 2011

100% of the time

2.1.3.7 Environmental

Laboratory

NATA Corporate Accreditation maintained


Laboratory

1. All sampling, analysis and reporting of

environmental and regulatory requests

completed in accordance with approved

budgets

2. All sampling, analysis and reporting of

environmental and regulatory requests

completed in accordance with the

required service standards

Provide ranger and local law enforcement services to ensure compliance with legislation, regulations

and Council policies, including parking and companion animal management. This includes

undertaking regular patrols including beach patrols, illegal signage, sale of goods on roads and

building site sediment control

Provide a safe water supply in accordance with Australian Drinking Water Quality Guidelines

Maintain NATA Corporate Accrediation at the Environmental Laboratory

Undertake all sampling, analysis and reporting of environmental and regulatory requirements as

requested and provide services to outside organisations on an approved cost for service basis

Implement inspection, compliance and education practices that ensure acceptable levels of public

and environmental health; meet building and fire safety standards (cont.)

People Page 4

2.2.1

Lead

Responsibility

Community


2.2.1.1 Community

Development

Number of opportunities provided

2.2.1.2

2.2.1.3 Community

Development

Local Aboriginal

Land Councils

1. Two (2) skills building activities

undertaken by 30 June

2. Activities completed on time and

budget

2.3.1

Lead

Responsibility

Community


2.3.1.1

2.3.1.2 Community

Development

NSW Health,

community

groups

Number of advocacy activities undertaken

2.4.1

Lead

Responsibility

Community


2.4.1.1

2.4.1.2 Community

Development

Community and

Govt Agencies

1. Number of initiatives identified

2. Number of grants applied for and

successfully given out

Undertake skills building activities with young Aboriginal people


Provide a range of youth-focused programs / forums to provide opportunites for young people to

learn and develop through placemaking initiatives

Build capacity in the community to support young people

Advocate, support and/or implement wellness and healthy lifestyles in accordance with the 2013-

2017 social strategy

Work with community groups to build capacity on social justice issues


Identify through a placemaking approach the initiatives that each community wishes to address and

use the placemaking program to implement


Advocate on the social impacts identified through the placemaking initiative for the local

communities in the LGA

People Page 5

2.4.1

Lead

Responsibility

Community


2.4.1.3 Community

Development

NSW Govt 1. Number of DDA Action Plan strategies

implemented on time and on budget

2. Annual report of achievements for the

previous financial year presented to

Council

3. Seniors Week program developed and

implemented

4. Access Committee meetings held on a

monthly basis

2.4.1.4

2.4.1.5

2.4.1.6

2.4.1.7 Community

Development

Bearlay

Interagency

1. 13 strategies completed on time and on

budget

2. 4 Meetings interagencies attended and

issues arising reported annually

2.4.1.8 Community

Development

Community

Groups

Number of grants applied for and

successfully given out

2.5.1

Lead

Responsibility

Community


2.5.1.1

2.5.1.2

2.5.1.3



Undertake programs, activities and events that focus on better outcomes and inclusion of the

Aboriginal and Torres Straight Islander community and implement the actions from the Aboriginal

Awareness and Understanding Strategy through place management and placemaking initiatives



Provide sponsorship and expertise to community groups that coordinate social and community

events

Undertake programs, activities and events that focus better on outcomes for the Aged and Disabled

in the LGA through placemaking initiatives. Coordinate and facilitate the Access Committee


Provide a Grants Program which assists the community to deliver projects which contribute to a

sense of place

Work with community groups to build capacity on social justice issues (cont.)


People Page 6

2.5.1

Lead

Responsibility

Community


2.5.1.4 Community

Development

Bearlay

Interagency Local

Aboriginal Land

Councils

1. Naidoc week supported

2. Sorry Day activities

3. Reconcilliation Week activites and

programs implemented

4. Engage with key stakeholder and

interagencies to identify and support

activities

2.5.1.5

2.5.1.6

2.5.1.7

2.5.1.8 Community

Development

Coordination of Council involvement in

ANZAC Centenary



2.5.1.9 Community

Development

Community

groups and

committees

1. Three (3) Australia Day event

coordinated, held and evaluated annually

2. Three (3) Handa Sister City cultural

exchange coordinated and held

3. Three (3) Mayor's Sporting Fund raiser

activities held

4. One (1) countdown to Christmas event

held

5. Seven (7) Moonlight movies events

held

Provide sponsorship and expertise to community groups that coordinate social and community

events (cont.)

Coordinate the ANZAC Centenary to be held 25 April 2015

Undertake programs, activities and events that focus on better outcomes and inclusion of the

Aboriginal and Torres Strait Islander community




Engage our community through a variety of events that bring the community together and provide a

platform for engagement. These events are completed on time and on budget

World War 1 and ANZAC Commemorations - Construction of Artworks and Gardens -

$43,856

People Page 7

2.5.2

Lead

Responsibility

Community


2.5.2.1

2.5.2.2 Community

Development

Number of heritage and cultural activities

and events undertaken

2.5.2.3

2.5.2.4

2.5.2.5 Community

Development

Community requests are responded to

within 10 working days

2.6.1

Lead

Responsibility

Community


2.6.1.1 Community

Development

State Govt

Other LGA's

1. Six (6) rural network meetings attended

by 30 June

2. Issues arising from meetings directed

appropriately 100% of the time

2.6.2

Lead

Responsibility

Community


2.6.2.1

2.6.2.2

2.6.2.3

2.6.2.4

2.6.2.5

2.6.2.6 Community

Development

Youth Hub,

Community

groups

Work with Youth Network to promote

and increase support for Youth activities

in the Local Government Area

Through the placemaking initiative work with the local communities on activities and events that

focus on Heritage and Culture

Provide a readily accessible liaison point for the community on heritage and cultural issues


Facilitate, support and/or advocate for cultural and heritage education within the community




Undertake programs, activities and events that focus on Youth and Youth Services

Work with rural communities to identify, evaluate and address community needs

Participate in the rural communities networks




Create access to community facilities that allow a range of social, health and wellbeing activities


People Page 8

2.6.2

Lead

Responsibility

Community


2.6.2.7

2.6.2.8 Community

Development,

Economic

Development

Community

groups, Govt

agencies,

business

chambers,

tourism

organisations

1. Engage with the community and

develop master plans for identified high

priority precincts

2. 4 place making initiatives implemented

by 30 June 2015

3. Working party established to guide

place making in Council

4. Project plan developed

2.6.2.9 Community

Development,

Recreation and

Buildings

Community

groups, 355

committees,

Property Services

1. Increased use of community halls by

10% from the previous year

2. Increased number of accessible

activities in community halls by 10% from

previous year

3. Development of an Asset Management

plan and action to be implemented on

time and on budget



2.7.1

Lead

Responsibility

Community


2.7.1.1

2.7.1.2

2.7.1.3

2.7.1.4

Create access to community facilities that allow a range of social, health and wellbeing activities

(cont.)


