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FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page (i)
TABLE OF CONTENTS
Item Subject Page No
1 Attendance ................................................................................................................. 2
2 Apologies ................................................................................................................... 2
3 Confirmation Of Minutes .......................................................................................... 2
4 Declaration of Interests.............................................................................................. 2
5 Reports ....................................................................................................................... 2
5.1 Investments as at 30 April 2015 ............................................................... 3
5.2 Draft Operational Plan 2015/2016 ........................................................ 10
5.3 Compliance Report - Roads to Recovery Program ................................ 11
5.4 Motor Vehicle Claims Report ................................................................. 13
5.5 Quarterly Budget Review Statement ....................................................... 14
6 Closure of Finance and Performance Committee Meeting ..................................... 15
7 Attachments ............................................................................................................. 16
5.2 Draft Operational Plan 2015/2016 ........................................................ 17
1 Draft Operational Plan 2015/2016 ................................................. 17
5.5 Quarterly Budget Review Statement ..................................................... 109
1 Quarterly Budget Review Including Responsible Accounting Officer's Report ............................................................................ 109
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 2
1 ATTENDANCE
2 APOLOGIES
3 CONFIRMATION OF MINUTES
COMMITTEE RECOMMENDATION
THAT: The Minutes of the Finance and Performance Committee held on 15 April 2015 be received and confirmed as a true record of proceedings.
4 DECLARATION OF INTERESTS
5 REPORTS
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 3
5.1 INVESTMENTS AS AT 30 APRIL 2015
File No: S15/72
Responsible Officer: Gary Goodman - Chief Financial Officer
Date of Preparation: 7 May 2015
EXECUTIVE SUMMARY
To report the balance of investments held as at 30 April 2015.
Report
The investment returns for April 2015 exceeded the respective benchmarks for the month. Included in this report are the following items that highlight Council’s investment portfolio performance for the month to 30 April 2015 and an update of the investment environment:
a) Council’s investments as at 30 April 2015
b) Application of Investment Funds
c) Investment Portfolio Performance
d) Investment Commentary
Financial Impact
The actual interest income for the month of April 2015 is $158,670.00.
Policy Impact
The Investment Policy and Strategy has been drafted and is being reviewed by the Chief Financial Officer and Deputy General Manager.
FINANC
CE AND PERRFORMANCE
INT
E COMMITT
TEREST EARN
EE MEETIN
Page 4
NED COMPAR
G
RED TO BUDDGET
20 MMAY 2015
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 5
a) Council Investments as at 30 April 2015
Inv Name Rating Amount
Monthly
Net Return
Monthly Net
Return
Annualised Maturity Date
Investment
Date
Term
(months)
Cash Funds
Colonial First State AA $2,547,929 0.18% 2.20% 0
Commonwealth Bank AA $4,750,000 0.18% 2.20% 0
Total $7,297,929 0.18% 2.20%
Transferable Certificate Of Deposit(TCD)
Bank of China(90days BBSW A $1,000,000 0.29% 3.51% 09/04/2018 09/04/2015 36
Term Deposits
ME Bank A2 $1,000,000 0.29% 3.50% 05‐May‐15 06‐Aug‐14 9
Commonwealth Bank AA $1,950,000 0.30% 3.60% 08‐May‐15 09‐May‐14 12
Bendigo Bank A $2,000,000 0.31% 3.70% 16‐Jun‐15 03‐Jun‐14 12
Bendigo Bank A $2,000,000 0.31% 3.72% 23‐Jun‐15 05‐Jun‐14 12
IMB A $1,000,000 0.29% 3.43% 07‐Jul‐15 06‐Jan‐15 6
ME Bank A2 $2,000,000 0.31% 3.71% 14‐Jul‐15 13‐Jun‐14 12
ME Bank A2 $1,000,000 0.24% 2.90% 21‐Jul‐15 17‐Apr‐15 3
IMB A $2,000,000 0.28% 3.40% 28‐Jul‐15 27‐Jan‐15 6
Bank of Queensland A $1,000,000 0.26% 3.06% 04‐Aug‐15 03‐Mar‐15 6
National Australia Bank AA $2,000,000 0.35% 4.15% 13‐Aug‐15 13‐Aug‐13 24
ING Bank A $2,000,000 0.30% 3.55% 08‐Sep‐15 28‐Aug‐14 12
Bank of Queensland A $2,000,000 0.29% 3.50% 15‐Sep‐15 02‐Sep‐14 12
National Australia Bank AA $2,000,000 0.32% 3.80% 22‐Sep‐15 24‐Mar‐14 18
Bank of Queensland A $2,000,000 0.29% 3.50% 29‐Sep‐15 19‐Sep‐14 12
Credit Union Australia A $2,000,000 0.30% 3.60% 13‐Oct‐15 09‐Oct‐14 12
National Australia Bank AA $1,000,000 0.29% 3.52% 20‐Oct‐15 21‐Oct‐14 12
National Australia Bank AA $3,000,000 0.29% 3.53% 26‐Nov‐15 26‐Nov‐14 12
IMB A $2,000,000 0.29% 3.50% 02‐Dec‐15 02‐Dec‐14 12
Westpac Bank AA $4,000,000 0.35% 4.15% 29‐Dec‐15 29‐Oct‐13 26
AMP Bank A $2,000,000 0.28% 3.30% 26‐Feb‐16 10‐Feb‐15 12
Rabobank Aust AA $2,000,000 0.29% 3.50% 08‐Mar‐16 29‐Aug‐14 18
ME Bank A2 $1,000,000 0.24% 2.90% 15‐Mar‐16 17‐Mar‐15 12
Commonwealth Bank AA $1,000,000 0.38% 4.50% 09‐May‐16 10‐May‐13 36
National Australia Bank AA $2,000,000 0.33% 3.91% 17‐May‐16 14‐May‐14 24
AMP Bank A $1,000,000 0.28% 3.30% 09‐Aug‐16 11‐Feb‐15 18
Westpac Bank AA $2,000,000 0.34% 4.12% 19‐Sep‐16 19‐Sep‐13 36
Total $46,950,000 0.30% 3.59%
Total Investments $55,247,929 0.28% 3.34%
Benchmark : 30 day Bank Bill Index 0.18%
Benchmark : Bloomberg Bank Bill Index 2.18%
Commonwealth Bank Balance $1,179,790
TOTAL INVESTMENTS AND CASH $56,427,719
FINANC
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Page 6
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FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 9
Certification of Responsible Accounting Officer
I hereby certify that the investments listed in the attached report have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government Regulations 2005 and Council’s Investment Policy. Gary Goodman Chief Financial Officer
RECOMMENDATION
THAT: The report be received and noted.