Identify place making opportunities and work with the community to implement these to create

vibrant resilient places that are valued by their community

Provide access for all to community facilities and activities



Encourage and build capacity for community groups to be active, successful, sustainable and

support growth of volunteer base


Flynns Beach Disability Access - Purchase Beach Wheelchair - $3,700


People Page 9

2.7.1

Lead

Responsibility

Community



Buildings

Crown Lands

Division, Sporting

groups,

Community

groups

1. 100% of applications for use are

actioned in accordance with relevant

service standards

2. Increase in number of parks/reserve-

based events from previous year

2.7.1.6 Community

Development

Community

Groups

1. Three ceremonies presenting Australia

Day awards

2. Wayne Richards Scholorship

nominations and presentation

3. Volunteer Awards presented


Buildings,

Transport and

Stormwater

Network

1. 100% of applications for seating are

considered in accordance with relevant

service standards

2. Install 10 commemorative seats at

parks, reserves or sporting fields


Buildings

State/Federal

Govts

Number of promotional activities to be

undertaken by 30 June

2.8.1

Lead

Responsibility

Community


2.8.1.1

2.8.1.2

2.8.1.3



Encourage and build capacity for community groups to be active, successful, sustainable and

support growth of volunteer base (cont.)



Artworks Restoration/Acquisition - Expand artwork collection - $14,400

Manage parks, reserves, beaches and sports fields allocation for events and community use

Organise and present Community Awards that recognise and celebrate excellence in the community

Deliver a memorial seats program

Conduct promotional activities to encourage the use of parks and recreational facilities and

bushland areas


Support, facilitate and advocate for arts and cultural programs that engage the community and

deliver a range of high quality performing, visual arts and cultural development services

People Page 10

2.9.1

Lead

Responsibility

Community


2.9.1.1

2.9.1.2 Community

Development

1. Provide an annual report on activities

of the Mayor's Sporting Fund

2. Provide the Wayne Richards Sporting

Talent Grant

3. Coordinate fund-raising activities

2.9.2

Lead

Responsibility

Community


2.9.2.1 Community

Development

NSW State

Library, Kempsey

Council

1. Circulation figures within 10% of

previous year’s

2. Visits within 10% of previous year’s

3. Review the collection development

policy by 30 June annually

4. Activities undertaken - within 10% of

those undertaken in the previous year

(Please note that the 2012–2013 figures

to be used in the comparisons above will

be available at the end of the 2012 –2013

financial year)

5. Undertake a review of the mobile

library service by 30 June

a) Service provided 2 days per week

during school term

b) Number of loans issued from the van



Manage the Mayor's Sporting Fund to promote and support athletes and sporting people

Provide a range of library programs and lending services across the local government area

Plan and deliver innovative Library Services that cater for new technology and growth areas


Provide a range of sporting and recreational opportunities

Library Furnishings, Fittings & Equipment - Update Computer Equipment, Photocopiers,

Additional Shelving & Trolleys - $26,400

People Page 11

2.9.2

Lead

Responsibility

Community




2.9.2.1 (c) 1. Completed within approved budget


2.9.2.2

2.9.2.3 Community

Development

NSW State

Library

1. Public access to internet supplied and

available all of the time

2. Wifi available at all libraries and other

identified Council facilities

3. Access to databases made available to

all library members all of the time

4. 100% access to a range of

downloadable materials be made

available to all library members

2.9.2.4

Plan and deliver innovative Library Services that cater for new technology and growth areas

(cont.)

Provide access to a range of online library services



Purchase of Library Books - $249,500

Library Local Priority Grant - $60,000

People Page 12

FOCUS AREA -

Helping our

community prosper

What are we

trying to

achieve?

The Port Macquarie-Hastings

region is able to thrive through

access to a range of

educational, employment and

business opportunities.


3.1 Create opportunities for life long learning and skill enhancement with the availability of a broad range of education and training facilities

3.2 Promote and support an increase in business capacity in order to generate ongoing economic growth

3.3 Expand tourism business opportunities and benefits through collaborative planning and promotion

3.4 Maximise innovation and economic competitiveness by providing high quality communication technology throughout the Port Macquarie-Hastings region

3.5 Target and encourage business enterprise by providing favourable business conditions including infrastructure and transport options

[Type a quote from the document or the summary of an interesting point.

You can position the text box anywhere in the document. Use the Text

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What will we spend on helping our community prosper?

Rates & Annual Charges, $592,953


$5,674,143

Interest Received, $0


$13,000

Other Operating Receipts,

$1,206,492


Airport, 2,690,019, 21%

Crematorium & Cemeteries, 848,468, 7% Depreciation,

2,360,000, 18%

Economic Development,

1,980,709, 15%

Major Events, 743,238, 6%

The Glasshouse,

4,278,698, 33%


3.1.1

Lead

Responsibility

Community


3.1.1.1

3.1.1.2 Economic

Development

Economic

Development

Steering Group,

Education and

training

Industry

Stakeholders

Development of plan underway by 30

June 2015

3.2.1

Lead

Responsibility

Community


3.2.1.1

3.2.1.2 Economic

Development

Business and

Industry

Networks,

Education

providers

Feedback from bi-annual business survey

3.2.1.3 Economic

Development

Economic

Development

Steering Group,

Construction

Industry

Stakeholders

Develop plan by 30 November 2014

Work with local business and industry groups to promote business education opportunities

Develop a Construction Industry Action Plan

Investigate and plan for expansion of the higher education industry and actively explore and

facilitate optimal local partnerships, together with Universities and other educational institutions

Identify, support and advocate for effective programs that assist the growth of appropriate

business and industry

Develop an Education and Training Industry Advocacy Plan



Prosper Page 1

3.2.1

Lead

Responsibility

Community


3.2.1.4 Economic

Development

Economic

Development

Steering Group,

Health,

Disability and

Aged Care

Services

Industry,

Industry

Stakeholders

Develop the plan by 30 November 2014

3.2.1.5 Economic

Development

Economic

Development

Steering Group,

Manufacturing

Industry

Stakeholders

Develop the plan by 30 November 2014

3.2.1.6 Economic

Development

Economic

Development

Steering Group,

Transport and

Warehousing

Industry

Stakeholders

Develop a plan by 30 November 2014

3.2.1.7 Economic

Development

Economic

Development

Steering Group,

Agriculture,

Forestry and

Fisheries

Industry

Stakeholders


June 2015


business and industry (cont.)

Develop a Health, Disability and Aged Care Services Industry Action Plan

Develop an Agriculture, Forestry and Fisheries Industry Advocacy Plan

Develop a Manufacturing Industry Action Plan

Develop a Transport and Warehousing Industry Action Plan

Prosper Page 2

3.2.1

Lead

Responsibility

Community


3.2.1.8 Economic

Development

Economic

Development

Steering Group,

Creative

Industries

Stakeholders


June 2015

3.2.1.9 Economic

Development

Economic

Development

Steering Group,

Electricity

Industry

Stakeholders


June 2015

3.2.1.10 Economic

Development

Economic

Development

Steering Group,

Small & Home

Based Business

Stakeholders


June 2015

3.2.2

Lead

Responsibility

Community



Business Services

Operating revenue increased by 3% per

annum per business unit

Develop an Electricity Advocacy Plan

Develop a Small and Home Based Business Advocacy Plan


business and industry (cont.)

Develop an Creative Industry Advocacy Plan

Develop, manage and maintain Council business units to optimise commercial return and

community benefit

Increase operating revenue on Council business units being the Airport, Crematorium and

Glasshouse

Prosper Page 3

3.2.2

Lead

Responsibility

Community



Laboratory

Provide all required information, within

specified timeframes, to the FSWRF

project team to allow successful

development of the facility by 30 June


Business Services

3.2.2.3 (a) Innes Garden Memorial Park - Install Lawn Beam - $25,000 1. Completed within approved budget


3.2.2.3 (b) Innes Garden Memorial Park - Install Niche Wall - $20,000 1. Completed within approved budget




3.2.2.3 (d) Wauchope Cemetery - Works associated with Cemetery Expansion - $15,000 1. Completed within approved budget


3.2.2.4







Undertake contruction and delivery of improvement works to crematorium and cemetery

Innes Garden Memorial Park - Works associated with Cemetery Expansion - $10,000

Implement equipment improvements and repairs for Glasshouse assets

The Glasshouse - Major Lift Repairs - $10,000

The Glasshouse - Plant & Equipment Purchases - $10,000


community benefit (cont.)

Develop new Food, Soil and Water Research Facility (FSWRF) in collaboration with Charles Sturt

University (CSU)

The Glasshouse - Strategic Business Plan Initiatives - $30,000

Prosper Page 4

3.2.2

Lead

Responsibility

Community


3.2.2.4

3.2.2.4 (d) 1. Completed within approved budget


3.2.2.5



3.2.3

Lead

Responsibility

Community


3.2.3.1 Strategic Land

Use Planning

State/Federal

Govts,

Landowners,

Business and

community

groups

1. Structure Plan reported to Council for

finalisation by December 2014

2. Investigations for LEP and DCP

amendments completed and reported to

Council by June 2015

3.2.3.2

3.2.3.3

3.2.3.4

3.2.3.5

3.2.3.6

3.2.3.7

3.2.3.8


community benefit (cont.)



Preparation of a Structure Plan and amendments for Local Environmental Plan (LEP)and

Development Control Plan (DCP) for a business park near Port Macquarie Airport


Facilitate growth in retail and commercial business through the provision of appropriately zoned

land that meets the needs of sustainable business





Implement equipment improvements and repairs for Glasshouse assets (cont)

The Glasshouse - Technical Equipment Purchases - $56,000

Implement equipment improvements and repairs for Laboratory

Laboratory Equipment - Purchase of new Laboratory Technical instruments and

equipment - $17,400

Prosper Page 5

3.2.3

Lead

Responsibility

Community



Use Planning

1. Preliminary consultation with

landowners regarding investigations and

report to Council by December 2014

2. Exhibition of draft planning proposal

by June 2015

3.2.4

Lead

Responsibility

Community



Business Services

All commercial and community leases

current as of 30 June



3.2.5

Lead

Responsibility

Community



Business Services

Implementation of outcomes as identified

for financial year are completed by 30

June

Facilitate growth in retail and commercial business through the provision of appropriately zoned

land that meets the needs of sustainable business (cont.)

Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments to

facilitate light industrial development at Houston Mitchell Dve, Lake Cathie

Optimise the commercial focus on Council’s property portfolio to deliver improved returns to

Council and the community

Manage Council's community and commercial leases for the most appropriate return to Council and

the community

Implementation of outcomes from property portfolio paper developed in 2013/2014 detailing future

potential of Council owned land

Appropriately develop, manage and maintain Council’s property including property sales,

acquisitions, road closures, land development and management of community and commercial

leases

Land Acquisitions - Easements etc - $30,000

Prosper Page 6

3.2.6

Lead

Responsibility

Community



Use Planning

State/Federal

Govts,

Landowners,

Business and

community

groups

1. Draft DCP provisions reported to

Council by September 2014

2. Report on final draft DCP to Council by

December 2014

3.3.1

Lead

Responsibility

Community


3.3.1.1 Economic

Development

Greater Port

Macquarie

Tourism

Association

Board,

Destination

NSW, North

Coast

Destination

Network, Local

Business and

Industry Groups

Secure 2 new major events to our LGA

each year

Maximise, support, facilitate and advocate for major events and conferences to ensure ongoing

positive economic and tourism growth

DCP amendments to Major Innes Road, Charles Sturt University precinct, Public Hospital precinct

and Innes Pensula

Optimise the use of appropriately zoned land

Identify opportunities to increase major events held in the Local Government Area (LGA)

Prosper Page 7

3.3.2

Lead

Responsibility

Community


3.3.2.1 Economic

Development

Economic

Development

Steering Group,

Greater Port

Macquarie

Tourism

Association

Board,

Destination

NSW, North

Coast

Destination

Network

TBA to align with Economic Development

Strategy KPI's

3.3.2.2 Economic

Development

Economic

Development

Steering Group,

Business and

Industry

Networks

Number of new businesses (Australian

Business Register on entry businesses)

increased each year

Implement Greater Port Macquarie Destination Management Plan to grow our visitor economy

Develop marketing collateral that promotes our Local Government Area (LGA) as a great place to

live, learn, work, play and invest

Implement and support innovative and effective strategies and partnerships that position Greater

Port Macquarie as a distinct and competitive destination that guides market development,

investment and infrastructure in public and private sectors

Prosper Page 8

3.4.1

Lead

Responsibility

Community


3.4.1.1 Economic

Development

Federal

Government,

local business

and industry

groups,

Economic

Development

Steering Group

Key performance indicators achieved in

accordance with actions outlined in the

Digital Strategy

3.5.1

Lead

Responsibility

Community



Business Services

Completion of ongoing planning and

feasibility work by 30 June






Business Services

1. Increase in aircraft movements


2. Increase in passenger numbers


3.5.1.3

Implement Port Macquarie-Hastings Council's Digital Strategy to maximise use of current

technologies and future opportunities for local businesses and industry

Develop, manage and maintain Port Macquarie Airport as a key component of the regional

transport network and continue to grow the airport’s contribution to the regional economy