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 10
5.2 DRAFT OPERATIONAL PLAN 2015/2016
File No: 09/206
Attachments: Draft Operational Plan 2015/2016
Responsible Officer: Ms Lorraine Cullinane - Deputy General Manager
Date of Preparation: 12 May 2015
EXECUTIVE SUMMARY
The Draft Operational Plan for 2015/2016 has been completed and is referred for Council’s consideration and public exhibition.
Report
Following consideration by Council the Draft Operational Plan for 2015/2016 will be placed on public exhibition for a period of 28 days. The Draft Operational Plan will be resubmitted to Council in June, together with the details of any submissions received, for further consideration and adoption.
RECOMMENDATION
THAT: The 2015/2016 Draft Operational Plan be placed on public exhibition for a period of 28 days.
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 11
5.3 COMPLIANCE REPORT - ROADS TO RECOVERY PROGRAM
File No: 10/39
Responsible Officer: Ms Lorraine Cullinane - Deputy General Manager
Date of Preparation: 13 May 2015
EXECUTIVE SUMMARY
This report details the result of an Infrastructure Investment Assurance and Compliance Assessment completed in respect of the Roads to Recovery Program. The Assessment was undertaken by Deloitte Touche Tohmatsu on behalf of the Department of Infrastructure and Regional Development.
Report
Council participates in the Roads to Recovery Program, administered by the Department of Infrastructure and Regional Development. The Program is administered over a five-year period. Council was chosen to participate in an independent Assessment of its compliance with the terms and conditions of the 2009/2010 – 2013/2014 Program. In May 2014 Deloitte’s undertook a site visit to review Council’s records and interview staff from the Finance and the Assets Section. Council was assessed against the following five key categories:
Adequacy and accuracy of the financial and management systems used by the Council
Delivery of Projects
Council’s knowledge of Program Guidelines
Stakeholders
Benefit Realisation Council received the draft report of the Assessment on 5 May 2015 for management comment prior to the final report being issued by the Department. The overall conclusion against the assessment objectives concluded that:
Council’s financial system for capturing costs related to the Roads to Recovery projects is adequate and the expenditure forecasts are extremely accurate.
Council sources contractors from a SSROC panel of suppliers for the supply and lay asphalt. As part of the SSROC agreement contractors are required to meet defined quality standards and demonstrate their levels of expertise and capacity to meet the contract based on past performance. The Council’s contract management practices in place to oversee the
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 12
contractors appear to be extremely robust. Projects have come within budget, to the set timeframes and no evidence was found to suggest projects were not completed to the agreed scope and quality.
The Council’s method of procurement demonstrates value for money for the Commonwealth and requires that contractors demonstrate their compliance to relevant legislation.
Conclusion
The outcome of the Assessment demonstrates Council’s achievements of the following key areas of our ‘Responsible Governance’ contained within our Community Strategic Plan: 2.20 Sound financial management and business practices
2.30 Ensure the implementation of a robust governance framework based upon the
principles of accountability, openness and transparency, integrity, ethics, responsibility, efficiency and leadership
RECOMMENDATION
THAT: The Report be received and noted.
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 13
5.4 MOTOR VEHICLE CLAIMS REPORT
File No: 10/13
Responsible Officer: Ms Lorraine Cullinane - Deputy General Manager
Date of Preparation: 13 May 2015
EXECUTIVE SUMMARY
This report details the benchmarking of Council’s motor vehicle claims history against member councils of United Independent Pools.
Report
The motor vehicle insurer to United Independent Pools, Vero Commercial Motor, has provided member councils with an analysis of claims history for 2013/2014 and the current half year to 30 April 2015. The report shows that Botany Bay City Council had the lowest number of claims during 2013/2014 among the nineteen (19) members of the Pool. The total number of claims for the period totalled 571, with the lowest number of claims being 2 (Botany Bay) and the highest being 66 claims. For the six months ending 30 April 2015, Botany Bay City Council once again recorded the lowest number of claims (1) out of a total number of 279 claims.
Conclusion
The analysis of UIP motor vehicle claims history of member councils demonstrates Botany Bay City Council’s commitment to risk management and safe driving practices.
RECOMMENDATION
THAT: The report be received and noted.
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 14
5.5 QUARTERLY BUDGET REVIEW STATEMENT
File No: 11/143
Attachments: Quarterly Budget Review Including Responsible Accounting Officer's Report
Responsible Officer: Ms Lorraine Cullinane - Deputy General Manager
Date of Preparation: 14 May 2015
EXECUTIVE SUMMARY
The Local Government (General) Regulation 2005 requires Council to review its budget on a quarterly basis. The review for the third quarter of 2014/2015 has been completed and is referred for the information of the Council.
Report
The Quarterly Budget Review Statement (QBRS) has been completed with no overall change to the Council’s projected operating surplus for 2014/2015. As at 31 March 2015, Council’s financial position is considered adequate and the budget review procedures are operating satisfactorily. A copy of the QBRS is attached.
RECOMMENDATION
THAT: The Quarterly Budget Review Statement for the period ending 31 March 2015 be received.
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 15
6 CLOSURE OF FINANCE AND PERFORMANCE COMMITTEE MEETING
FINANCE AND PERFORMANCE COMMITTEE MEETING 20 MAY 2015
Page 16
7 ATTACHMENTS
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
5.2 - DRAFT OPERATIONAL PLAN 2015/2016 DRAFT OPERATIONAL PLAN 2015/2016
Page 17
CITY OF BOTANY BAY
Our Community – Our Plan
Operational Plan 2015-2016
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 18
Index Page Council Page 3
Organisational Structure Page 5
Our values Page 6
Our Delivery Program and Operational Plan Page 7
An Inclusive Community Page 10
A Liveable City Page 34
A City of Natural Beauty Page 46
A Place to be Proud of Page 57
A City Built on Trust and Community Engagement Page 66
Funding our services and projects Page 81
Statement of Revenue Policy Page 82
Fees and Charges Page 87
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 19
COUNCIL The Council of the City of Botany Bay comprises seven elected representatives:
His Worship the Mayor, Cr Ben Keneally
Deputy Mayor, Cr George Glinatsis
Cr Mark Castle
Cr Christina Curry
Cr Stan Kondilios
Cr Greg Mitchell
Cr Brian Troy The Mayor and Councillors are elected to office every four years. The current Council was elected in September 2012 for the term ending in September 2016. The Mayor’s role is to exercise, in cases of necessity, the policy‐making functions of the governing body of the Council between meetings of the Council; to exercise such functions of the Council as the Council determines, to preside at meetings of the Council, to carry out the civic and ceremonial functions of the Mayoral office.