Port Macquarie Airport Business Precinct Studies - Ongoing studies in relation to the

Airport Business Precinct - $100,000

Port Macquarie Airport Environmental Planning - Ongoing planning in relation to the

Airport Business Precinct and Airport compliance - $100,000

Advocate and lobby government for implementation of the National Broadband Network as soon

as possible

Continue to plan for airport land development as a key driver and provision of revenue streams for

Council

Support, facilitate and advocate for regular public transport airline services at Port Macquarie

Airport


Prosper Page 9

3.5.2

Lead

Responsibility

Community


3.5.2.1

3.5.3

Lead

Responsibility

Community



Business Services

Review completed by 30 June

3.5.4

Lead

Responsibility

Community


3.5.4.1

3.5.4.2 Economic

Development

Regional

Economic Board

members

Attendance at quarterly Regional

Economic Board meetings

3.5.4.3 Economic

Development

Economic

Development

Steering Group,

Business and

Industry

Networks

Inclusion of export ready businesses and

suppliers in place marketing promotion -

feedback received on an annual basis

3.5.4.4 Economic

Development

Economic

Development

Steering Group,

Business and

Industry

Networks

Data produced on bi-annual basis

Support and participate in the Regional Economic Board

Analyse local economic data to identify key trends, opportunities and gaps

Ensure compliance of airport operational manuals, plans, and standard operating procedures with

reulatory and safety requirements

Develop partnerships with local and regional business networks to assist in maintaining existing

businesses and industry in the region

To advocate for a range of high quality, safe and competitive transport services

Investigate options for the future management and ownership of the Port Macquarie Airport



Advocate the capabilities, products and services of our Region's export ready businesses and

suppliers

Prosper Page 10

3.5.5

Lead

Responsibility

Community


3.5.5.1 Activity associated with this number conducted in 2013 - 2014

Support and encourage continuous improvement and implementation of programs designed to

support the development of all businesses and industry in partnership with the Chambers of

Commerce and other business networks

Prosper Page 11

FOCUS AREA -

Looking after our

environment

What are we

trying to

achieve?

We understand and manage

the impact that the community

has on the natural environment.

We protect the environment

now and into the future.


4.1 Protect and restore natural areas

4.2 Ensure service infrastructure maximises efficiency and limits environmental impact

4.3 Implement total water cycle management practices

4.4 Continue to improve waste collection and recycling practices

4.5 Provide community access and opportunities to enjoy our natural environment

4.6 Create a culture that supports and invests in renewable energy

4.7 Increase awareness of and plan for the preservation of local flora and fauna

4.8 Plan and take action to minimise impact of natural events and climate change

4.9 Manage development outcomes to minimise the impact on the natural environment

What will we spend on looking

after our environment?

Rates & Annual Charges,

$11,537,906


$5,461,826

Interest Received, $481,300


$897,037

Other Operating Receipts,

$1,703,869


Depreciation, 545,101, 3%

Development Assessment,

1,429,175, 7%

Laboratory, 52,957, 0%

Natural Resources,

1,717,783, 9%

Waste Management,

15,998,780, 81%


4.1.1

Lead

Responsibility

Community



Services

Landowners,

Landcare

Annual invasive species (weeds) targets

met including:

1. 240ha land treated for invasive weeds

2. 600km weed dispersal routes treated

3. 20% of all Plant nurseries in the LGA

inspected for invasive weeds

4. 300 properties inspected for invasive

weeds


Services

Feral animal control undertaken in

accordance with approved control plans

on five (5) sites during the year


Services

EPA A minimum of 70km (lineal) control

undertaken for riverbank vine weed on

fresh and estuarine waterways, noting 2

runs of the same area are conducted in

October and March.


Services

Landcare,

Dunecare

600ha area of bush of bush regeneration

undertaken



4.2.1

Lead

Responsibility

Community


4.2.1.1

Incorporate efficiency and environmental impact mitigation into project planning processes


Implement and advocate a range of proactive programs for the environmental management of

lands within the local government area

Undertake the weed management program according to the Mid North Coast Invasive Plant Species

Strategy 2012 working in partnership with community groups such as Landcare

Control feral animals on Council-controlled land

Implement various Riparian Restoration Works

In collaboration with community groups, such as Landcare, implement the Bushland Regeneration

Program

Undertake vegetation management in accordance with the Bushland Open Space Management

Strategy

Environment Page 1

4.3.1

Lead

Responsibility

Community


4.3.1.1 Water and Sewer State Govt 100% compliance with Environment

Protection Authority licence effluent

quality conditions

4.3.2

Lead

Responsibility

Community


4.3.2.1 Water and Sewer 1. Nil reportable incidents in accordance

with Reclaimed Water Quality Plan

(RWQP) requirements

2. 100% compliance with verification

monitoring programs and reclaimed water

quality targets

4.3.3

Lead

Responsibility

Community


4.3.3.1

4.3.4

Lead

Responsibility

Community


4.3.4.1

Operate the sewerage system to maximum efficiency to ensure that effluent released into the

environment meets EPA licence conditions

Meet effluent quality requirements of Environmental Protection Licences (EPL)



Increase availability and community awareness of reclaimed water and reused effluent

Incorporate integrated water management and water sensitive urban design principles into new

development areas

Adopt water conservation practices that maintain potable water consumption below state

benchmark levels

Provide reclaimed water that is fit for purpose and ensures public health and safety

Environment Page 2

4.4.1

Lead

Responsibility

Community



Services

State Govt.

Contractor

New domestic waste services

implemented by 1 September 2014

4.4.1.2


Services

Midwaste

Group,

State Govt

The percentage of commercial and

industrial recycling is increasing each year


Services

Midwaste

Group,

State Govt

Increase of household recycling compared

to previous year


Services

State Govt, EPA Cairncross Waste Management Centre

expansion completed by 30 June 2015





4.4.2

Lead

Responsibility

Community



Services

Midwaste

Group

Report presented on outcomes of projects

undertaken. Published on the Midwaste

website

Kew Transfer Station - Construction - Year 1 of 2 year budget (subject to change due to pending

tender and revised Long Term Financial Plan) - $900,000

Reduce waste to landfill, utilising appropriate education, facilities and strategies


Deliver a commercial and industrial education strategy to encourage source separation of waste

Deliver a resident education program on waste separation

Construct Cairncross Waste Management Centre expansion

Participate in regional programs via bodies such as the Midwaste Regional Group of Councils

Cairncross Waste Management Centre Expansion - Subdivision for Waste Collection

uses - $900,000

Participate in regional cooperation for effective waste management and resource recovery at the

strategic and operational level

Develop and implement a domestic waste collection service incorporating education of the

community

Environment Page 3

4.5.1

Lead

Responsibility

Community


4.5.1.1

4.6.1

Lead

Responsibility

Community


4.6.1.1

4.7.1

Lead

Responsibility

Community



Use Planning

State Govt,

Koala

Preservation

Society,

Landowners

Exhibition of draft strategic policy/KPoM

by December 2014. Plan adopted by June

2015

4.7.1.2


Buildings

NSW Govt 1. Investigations undertaken in relation to

all reported illegal tree works

2. Educational material and delivery

program developed and implemented

3. Advice provided in accordance with

service standards and industry best

practice


Prepare a strategic policy/Koala Plan of Management (KPoM) for the Port Macquarie Hastings local

government area

Provide and promote new and upgraded paths, facilities and access to parks and

bushland/natural resources

Investigate and implement cost effective renewable energy generation for Council assets and

promote outcomes to the community



Inform and educate residents, industry and community groups on Council’s tree management

requirements within the Port Macquarie Hastings 2013 Development Control Plan (DCP)

Promote the conservation of key habitats

Environment Page 4

4.8.1

Lead

Responsibility

Community


4.8.1.1


Services

Federal

Government

1. Trial of Main Capture System

completed by 30 June 2015




Services

State Govt,

State

Emergency

Service,

Community

1. Stage 2 Dunbogan Flood Access Road


2. Stage 3 Dunbogan Flood Access Road



Services

State Govt,

State

Emergency

Service,

Community

Prepare detailed revetment design

drawings, tender documents and servicing

strategy by 30 June 2015

4.9.1

Lead

Responsibility

Community



Services

Background studies for review of

Contributions Plan completed by 30 June

2015

4.9.1.2

Review Development Contributions Plan for compliance with new Planning Legislation (stage 1)

Landfill gas capture, design and construction, year 1 of 2 year budget. (subject to

change due to pending tender and revised Long Term Financial Plan) - $400,000

Strategically and financially plan for the infrastructure that will cater for population growth


Carry out relevant studies to determine the likely extent of natural events and the impact of

climate change, develop relevant mitigation strategies


Investigate landfill gas capture at Cairncross Landfill

Construct Dunbogan Flood Access Rd Stage 2 and Stage 3

Prepare detailed designs of the Lake Cathie Coastal Zone Management Plan actions

Environment Page 5

4.9.2

Lead

Responsibility

Community


4.9.2.1 Development

Assessment

Dept of

Planning, other

State Govt

agencies,

Community

interest groups

No successful legal challenges relating to

process and inspection errors

4.9.2.2 Development

Assessment

Independent

Chair,

Community

interest groups,

General public

No successful legal appeals relating to

process errors

Process development applications, construction certificates, plumbing and drainage applications,

complying development certificates, subdivision certificates and S138* applications and undertake

necessary building inspections in accordance with legislation

Ensure the Development Assessment Panel (DAP) operates in accordance with their charter and all

applications are accurately determined

Undertake transparent and efficient development assessment in accordance with relevant

legislation

Environment Page 6

FOCUS AREA -

Planning and

providing our

infrastructure

What are we

trying to

achieve?

Our population is supported

through public infrastructure,

land use and development

strategies that create a

connected, sustainable and

accessible community.


5.1 Create and maintain integrated transport system that eases access between population centres and services

5.2 Ensure transport options are safe, functional and meet access needs across the Local Government Area

5.3 Develop and enhance quality open space and recreational facilities

5.4 Plan settlements to accommodate a range of compatible land uses and projected population growth

[Type a quote from the document or the summary of an interesting point.

You can position the text box anywhere in the document. Use the Text

Box Tools tab to change the formatting of the pull quote text box.] What will be spent on planning & providing our infrastructure?

Rates & Annual

Charges, 28,192,593


14,080,984

Interest Received, 2,516,450


41,503,309

Other Operating Receipts, 780,996


Assets Systems & Planning, 558,781, 1%

Depreciation, 43,001,500,

47%

Engineering Trades,

955,047, 1%

Ferries, 421,070, 0%

Roads & Transport,

16,422,192, 18%

Sewerage Services,

11,497,075, 13%

Stormwater, 955,755, 1%

Strategic Landuse,

1,843,300, 2% Water Supply,

10,135,837, 11%

Parks & Buildings,

5,322,450, 6%


Infrastructure Page 1

5.1.1

Lead Responsibility


5.1.1.1 Transport and Stormwater Network, Infrastructure Delivery

1. Completed within approved budget2. Completed within approved timeframe

5.1.1.1 (a)

5.1.1.1 (b)

5.1.1.1 (c)

5.1.1.2



5.1.1.3 (a)

5.1.1.3 (b)

5.1.1.3 (c)

5.1.1.3 (d)

Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs

Undertake design/preconstruction activities on road and transport assets including:

Comboyne Road - Undertake Design/Preconstruction - Replacement of bridge over Hartys Creek Id No. 09 - $100,000


Gordon Street - Undertake Design/Preconstruction - Horton St to Lake Road - $100,000

Miscellaneous design works - $293,616

Ocean Drive - Undertake continued Construction/Delivery - Replacement of Stingray Creek Bridge - $14,890,648

Hastings River Drive - Undertake continued construction/delivery Gordon Street to Aston Street - $5,600,000 ( This activity is dependant on confirmation of LIRS funding and is subject to change)Houston Mitchell Drive - Houston Mitchell Dr segment 50 from Pacific Hwy 900m east - $1,910,000

Undertake construction/delivery of roads and transport assets including:

Houston Mitchell Drive - Pavement rehabilitation segment 40 from end of segment 50 to the Bridge over Cowarra Creek - $1,775,000


5.1.1

Lead Responsibility


5.1.1.4 Infrastructure Delivery


5.1.1.4 (a)

5.1.1.4 (b)

5.1.1.4 (c)

5.1.1.4 (d)

5.1.1.5 Assets and Systems

Local or State businesses


5.1.2

Lead Responsibility


5.1.2.1 Transport and Stormwater Network

RMS, Other Govt agencies

Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget

5.1.2.1 (a)

Undertake design/construction/delivery of road and transport assets including:

Undertake revaluation of Council's transport assets. Transport assets includes roads, bridges, footpaths, drainage and bulk earthworks

Construct multiple footpath/cycleway projects throughout the Local Government Area - $500,000

Continuation of High Traffic Road Resurfacing - Rolling program based on road condition priorities - $848,720

Continuation of Pavement Rejuvenation Treatments - Rolling program including sections of Ocean Drive (North Haven), Lake Road (Industrial Area), Hastings River Drive (Bellbowrie to John Oxley Motors) - $212,180

Ocean Drive - Undertake continued Design/Construction/Delivery - Matthew Flinders Drive to Greenmeadows Duplication - $9,500,000

Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets

Undertake sealed road maintenance program including pothole repairs, jet patching and shoulder maintenance

Plan, investigate, design and construct road and transport assets which address pedestrian, cyclist and vehicular needs (cont.)