Council and Committee meetings The role of Council is leadership and policy determination. Council meets on at least ten occasions each year, usually on the fourth Wednesday of the month at 7.00pm. Standing Committees generally meet on the first and third Wednesday of the month at 6.30pm. Meetings are held in the Council Chambers and Committee Rooms at the Botany Town Hall on Edward Street in Botany. To enhance the community’s opportunity to see and hear the deliberations at Council and Committee Meetings, proceedings are broadcast live on the internet. To view proceedings just click on the icon on Council’s Web Site at www.botanybay.nsw.gov.au. Council has adopted a number of policies and codes such as the Code of Meeting Practice and Code of Conduct to guide the behaviour and conduct of elected representatives and Council officers. These documents ensure the highest standards of probity, transparency and accountability are adhered to at all times.
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 20
Council’s schedule of committee meetings is as follows: Standing Committees
Policy and Priorities
Development
City Services
Community Engagement
Finance & Performance
Sub Committees
Local Traffic Advisory Committees
Access
Botany Historical Trust
Recreation
Senior Citizens
The Council Administration The General Manager is responsible for the day‐to‐day management of the Council. The role of the General Manager is outlined in the Local Government Act as being responsible for the efficient and effective operation of the Council’s organisation and for ensuring the implementation, without delay, of decisions of the Council.
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 21
ORGANISATIONAL STRUCTURE
COMMUNITY
STANDING
COMMITTEES ADVISORY
COMMITTEES HIS WORSHIP THE MAYOR
AND COUNCIL
DEPUTY GENERAL MANAGER /
DIRECTOR CORPORATE &
COMMUNITY SERVICES
DIRECTOR CITY
INFRASTRUCTURE
DIRECTOR CITY PLANNING &
ENVIRONMENT
COUNCILLOR SUPPORT
SPECIAL PROJECTS EXECUTIVE SERVICES
MAYOR’S OFFICE
GENERAL MANAGER
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 22
OUR VALUES Leadership We are inspired by a shared vision, lead by example and encourage and support others to do the same Collaboration We are committed to working collaboratively across the whole organisation for the common good of the Council and the community we serve Customer Service We are committed to understanding and responding to customers’ needs Accountability We hold ourselves accountable for our actions, celebrate our success and learn from our mistakes Integrity We are committed to acting ethically, fairly, selflessly, impartially, honestly and with Integrity in everything we do Communication We are committed to communicating openly, transparently and clearly
Excellence
We will strive for excellence in all that we do Innovation We value innovation, initiative, resourcefulness and creativity Respect We respect our differences, celebrate our similarities and treat everyone with courtesy
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 23
OUR OPERATIONAL PLAN Our Delivery Program and Operational Plan is part of our suite of integrated planning and reporting documents. It complements our Community Strategic Plan and provides
the community with greater details about the actions we will be undertaking over the next four years to achieve our theme goals and our vision of the City of Botany Bay as
being a great place to live and work.
Our five main themes are: ‐
An inclusive community
A liveable city
A city of natural beauty
A place to be proud of
A city built on trust and community engagement
Within each of our themes are the actions we will undertake as part of our ongoing services to our community, as well as those specific tasks and projects we intend to
undertake over the next 12 months.
Within each of our themes are the actions we will undertake as part of our ongoing services to our community, as well as those specific tasks and projects we intend to
undertake over the next 12 months.
Our key projects for 2015/2016 include: ‐
Continued strong focus on supporting the delivery of high quality customer service
Enhanced on‐line services
Implementation of new green waste service
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 24
An additional $1,250,00 for the further implementation of the Street Tree Master Plan
Extension of Mascot Child Care Centre to cater for children 0‐2 years of age
Design and construct new community facilities
Construction of club facilities and public amenities for use by sporting groups
Skate Park
Additional off leash dog facilities
Additional basketball and fitness stations in local parks
Upgrades to playground facilities in local parks including the addition of shade structures
Local shopping centre upgrades
Road resheeting and maintenance works
Drainage and kerb and gutter upgrades
Footpath maintenance and pram ramp construction to improve accessibility
New bus shelter sheds
Cycleway extensions
Completion of a Public Transport Assessment Study
Provision of additional car parking in key locations
Commuter Car Park
An annual community events program to provide enhanced opportunities for community connectedness and to inspire a stronger sense of community
The refurbishment of our Central Library at Eastgardens
Community facility upgrades to improve accessibility, enhance functionality and ensure longevity
Parks and Reserves improvements and upgrades
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 25
We will regularly provide Council and the community on our progress in undertaking our standard or ongoing activities, as well the specific tasks and projects earmarked
for 2015/2016, through regular reporting through Standing Committees. Reporting will include benchmarking against Council’s current service delivery standards and
industry standards and, where appropriate, against target timeframes and dates. We will also formally provide a statutory six monthly report to Council covering all
activities under the Plan.
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 26
AN INCLUSIVE COMMUNITY GOAL A culturally diverse and cohesive community based on tolerance, understanding and respect and supports and encourages all community
members to fully participate in community life. Key Themes Opportunities to participate in community life A community where cultural diversity is valued, celebrated and respected A community that values and celebrates its history A cohesive community operating for the good of all members A strong sense of community through community events program A safe community A healthy active community Valuing life‐long learning Opportunities to participate in community life
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
4.10 Ensure all community members have fair and equitable access to
4.11 Apply social justice principles to all programs, services and activities
Corporate & Community Services
Community consultation and feedback
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 27
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
programs, services and activities
4.12 Monitor changes in the demographics of the City and maintain up‐to‐date information on our community to support planning and program development
Corporate & Community Services
Ongoing
4.13 Collaborate with government agencies and local service providers to identify gaps in service deliveries
Corporate & Community Services
Ongoing
4.14 Introduce and host six monthly interagency meetings of organisations providing services n the City of Botany Bay
Corporate & Community Services
Ongoing
4.20 Identify and implement strategies to reduce barriers to participation
4.21 Progress items identified under the Disability Action Plan
Corporate & Community Services
Complete Draft Disability Inclusion Plan December 2015
4.22 Identify priorities for key documents to be made available in community languages and/or alternative formats
Corporate & Community Services
Ongoing
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 28
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
4.23 Prepare and produce key documents in alternative formats
Corporate & Community Services
Ongoing
4.24 Progress strategies for an ageing population through Council’s Ageing Strategic Plan
Corporate & Community Services
Ongoing
4.25 Monitor and respond to issues as they arise
Corporate & Community Services
Ongoing
4.30 Develop the capacity of local community groups and organizations to provide best practice community programs
4.31 Assist local groups in the promotion of their services and activities
Corporate & Community Services
Ongoing
4.32 Support community groups through participation on management committees
Corporate & Community Services
Ongoing
4.33 Provide support and in‐kind assistance
Corporate & Community Services
Ongoing
4.34 Maintain a community grants program
Corporate & Community Services
Ongoing
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 29
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
4.40 Provide programs, services and activities for residents of all ages and abilities
4.41 Continue to provide a wide range of equitable, affordable and licensed / accredited services, programs and activities and to meet the needs of men, women, children, youth, families, Aboriginal and Torres Strait Islander, CALD and People with a Disability
Corporate & Community Services
Ongoing
4.50 Ensure all community members are afforded the opportunity to fully participate in community life
4.51 Investigate options to enhance the marketing and promotion of Council activities, services and programs
Corporate & Community Services
Ongoing
4.52 Review and develop business plans for all key facilities and programs to ensure affordability as well as long term financial sustainability
Corporate & Community Services
Ongoing
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 30
A community where cultural diversity is valued, celebrated and respected
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
5.10 Acknowledge and celebrate our cultural heritage, including our Indigenous and multicultural heritage
5.11 Identify key indigenous and multicultural leaders and groups to facilitate greater community engagement
Corporate & Community Services
Completed 2014/2015
5.12 Develop strategic partnerships with indigenous and multicultural groups
Corporate & Community Services
Ongoing
5.20 Encourage tolerance, understanding and respect through a better‐informed community
5.21 Improved access to information
Corporate & Community Services
New Website launched 2014/2015.
Ongoing
5.22 Encourage participation in National Days of significance
Corporate & Community Services
National Days of Significance Register established 2014/2015.
Ongoing
5.30 Develop strategies to provide an increased opportunity for communities to mix together, build trust
5.31 Support programs within the community that celebrate our culturally diverse community
Corporate & Community Services
Ongoing
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 31
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
and understanding and enhance social cohesion
5.32 Promote interaction between different groups in the community
Corporate & Community Services
Ongoing
5.33 Host, participate in and promote National Days of significance
Corporate & Community Services
Ongoing
5.40 Facilitate residents to become Australian citizens
5.41 Conduct Citizenship Ceremonies
Corporate & Community Services
Ongoing
5.50 Foster international relationships that provide opportunities for sharing of cultural knowledge and experience
5.51 Maintain a Sister City relationship
Corporate & Community Services
Ongoing
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Page 32
A community that values and celebrates its history
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
6.10 Document and preserve our City’s history and heritage for current and future generations
6.11 Maintain a Heritage Register
Corporate & Community Services
Ongoing
6.12 Maintain and develop the City’s archives and acquisitions
Corporate & Community Services
Ongoing
6.13 Complete local history research projects
Corporate & Community Services
Ongoing
6.14 Facilitate the documenting of the City’s history through ‘Mornings at the Museum’
Corporate & Community Services
Ongoing
6.15 Maintain a record of items and records held by the Botany Historical Trust on behalf of the Council
Corporate & Community Services
Ongoing
6.20 Encourage a greater understanding among the community of our history and heritage
6.21 Provide local studies services
Corporate & Community Services
Ongoing
6.22 Establish an Aboriginal Advisory Group
Corporate & Community Services
Established May 2015
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
6.23 Provide support and assistance to the Botany Historical Trust
Corporate & Community Services
Ongoing
6.30 Promote and celebrate our history and heritage
6.31 Celebrate History Week Corporate & Community Services
May 2016
6.32 Celebrate NAIDOC Week Corporate & Community Services
July 2015
6.33 Prepare and promote exhibitions at the George Hanna Memorial Museum
Corporate & Community Services
Ongoing
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A cohesive community operating for the good of all members
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.10 Encourage community involvement in decision‐making
7.11 Maintain Advisory Committees – Seniors, Access, Historical Trust and Aboriginal and Torres Strait Islander Committee
Corporate & Community Services
Ongoing
7.12 Investigate and report on opportunities to establish Advisory Committees in the areas of youth and cultural diversity
Corporate & Community Services
June 2016
7.13 Encourage community involvement in services and activities ‐ Maintain a community grants program
Corporate & Community Services
Ongoing
7.14 Develop a Volunteer Program
Corporate & Community Services
December 2015
7.15 Identify and promote volunteering opportunities
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.16 Recognise and celebrate the achievement of individuals and groups who have made a significant contribution to their community
Corporate & Community Services
Ongoing
7.17 Develop a community recognition strategy
Corporate & Community Services
December 2015
7.18 Promote the achievements of others through media and Council publication opportunities
Corporate & Community Services
Ongoing
7.19 Host community recognition events
Corporate & Community Services
Ongoing
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A strong sense of community through community events program
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.20 Increase community connectedness and strengthen cohesiveness through holding community events
7.21 Develop and administer an annual community events program
Corporate & Community Services
Ongoing
A safe community
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.30 A community where members have the opportunity to safely participate community life
7.31 Maintain clean and attractive public spaces
City Infrastructure Ongoing
7.32 Support programs that aim to reduce anti‐social behaviour
Corporate / City Planning & Environment
Ongoing
7.33 Safe and continuous paths of travel
City Planning & Environment
PAMP – December 2015
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.34 Improved street lighting and lighting in public spaces
City Infrastructure Ongoing
7.35 Raise awareness of need to ensure personal safety and encourage greater responsibility for personal behaviour
Corporate & Community Services
Ongoing
7.36 Manage, enforce and investigate the need for additional Alcohol Free Zones
City Planning & Environment
Ongoing
7.37 Advocate for the adequate emergency services (Police, Ambulance, Fire, SES) as the population increases
City Infrastructure Ongoing
7.38 Develop strategies to instil a greater community pride and respect for each other, community assets and personal property
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.39 Maintain a strong commitment to WHS and risk management in carrying out works in the community
Corporate & Community Services
Ongoing
7.40 Ensure the design of public spaces, community facilities and major developments incorporate safer by design principles