Proactive road maintenance activities in accordance with recommendations of the Australian Roads Research Board Group (ARRB) review - $921,500


5.1.2

Lead Responsibility



RMS, other Govt agencies

1.Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget.

2.High priority unsealed roads graded twice within reporting period


RMS, Other Govt agencies and service providers

1.Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget.

2.Percentage of sealed road network resealed









Completed in accordance with approved programs, the Roads/bridges Maintenance Hierarchy and within operational budget




Undertake unsealed road maintenance program including gravel resheeting and rural maintenance grading

Undertake roadside furnishing program including barriers, guideposts, line marking, signs, bus stops and seats

Undertake bridges and culverts maintenance and repair program including inspections, monitoring and bridge repair works

Undertake roads drainage maintenance program including inspections, repairs, cleaning and clearing

Undertake sealed road repairs program including heavy patching, kerb and gutter repairs, road reseals, footpaths and cycleways

Undertake roadside vegetation management program including median maintenance, roadside mowing and slashing and tree maintenance

Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets (cont.)


5.2.1

Lead Responsibility



RMS Completed actions as scheduled in the Road Safety Action Plan

5.2.1.2


Country Energy, Service providers

Completed in accordance with the Street Lighting program

5.3.1

Lead Responsibility




5.3.1.1 (a)



5.3.1.2 (a)

5.3.1.2 (b)

5.3.1.2 (c)



Plan and implement traffic and road safety programs and activities addressing pedestrian, cyclist and vehicular needs

Undertake road safety education and awareness programs as scheduled in the Road Safety Action Plan


Install and maintain street lights in accordance with the street lighting program

Plan, investigate, design and construct open spaces and recreational facilities

Undertake design/preconstruction activities of open space, town centres and recreational assets including:

Lake Cathie Bonny Hills Regional Sporting Complex (Site 23) - $291,750

Parks Signage - Replacement of Ordinance and Hazard Awareness signs for Reserves - $18,000

Flynns Beach and Tacking Point Surf Clubs - Upgrade of Commercial Kitchens/Cafes to meet food health regulations (subject to lease being entered into) - $95,000

Undertake construction and upgrade activities of existing open spaces, town centres and recreational facilities including:

Undertake construction/delivery of open spaces, town centres and recreational assets including:

Port Macquarie Indoor Stadium, upgrade and extend - $5,000,000 (This activity is subject to grant funding receipt and may be subject to change)


5.3.1

Lead Responsibility


5.3.1.3 (a)

5.3.1.3 (b)

5.3.1.3 (c)



5.3.1.4 (a)

5.3.1.4 (b)

5.3.1.4 (c)

5.3.1.4 (d)

5.3.1.4 (e)

5.3.1.4 (f)

5.3.1.4 (g)

Cycleway Construction - Kooloonbung Creek shared Walkway/Cycleway Stage 2 - $220,000

Bartlett's Beach Reserve - Relocate picnic shelters/BBQ's as per Bonny Hill's Reserves Masterplan - $50,000

Amethyst Way - Playground Replacement at end of useful life - $40,000

Googik Track - Shared walkway/cycleway - Stage 2 - $125,000

Undertake design/construction/delivery of open spaces, town centres and recreational assets including:

Endeavour Park - Playground Replacement at end of useful life - $40,000

Plan, investigate, design and construct open spaces and recreational facilities (cont.)

Tacking Point Lighthouse Reserve - Implementation of Masterplan - $70,000

Fairmont Gardens - Subsurface drainage installation - $75,000

Flynns Beach Reserve - Replace treads and bearers on beach access steps - $100,000

Hudson Ave - Playground Replacement at end of useful life - $40,000

John Dick Reserve - Replacement of pathways/park furniture at end of useful life - $25,000


5.3.1

Lead Responsibility


5.3.1.4 (h)

5.3.1.4 (i)

5.3.1.4 (j)

5.3.1.4 (k)

5.3.1.4 (l)

5.3.1.4 (m)

5.3.1.4 (n)

5.3.1.4 (o)

5.3.1.4 (p)

5.3.1.4 (q)

5.3.1.4 (r)

5.3.1.4 (s)

5.3.1.4 (t)

Wauchope Town Centre works - $50,000

Plan, investigate, design and construct open spaces and recreational facilities (cont.)

Jonathon Dickson Reserve - Walkway through southern end - $20,000

Laurieton Town Centre works - $50,000

Ostler Park - Facilities Upgrade - $12,900

Oxide St Reserve - Pathway replacement at end of useful life - $20,000

Oxley Beach Reserve - Furnishings Replacement at end of useful life - $20,000

Oxley Oval - Refurbishment of Turf Wicket - $30,000

Westport Reserve - Boatramp Upgrade Stage 2 - $150,000

Westport Reserve - Replacement of Park Furniture at end of useful life - $30,000

Pilot Beach - Replacement of pathways/park furniture at end of useful life - $30,480

Rainbow Beach Reserve - Playground replacement at end of useful life - $60,000

Rainbow Beach Reserve - Reserve drainage modifications - $40,000

Skate Park, Wauchope - Replacement of Infrastructure at end of useful life - $122,507


5.3.2

Lead Responsibility


5.3.2.1 Recreation and Buildings

Volunteer groups, Community groups, Sporting groups

1. Works undertaken in accordance with Open Space Hierarchy and Maintenance Schedule 2. Works completed within operational budget


Fisheries, State Govt, Industry and Investment, other Govt agencies

Maintenance works completed in accordance with approved programs, and within operational budget


1. Maintenance completed in accordance with adopted schedules2. Maintenance undertaken in accordance with service standards


NSW Royal life saving

1. Undertake annual off season facility maintenance in accordance with approved program2. To oversee the management of Council's public aquatic facilities in accordance with leasee obligation checklist

5.4.1

Lead Responsibility


5.4.1.1 Strategic Land Use Planning

State/Federal Govts, community groups

Report to Council following community engagement regarding the Urban Growth Management Strategy (UGMS) review program by November 2014. Draft Strategy exhibited by June 2015

Plan settlements to accommodate a range of compatible land uses that meets projected population growth for new and existing developments

Undertake maintenance program for parks, reserves, sporting fields and beaches

Implement maintenance programs for boat ramps, wharves and jetties

Review the Port Macquarie-Hastings Urban Growth Management Strategy (UGMS)