7.41 Refer appropriate development applications to the local Police Crime Prevention Officer
City Planning & Environment
Ongoing
7.42 Incorporate safer by design principles in capital works programs
City Planning & Environment
Ongoing
7.50 Promote water safety 7.51 Undertake swimming pool inspections
City Planning & Environment
Ongoing
7.52 Undertake community education
City Infrastructure Ongoing
7.53 Provide Learn to Swim classes
City Infrastructure Ongoing
7.60 To increase perceptions of the City of Botany Bay being a safe place to live, work or visit
7.61 Develop and maintain key partnerships to reduce crime and improve community safety
Corporate & Community Services / City Infrastructure
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.62 Community education Corporate & Community
Services / City Infrastructure
Ongoing
7.63 Monitor crime statistics Corporate & Community Services / City Infrastructure
Ongoing
7.64 Participate in NSW Police Community Committee
Corporate & Community Services / City Infrastructure
Ongoing
7.65 Develop a Community Safety Plan / Crime Prevention Plan
Corporate & Community Services / City Infrastructure
December 2015
7.70 Encourage responsible pet ownership
7.71 Enforce the Companion Animals Act
City Planning & Environment
Ongoing
7.72 Monitor and respond to enquiries and complaints about companion animals
City Planning & Environment
Ongoing
7.73 Monitor and respond to enquiries and complaints relating to dog attacks
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.74 Undertake community education about responsible pet ownership
City Planning & Environment
Ongoing
7.75 Manage off‐leash dog areas City Infrastructure Ongoing
7.76 Investigate the need for additional off‐leash areas
City Infrastructure Ongoing
7.80 Safer streets 7.81 Undertake traffic analysis City Infrastructure Ongoing
7.82 Administer the Local Traffic Committee
City Infrastructure Ongoing
7.83 Undertake parking enforcement
City Planning & Environment
Ongoing
7.84 Undertake community education
City Planning & Environment
Ongoing
7.86 Engage with local Police and RMS
City Infrastructure Ongoing
7.90 Empower through community education
7.91 Provide education sessions to promote safe driving
Corporate & Community Services / City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
7.92 Provide education sessions to promote safety in the home
Corporate & Community Services
Ongoing
7.93 Provide education sessions to promote safety in community life
Corporate & Community Services
Ongoing
7.94 Provide information to the community on a range of safety issues
Corporate & Community Services
Ongoing
8.10 Ensure the City is well prepared in the event of a disaster occurring
8.11 Work with other agencies on local emergency management
City Infrastructure Ongoing
8.12 Provide support to the Randwick Botany SES
City Infrastructure Ongoing
8.13 Provide emergency call out services for flooding, street tree issues, pollution and spills control
City Infrastructure Ongoing
8.14 Administer responsibilities for the Local Emergency Management Committee
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
8.20 Safe infrastructure and facilities
8.21 Ensure community infrastructure is safe for community use
City Infrastructure Ongoing
8.22 Undertake independent audits of playground facilities in parks and reserves
City Infrastructure Ongoing
8.23 Participate in Royal Life Saving Audit at Botany Aquatic Centre
City Infrastructure Ongoing
A healthy active community
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
9.10 Provide a diverse range of well‐maintained and affordable sporting, recreational and meeting place facilities that meet, and continue to meet, community needs
9.11 Undertake a recreational needs analysis
City Infrastructure December 2015
9.12 Develop a Recreational Strategic Plan on outcomes of Recreational Needs Analysis.
City Infrastructure June 2016
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
9.13 Review Plans of
Management in line with outcomes of Recreational Strategic Plan
City Infrastructure June 2016
9.14 Investigate partnerships and funding opportunities to assist in maintaining, upgrading and developing of new recreational facilities and meeting places for the community
City Infrastructure Ongoing
9.15 Maintain a Recreation Committee
City Infrastructure Ongoing
9.16 Undertake Facilities Management Plan ‐ Investigate opportunities for the sharing of community facilities, such as senior’s centres, to meet the needs of the wider community
Corporate & Community Services
June 2016
9.20 Encourage the community to access and participate in a wide range of activities and services to promote good health and wellbeing
9.21 Support existing local sporting and recreation groups to provide services and activities for the community
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
9.22 Promote sporting and
recreational facilities to the community
Corporate & Community Services / City Infrastructure
Ongoing
9.23 Develop partnerships with health agencies and service providers to improve access to health and medical services, including mental health support, aged care services and family support
Corporate & Community Services
Ongoing
9.24 Information sharing and dissemination
Corporate & Community Services
Ongoing
9.30 Increase community health through promotion of healthy lifestyles and disease prevention
9.31 Partner with local health agencies to deliver information sessions promoting healthy lifestyles and disease prevention
Corporate & Community Services
Ongoing
9.32 Investigate further opportunities to partner with health agencies to deliver programs, services and activities to promote healthy lifestyles and disease prevention
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
9.33 Provide children’s immunisation clinics
City Planning & Environment
Ongoing
9.40 The availability of appropriate, affordable and accessible health services for the community
9.41 Advocate for improved access to appropriate, affordable and accessible health services for the community
City Planning & Environment
Ongoing
9.50 Reduce the likelihood of illness caused by unsafe food and food practices
9.51 Conduct inspections of food outlets in the City
City Planning & Environment
Ongoing
9.52 Administer the Scores on Doors Program
City Planning & Environment
Ongoing
9.53 Respond to complaints and concerns raised by the community
City Planning & Environment
Ongoing
9.54 Provide information to the community about safe food practices
City Planning & Environment
Ongoing
9.60 Reduce the likelihood of illness and disease caused by environmental factors
9.61 Conduct regulatory inspections as required such as cooling towers/warm water systems, skin penetration clinics etc
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
9.62 Monitor air and noise pollution
City Planning & Environment
Ongoing
9.63 Participate in Mayoral Aviation Council and other forums with the aim of reducing the impact of aircraft noise
General Manager’s Office
Ongoing
9.64 Respond to complaints and concerns as required
City Planning & Environment
Ongoing
9.70 Ensure compliance with fire safety and health standards
9.71 Maintain a register of annual fire safety certificates
City Planning & Environment
Ongoing
9.72 Ensure compliance with fire safety standards
City Planning & Environment
Ongoing
9.73 Instigate enforcement proceedings as required
City Planning & Environment
Ongoing
9.74 Ensure compliance with health and safety requirements for places of shared accommodation
City Planning & Environment
Ongoing
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Valuing life‐long learning
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
10.10 Ensure a well‐resourced library service to meet the current, and future, social, recreational and educational needs of the community
10.11 Provide library services at the Central Library at Eastgardens and the Branch Library at Mascot
Corporate & Community Services
Ongoing
10.12 Provide a Home Library Service for housebound residents and their carers
Corporate & Community Services
Ongoing
10.13 Develop and maintain partnerships and shared services with others ‐ Swift Consortium; SSROC Library Manager’s Group, State Library of NSW
Corporate & Community Services
Ongoing
10.14 Manage library collections to meet the needs of the community within policy and budget allocations
Corporate & Community Services
Ongoing
10.15 Provide information, educational and recreational activities and programs to reach a broad range of members
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
10.16 Provide and develop a range of on‐line library resources
Corporate & Community Services
Ongoing
10.18 Maintain Library information on Council’s Webpage
Corporate & Community Services
Ongoing
10.19 Benchmark the library services against other metropolitan library services
Corporate & Community Services
Ongoing
10.20 Ensure opportunities are provided for community members of all ages and stages of life to participate in programs and activities designed to entertain, inform, empower and educate
10.21 Investigate further opportunities for community members of all ages and stages of life to participate in programs and activities designed to entertain, inform, empower and educate
Corporate & Community Services
Ongoing
10.22 Investigate expanding links with education providers to facilitate increased community education opportunities
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
10.23 Investigate developing partnerships with NSW TAFE and Community Colleges
Corporate & Community Services
Ongoing
10.30 Encourage a strong foundation for life‐long learning at an early age
10.31 Provide Rhymetime and Storytime sessions
Corporate & Community Services
Ongoing
10.32 Participate in State and regional events that celebrate reading and learning initiatives
Corporate & Community Services
Ongoing
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A liveable City
GOAL A City with a built environment that has character and architectural integrity; community open space and facilities that are accessible, well maintained and well managed; safe, accessible and well maintained infrastructure that connects communities together and to places; vibrant, sustainable and well supported business precincts that meet the needs of local communities.
Key Themes
Sustainable development outcomes Community facilities Provide areas of open space Safe and less congested roads Greater use of alternate transport options Vibrant and economically viable shopping precincts Sustainable development outcomes
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
11.10 Encourage high‐quality planning and urban design outcomes that enhance the character and local needs of
11.11 Assess development application carefully, thoroughly and professionally
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
the community
11.12 Ensure community
members and other interested parties are provided with an opportunity to provide input into the development assessment process
City Planning & Environment
Ongoing
11.13 Promote adequate levels of communal open space in residential developments and private open space in commercial developments
City Planning & Environment
Ongoing
11.14 Improve the quality of affordable housing stock through urban renewal processes
City Planning & Environment
Ongoing
11.15 As Principal Certifying Authority (PCA) conduct inspections of buildings during construction for compliance with consent
City Planning & Environment
Ongoing
11.16 Monitor developments to ensure on‐going compliance with consent conditions
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
11.20 Encourage environmentally sustainable developments
11.21 Encourage and promote water and energy saving initiatives in developments
City Planning & Environment
Ongoing
11.30 Identify, preserve and protect items of heritage value
11.31 Maintain a Heritage Register
City Planning & Environment
Ongoing
11.32 Support the Botany Historical Trust
Corporate & Community Services
Ongoing
11.33 Require independent reports on applications relating to heritage items
City Planning & Environment
Ongoing
11.34 Investigate funding options to support the preservation and restoration of heritage items
City Planning & Environment
Ongoing
Community facilities
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
12.10 Ensure the long‐term sustainability of
12.11 Develop a Community Facilities Strategy
Corporate & Community Services
December 2015
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
infrastructure and community assets for current and future generations
12.12 Promote and market existing facilities
Corporate & Community Services
Ongoing
12.13 Undertake a review of existing community spaces and utilisation rates
Corporate & Community Services / City Infrastructure
June 2015
12.14 Pursue partnerships and opportunities to increase community facilities
Corporate & Community Services / City Infrastructure
Ongoing
12.15 Explore funding opportunities for new spaces and upgrading of existing facilities
Corporate & Community Services / City Infrastructure
Ongoing
12.16 Investigate opportunities for community space in new developments
City Planning & Environment
Ongoing
12.17 Improve accessibility Corporate & Community Services / City Infrastructure
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
12.20 Encourage the community to be actively engaged in the planning and design of community infrastructure
12.21 Consult with the community City Planning & Environment
Ongoing
12.30 Ensure community infrastructure is accessible and well maintained
12.31 Undertake maintenance works and complete capital works in accordance with Asset Management Plan and within budget allocation
Corporate & Community Services / City Infrastructure
Ongoing
Provide areas of open space
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
13.10 Encourage new developments to include usable open green space
13.11 Appropriate planning policies and codes
City Planning & Environment
Ongoing
13.12 Review Section 94 Contribution Plans
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
13.13 Investigate opportunities for voluntary planning agreements for appropriate developments
City Planning & Environment
Ongoing
13.20 Pursue partnerships and opportunities to increase usable open space
13.21 Investigate opportunities for use of school open space facilities after hours and on weekends
Corporate & Community Services
Ongoing
13.32 Facilities maintained to agreed City Service Standards
City Infrastructure Ongoing
13.33 Manage the seasonal and other use of facilities
Corporate & Community Services
Ongoing
13.34 Undertake Recreational Needs Analysis
City Infrastructure December 2015
13.35 Identify opportunities to improve accessibility
City Infrastructure Ongoing
13.36 Maintain a Recreation Committee
City Infrastructure Ongoing
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Safe and less congested roads
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
14.10 Ensure a safe and well‐maintained local road network
14.11 Undertake road maintenance and construction in accordance with Asset Management Plan and within budget allocations
City Infrastructure Ongoing
14.20 Monitor and reduce where possible the impact of traffic on local roads
14.21 Undertake traffic analysis, investigate, design and construct traffic management facilities
City Infrastructure Ongoing
14.22 Respond to representations made in respect of traffic concerns
City Infrastructure Ongoing
14.23 Conduct light traffic patrols and enforcement
City Infrastructure Ongoing
14.24 Convene a Local Traffic Committee
City Infrastructure Ongoing
14.25 Provide advocacy and representations on traffic issues associated with the development and operations of Port Botany and Sydney Airport
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
14.30 Promote road safety 14.31 Undertake community education for motorists
City Planning & Environment
Ongoing
14.32 Undertake community education for pedestrian safety
City Planning & Environment
Ongoing
14.40 Ensure parking is well managed
14.41 Conduct regular parking patrols
City Planning & Environment
Ongoing
14.42 Ensure new developments provide sufficient off‐street parking
City Planning & Environment
Ongoing
14.43 Investigate options to increase access to parking around shopping precincts
City Infrastructure Ongoing
14.44 Manage and investigate the need for residential parking schemes
City Infrastructure Ongoing
14.50 Lobby for alternate transport option for freight movements to and from Port Botany and Sydney Airport
14.51 Continue to advocate for increase in rail share for freight movements from Port Botany and Sydney Airport
City Planning & Environment
Ongoing
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Greater use of alternate transport options
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
15.10 Efficient and effective transport options
15.11 Advocate for an integrated, accessible and affordable transport system
City Infrastructure/ City Planning & Environment
Ongoing
15.20 Encourage the use of alternate transport options
15.21 Ensure a safe, well‐connected, well‐maintained and signposted cycleways
City Infrastructure Ongoing
15.22 Review City cycleway plan City Infrastructure Ongoing
15.23 Investigate funding opportunities to expand cycleways
City Infrastructure Ongoing
15.24 Maintain street and informational signage
City Infrastructure Ongoing
15.25 Continue to investigate opportunities to establish a shuttle bus to improve access to local services and facilities
Corporate & Community Services
Ongoing
15.30 Ensure a safe, accessible, well‐connected and well‐maintained footpath network
15.31 Maintain footpath network to City Service standards and within budget allocations
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
15.32 Improve accessibility City Infrastructure Ongoing
15.40 Ensure safe, accessible bus stops and bus shelter sheds
15.41 Maintain bus stops and bus shelter sheds to City Service standards and within budget allocations
City Infrastructure Ongoing
15.42 Monitor ongoing need for bus shelter sheds and seating
City Infrastructure Ongoing