Develop and implement programs for the annual maintenance and operations for open spaces and recreational facilities

Undertake scheduled and reactive maintenance programs of all Council owned and leased buildings

Provide, maintain and manage public aquatic facilities


5.4.1

Lead Responsibility



State/Federal Govts, Landowners, Business and community groups

Data provided to Department of Planning and Infrastructure and communicated to the Port Macquarie-Hastings community by 30 December 2014



Communication of proposed Port Macquarie-Hastings planning priorities to the NSW Department of Planning & Infrastructure by 30 December 2014



1. Report to Council regarding a planning proposal for stage 1 LEP and DCP amendments in accordance with adopted Sancrox Structure plan by December 20142. Exhibition of draft LEP, DCP and any planning agreements completed and reported to Council by 30 June 2015


State/Federal Govts, landowners, business and community groups

1. Draft planning proposal reported to Council by August 20142. Exhibition of draft LEP, DCP and any planning agreements completed and reported to Council by December 20143. LEP finalised by April 2015


1. Preliminary consultation with landowners and report to Council by August 20142. Exhibition of draft planning proposal and report to Council by December 2014 3. Finalise LEP by 28 February 2015

Check land development activity to ensure there is sufficient and suitable land for major development types for the future

Undertake community consultation and provide input to the state government review of the Mid North Coast Regional Strategy

Finalise structure plan and proceed with any proposed preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) provisions for the Greater Sancrox area

Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments for the South Lindfield urban release area

Plan settlements to accommodate a range of compatible land uses that meets projected population growth for new and existing developments (cont.)

Preparation of Local Environmental Plan (LEP) and Development Control Plan (DCP) amendments based on State approvals for development in Precinct C of the Lake Cathie/Bonny Hills Urban Release Area


5.4.2

Lead Responsibility




DCP provisions prepared and reported to Council for the North Oxley (east) neighbourhood by December 2014. DCP provisions adopted by 30 May 2015


State/Federal Govts, landowners, business and community groups

1. Draft LEP and DCP provisions reported to Council by July 20142. Finalisation of LEP and DCP amendments by June 2015

5.4.2.3


Preparation of report to Coucnil following exhibition of draft Plan by December 2014. Finalisation by 30 May 2015

5.4.3

Lead Responsibility




Staged LEP amendment completed and reported to Council by April 2015. LEP finalised by 30 June 2015



Staged DCP amendment completed and reported to Council by 30 April 2015

Undertake staged review of the Development Control Plan policy, having regard to relevant legislation including review of car parking provisions

Review the planning framework for decisions regarding land use and development


Review implementation and neighbourhood planning for Thrumster (Area 13) and amend the Local Environmental Plan (LEP) and Development Control Plan (DCP) accordingly

Review relevant development incentive opportunities for Port Macquarie CBD fringe

Preparation of an urban design study, including draft Local Environmental Plan (LEP)/Development Control Plan (DCP) recommendations, for the Gordon St (east)/Lord St/Town Beach Precinct, Port Macquarie

Undertake staged administrative reviews of Port Macquarie - Hastings Local Environmental Plan 2011

Review planning instruments and strategies to ensure currency and facilitate sustainable development outcomes whilst acknowledging the impact on community affordability


5.4.3

Lead Responsibility




Preparation of support studies and draft planning proposal by December 2014. Exhibition and review report to Council by April 2015. Finalise LEP by 30 June 2015


Report to Council regarding staged program of works to adapt to changes to NSW planning legislation by August 2014. Stage 1 review works by 30 June 2015


1. Consultation with landowners and investigations report to Council by December 20142. Draft Structure Plan reported to Council by 30 June 2015

5.5.1

Lead Responsibility




5.5.1.1 (a)

5.5.1.1 (b)

5.5.1.1 (c)

5.5.1.1 (d)

Undertake preconstruction/design activities for water supply assets including:

Plan, investigate, design and construct water supply assets

Future Designs - Water Supply - $100,000

Granite Street No.2 20ML Reservoir - Investigations and tender documentation for construction of additional 20ML reservoir for construction 2015-2017 - $500,000

Koree WPS No.1 Renewal - Koree No 1 Water Pumping station renewal - $500,000

O'Briens Dam Rehabilitation works - $100,000

Implement NSW Planning legislation reforms

Prepare a Structure Plan for the proposed Future Urban Release Area to the west of Wauchope

Review the planning framework for decisions regarding land use and development (cont.)

Undertake staged and prioritised site-specific amendments to Port Macquarie-Hastings Local Environmental Plan (LEP) 2011


5.5.1

Lead Responsibility


5.5.1.1 (e)

5.5.1.1 (f)

5.5.1.1 (g)



5.5.1.2 (a)

5.5.1.2 (b)



5.5.1.3 (a)

5.5.1.3 (b)

5.5.1.3 (c)

5.5.1.3 (d)

5.5.1.3 (e)

Undertake construction of water supply assets including:

Undertake construction/delivery of water supply assets including:

Rosewood Rd Chlorination Plant Replacement - Remedial works of chlorine dosing facility - $100,000

WTP - Wauchope augmentation - Additional treatment capacity at existing Wauchope WTP - $250,000

Southern Arm Trunk Main - Rolling program to construct southern arm trunkmain along Houston Mitchell Drive - $3,000,000

Renewals - Rolling program of renewal of existing live watermains - $800,000

Renewals - Rolling program of customer water meter renewals - $800,000

North Haven to Laurieton Trunkmain & Stingray bridge crossing - Construct rising main along Ocean Drive from North Haven - $470,000

Hastings District Telemetry - Augmentation of Works - $50,000

Installation of new water supply services to residential and business premises, to cater for new development - $400,000

Port Dam emergency booster water pumping station - $200,000

Plan, investigate, design and construct water supply assets (cont.)

Renewals - Rolling program of renewal of existing Water Pumping Stations - $300,000


5.5.1

Lead Responsibility


5.5.1.3 (f)

5.5.1.3 (g)

5.5.1.3 (h)

5.5.1.3 (i)

5.5.1.3 (j)



5.5.1.4 (a)

5.5.1.4 (b)

5.5.1.4 (c)

5.5.1.4 (d)

Undertake design/construction/delivery of water supply assets including:

Sancrox 20ML Reservoir - service the Sancrox & Area 13 industrial and residential development areas - $3,000,000

Sancrox Area 13 (Trunk Mains Various) - Sancrox Pacific Highway Interchange - $230,000

Water Quality Monitoring - Rolling program of Water quality monitoring assets - $100,000

Renewals and minor works - Rolling program of Asset Renewal - $750,000

Flowmeter Installations & Upgrading - $150,000

Port Dam 33kV Switchgear Upgrade - $300,000

Switchboard Replacement Program - Rolling program to Renew water supply SCA - $150,000

Plan, investigate, design and construct water supply assets (cont.)