15.43 Improve accessibility
City Infrastructure Ongoing
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Vibrant and economically viable shopping precincts
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
16.10 Support local shopping precincts to maintain and develop their character
16.11 Appropriate planning controls
City Planning & Environment
Ongoing
16.20 Encourage a mix of businesses to meet community needs and expectations
16.21 Planning controls that eliminate unnecessary barriers to business development
City Planning & Environment
Ongoing
16.30 Support the creation and development of business and employment opportunities in the City
16.31 Support Botany Bay Business Enterprise Centre (BBEC)
Corporate & Community Services
Ongoing
16.40 Support businesses to be economically, environmentally and socially sustainable
16.41 Support Botany Bay Business Enterprise Centre (BBEC)
Corporate & Community Services
Ongoing
16.42 Provide information and regulatory services
City Planning & Environment
Ongoing
16.43 Manage parking City Infrastructure Ongoing
16.44 Attractive, well maintained shopping precincts
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
16.45 Provide and promote networking opportunities within the business community
Corporate & Community Services
Ongoing
16.46 Investigate opportunities to recognise excellence in business
Corporate & Community Services
Ongoing
16.50 Implement appropriate economic development strategies
16.51 Review Economic Strategy
Corporate & Community Services
December 2015
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A CITY OF NATURAL BEAUTY
GOAL Clean and green – a natural environment with a future, for the future
Key Themes An environmentally sustainable city Thriving natural habitats Lands free of contamination Clean waterways A water sensitive city An energy efficient city Improved waste management Increase community participation in sustainable practices An environmentally sustainable city
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.10 A high standard of environmental sustainability
19.11 Incorporate environmentally sustainable design elements into capital works undertaken by Council.
City Infrastructure / City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.12 Provide and promote environmental education and awareness programs and good practice strategies to the community.
City Planning & Environment
Ongoing
19.13 Advocate for additional Federal and State funding and incentives to encourage residential retrofits to improve environmental performance.
City Planning & Environment
Ongoing
Thriving natural habitats
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.20 Protect and preserve the local environment for current and future generations
19.21 Encourage a greater awareness and support among the community for the protection of our natural environment
City Planning & Environment
Ongoing
19.22 Identify and protect local populations of threatened species
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.23 Protect native flora and fauna through the management of feral and domestic animals
City Planning & Environment
Ongoing
19.24 Maintain and regenerate native areas to increase local populations of plants and animals
City Infrastructure Ongoing
19.25 Administer a Tree Preservation Order Program
City Planning & Environment
Ongoing
19.26 Continue the new and replacement tree planting program to increase the tree canopy of the City
City Planning & Environment
Ongoing
19.28 Bushland regeneration City Infrastructure Ongoing
19.29 Undertake maintenance of street trees and trees in parks and reserves
City Infrastructure Ongoing
19.30 Assess the impact of proposed development on the natural environment
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.31 Minimise the environmental impact of users on open space and green space in the City
City Planning & Environment
Ongoing
19.32 Undertake enforcement proceedings for breaches under the Protection of the Environment Act
City Planning & Environment
Ongoing
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Lands free of contamination
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.40 Manage contaminated lands
19.41 Maintain a register of contaminated land
City Planning & Environment
Ongoing
19.42 Ensure changes of land use will not increase the risk to health or the environment
City Planning & Environment
Ongoing
19.43 Avoid inappropriate restrictions on land use
City Planning & Environment
Ongoing
19.44 Work with State Government agencies and developers to remediate contaminated sites and to prevent further contamination
City Planning & Environment
Ongoing
19.45 Remain an active advocate for the clean up of contamination caused by former industrial operations
City Planning & Environment
Ongoing
19.46 Manage and remediation of contaminated land through the planning process
City Planning & Environment
Ongoing
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Clean waterways
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.50 Protection of Waterways 19.51 Improve the quality and reduce the quantity of stormwater discharge into the environment
City Infrastructure Ongoing
19.52 Identify key pollutants of local waterways and catchment areas
City Planning & Environment
Ongoing
19.53 Undertake maintenance and upgrade of stormwater infrastructure
City Planning & Environment
Ongoing
19.54 Develop and implement strategies to prevent stormwater pollution at the source
City Planning & Environment
Ongoing
19.55 Undertake manual and mechanical street sweeping in accordance with City Service Standards
City Infrastructure Ongoing
19.56 Manage stormwater pollution incidents within the Council’s area of responsibility
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.57 Undertake enforcement proceedings for breaches under the Protection of the Environment Act
City Planning & Environment
Ongoing
19.58 Undertaken litter management campaigns and enforcement
City Planning & Environment
Ongoing
19.59 Participate in activities and support State government agencies initiatives to promote water quality improvement programs
City Planning & Environment
Ongoing
A water sensitive city
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.60 Conserve Water 19.61 Investigate new strategies to lower water use throughout Council operations
City Planning & Environment
Ongoing
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19.62 Monitor progress under Water Saving Action Plan
City Planning & Environment Ongoing
19.63 Encourage water saving initiatives in the community
City Planning & Environment Ongoing
19.64 Promote initiatives by State Government agencies aimed at reducing mains water consumption.
City Planning & Environment Ongoing
19.65 Investigate and implement strategies to capture and conserve stormwater run off
City Planning & Environment Ongoing
19.66 Encourage and educate the community on the benefits of planting native plants and trees and waterwise gardens
City Planning & Environment Ongoing
An energy efficient city
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.70 Reduce energy consumption
19.71 Monitor progress under Energy Saving Action Plan
City Planning & Environment
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.73 Promote an improved understanding of energy usage and energy saving strategies both within Council and the wider community
City Planning & Environment
Ongoing
19.74 Improve the environmental performance of Council’s fleet
City Planning & Environment
Ongoing
19.75 Support environmentally sustainable, reliable and affordable integrated transport options to encourage a decreased reliance on the use of private motor vehicles
City Planning & Environment
Ongoing
19.76 Promote initiatives by State Government agencies aimed at renewable and energy efficiency technologies and practices.