Water Supply Technical Instruments - Rolling program to purchase technical instruments/equipment for Water Fund - $70,000

Wauchope Water Treatment Plant membrane replacement - Planned renewal of water filtration membranes - $300,000


5.5.2

Lead Responsibility


5.5.2.1 Water and Sewer External contractors

1. Plant breakdowns are attended to within 24 hours2. Plants are monitored continuously by electronic means

5.5.2.2 Water and Sewer External contractors

1. Plant breakdowns are attended to within 24 hours2. Plants are monitored continuously by electronic means

5.5.3

Lead Responsibility




5.5.3.1 (a)

5.5.3.1 (b)

5.5.3.1 (c)

5.5.3.1 (d)

5.5.3.2




Operate and maintain water treatment plants in accordance with adopted maintenance programs and scheme requirements

Develop and implement the annual maintenance and preventative works program for water assets

Undertake preconstruction/design activities for sewerage assets including:

Plan, investigate, design and construct sewerage assets

Operate and maintain sewerage treatment plants in accordance with environmental licences, adopted maintenance programs and scheme requirements

Undertake construction/delivery of sewerage assets including:

Camden Haven Sewerage Pump Station 22 Power Supply Upgrade - Power supply upgrade - $150,000

Future Designs - Sewerage Services - $100,000

Port Macquarie Reclaimed Water Treatment Plant upgrade for growth - $750,000

Upgrade Camden Haven Sewerage Treatment Plant Effluent Pump Station and Reticulation Main - $500,000


5.5.3

Lead Responsibility


5.5.3.3 (a)

5.5.3.3 (b)

5.5.3.3 (c)

5.5.3.3 (d)

5.5.3.3 (e)



5.5.3.4 (a)

5.5.3.4 (b)

5.5.3.4 (c)

5.5.3.4 (e)

5.5.3.4 (f)

5.5.3.4 (g)

5.5.3.4 (h)

Port Macquarie Sewerage Treatment Plant - Dewater effluent ponds 1 & 2 to comply with EPA commitments - $200,000

Electrical Sewerage Treatment Plant asset replacement - Rolling program of electrical asset replacement - $100,000

Mechanical STP Asset Replacement - Rolling program of mechanical asset replacement - $200,000

Odour Control Installations - $100,000

Undertake design/construction/delivery of sewerage assets including:

Sewer Pump Replacement Program - Rolling program of replacement of Older Pumps at Sewerage Pumping Stations - $200,000

Sewer Rehabilitation - Rolling program of renewal/rehabilitation of reticulation pipelines - $900,000

Sewer Relining Works - Programs to reline sewer pipelines - $200,000

Thrumster RW Interim supply Rising Main to Thrumster Reservoir - $500,000

Purchase of trailer mounted 400KVa genset - $110,000

Camden Haven upgrade and upsize mains and pump stations - $720,000

Plan, investigate, design and construct sewerage assets (cont.)

Minor Extensions - Non programmed works that require the extension of the Sewer System to serve rated properties - $250,000

Replacement of Sewer SCADA application and computer hardware including PLCs at STPs where required - $327,000


5.5.3

Lead Responsibility


5.5.3.4 (i)

5.5.3.4 (j)

5.5.3.4 (k)

5.5.4

Lead Responsibility


5.5.4.1

5.5.5

Lead Responsibility


5.5.5.1

5.5.5.2



Develop and implement the annual maintenance and preventative works program for sewerage assets

Deliver water and sewerage supply services to ensure public health and safety and environmental protection

Switchboard replacement program - Rolling program of replacement of older electrical switchboards at sewer pump stations - $150,000

Technical Instruments - Rolling program of purchases of Technical Instruments/Equipment - $10,000


Small Towns Sewerage Program - Provision of centralised sewerage systems for Council's village areas - $4,900,000

Plan, investigate, design and construct sewerage assets (cont.)


5.5.5

Lead Responsibility


5.5.5.3 Water and Sewer 1. Main breaks are attended to immediately, residents are notified of potential interruptions, call centre notified if required2. 100% of complaints/requests reported as CRM's and dealt with in accordance with the adopted service standard3. Pumping stations and reservoir levels monitored electronically 100% of the time4. For interruptions to service delivery, residents and call centre are notified during next available working hours

5.5.5.4 Water and Sewer 1. Monitoring of seepage from dam structure and pore pressures within dam wall recorded as per ANCOLD recommendations. All readings compiled in graphical form2. Inspections undertaken on dam structures in accordance with ANCOLD recommendations3. Dam safety emergency plan updated annually, annual high accuracy surveys undertaken on dam walls to determine movement

Operate the water supply network to ensure public health and safety

Maintain and operate storage dams in accordance with Australian National Committee On Large Dams (ANCOLD) guidelines

Deliver water and sewerage supply services to ensure public health and safety and environmental protection (cont.)


5.5.5

Lead Responsibility


5.5.5.5 Water and Sewer 1. Nil reportable incidents relating to the operation of the sewerage network2. 100% of complaints/requests reported as CRM's and dealt with in accordance with the adopted service standard3. Pumping stations monitored electronically 100% of the time4. 100% of industrial discharges to sewer meets conditions of trade waste policy

5.5.6

Lead Responsibility




5.5.6.1 (a)

5.5.6.2




Undertake construction/delivery of stormwater assets including:

Undertake preconstruction/design activities for stormwater assets including:

Plan investigate, design and construct stormwater assets

Stormwater remediation designs - $10,000

Operate the sewerage network to ensure service delivery meets public health and safety requirements

Deliver water and sewerage supply services to ensure public health and safety and environmental protection (cont.)


5.5.6

Lead Responsibility


5.5.6.3 (a)

5.5.6.3 (b)



5.5.6.4 (a)

5.5.7

Lead Responsibility



1. Maintenance works completed in accordance with the approved program budgets

2. Maintenance works completed in accordance with the approved program timeframes

Undertake stormwater maintenance and repairs program including inspections, cleaning and clearing and minor drainage remediation/improvements

Develop and implement the annual maintenance and preventative works program for stormwater assets

Undertake design/construction/edlivery of stormwater assets including:

Stormwater Remediation - Batar Creek Road System Kendall Stage 2 - Stormwater Drainage Remediation works to catchment - $90,000

Stormwater Remediation - Continuation of remediation at Skyline Terrace/Ocean Drive Bonny Hills - $45,000

Stormwater remediation works - $50,000

Plan investigate, design and construct stormwater assets (cont.)

Draft one year operational plan 2014 2015

Documents

Transcript of Draft one year operational plan 2014 2015