City Planning & Environment
Ongoing
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Improved waste management
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
19.82 Undertake weekly DWM services, including green waste and recycling services
City Infrastructure Ongoing
19.90 Ensure efficient recycling services
19.91 Provide and promote recycling, composting, e‐waste and green waste services
City Infrastructure Ongoing
19.92 Participate in regional waste avoidance activities and recycling initiatives
City Planning & Environment
Ongoing
19.93 Undertake community education programs to increase recycling and resource recovery rates
City Planning & Environment
Ongoing
19.94 Conduct bin audits in accordance with DECCW
City Planning & Environment
Ongoing
20.10 Ensure efficient clean up services
20.11 Undertake programmed and pre‐booked clean up services
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
20.20 Promote services for the appropriate disposal of hazardous waste
20.12 Provide and promote increased recovery for problem waste such as chemical collection days, unwanted/out‐of‐date medicines, batteries etc
City Infrastructure Ongoing
20.30 Promote alternate waste disposal options to reduce illegal dumping
20.21 Provide services for illegal dumping collection and disposal
City Planning & Environment
Ongoing
20.22 Promote alternate waste services
City Planning & Environment
Ongoing
Increase community participation in sustainable practices
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
20.40 Develop community networks and capacity to create sustainable neighbourhoods
20.41 Provide information and support to local schools, businesses, community groups and the wider community to adopt sustainable practices
City Planning & Environment
Ongoing
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A Place to be Proud of GOAL A City that engenders a sense of pride and community spirit – a City where people are proud to say they come from the City of Botany Bay. Key Themes A proud city – welcoming and accessible A proud city ‐ image & uniqueness An attractive city A clean city
A proud city – welcoming and accessible
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.10 Engender a sense of community pride
17.11 Attractive, well‐maintained and accessible community facilities and public spaces
City Infrastructure Ongoing
17.12 Attractive and well maintained streetscapes
City Infrastructure Ongoing
17.13 Maintain a city identity program
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.14 Encourage community ownership of public spaces
City Infrastructure Ongoing
17.15 Community events program Corporate & Community Services
Ongoing
A proud city ‐ image & uniqueness
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.20 Promote city identity and community values through corporate branding opportunities
17.21 Enhance our corporate branding
Corporate & Community Services
Ongoing
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An attractive city
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.30 Maintain attractive and green streetscapes
17.31 Maintain street trees City Infrastructure Ongoing
17.33 Maintain streetscape plantings
City Infrastructure Ongoing
17.34 Continue grass verge and open space mowing
City Infrastructure Ongoing
17.35 Continue weed control program
City Infrastructure Ongoing
17.40 Maintain attractive streetscape signage, furniture, lighting, public art
17.41 Install and maintain street furniture
City Infrastructure Ongoing
17.42 Install and maintain street signage
City Infrastructure Ongoing
17.43 Install and maintain public space lighting
City Infrastructure Ongoing
17.44 Investigate public art opportunities
Corporate & Community Services
Ongoing
17.50 Maintain City infrastructure 17.51 Maintain community assets in accordance with asset management plan and budget allocations
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.52 Undertake graffiti removal from community and public domain facilities in accordance with agreed service standards
City Infrastructure Ongoing
17.53 Undertake capital infrastructure works in accordance with asset management plan and budget allocations
City Infrastructure Ongoing
17.60 Partner with the community to enhance our Cityscape
17.61 Work in partnership with the community to improve the visual and residential amenity of local streets
City Infrastructure Ongoing
17.62 Promote and host the Garden Competition
Corporate & Community Services
Annually
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A clean city
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.70 Maintain clean streets and public spaces
17.71 Undertake street sweeping in accordance with City Service Standards
City Infrastructure Ongoing
17.72 Undertake car park cleaning in accordance with City Services Standards
City Infrastructure Ongoing
17.73 Undertake public convenience cleaning in accordance with City Service Standards
City Infrastructure Ongoing
17.74 Undertake footpath cleaning in accordance with City Service Standards
City Infrastructure Ongoing
17.75 Undertake cleaning of park furniture in accordance with City Services Standards
City Infrastructure Ongoing
17.76 Undertake stormwater drainage and pit cleaning in accordance with City Service Standards
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.77 Litter bin collection in accordance with City Service Standards
City Infrastructure Ongoing
17.78 Undertake litter enforcement
City Infrastructure Ongoing
17.80 Eliminate the incidence of illegal dumping
17.81 Investigate and respond to incidents of illegal dumping
City Planning & Environment
Ongoing
17.82 Maintain illegal dumping database
City Planning & Environment
Ongoing
17.83 Undertake community education
City Planning & Environment
Ongoing
17.84 Undertake enforcement and prosecution proceedings against individuals found to have illegally dumped items
City Planning & Environment
Ongoing
17.90 A City free of graffiti 17.91 Investigate and respond to incidents of graffiti
City Infrastructure Ongoing
17.92 Liaise with local Police regarding ‘tag’ identifications
City Infrastructure Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
17.93 Undertake enforcement and prosecutions proceedings against individuals identified as having placed graffiti on public assets
City Planning & Environment
Ongoing
18.00 A zero tolerance towards vandalism
18.10 Investigate and respond to incidents of vandalism as required
City Infrastructure Ongoing
18.11 Undertake enforcement and prosecutions proceedings against individuals identified as having vandalised public assets
City Planning & Environment
Ongoing
18.10 Public areas free of abandoned items
18.11 Investigate and respond to reports of abandoned items
City Planning & Environment
Ongoing
18.12 Undertake enforcement and prosecution proceedings in respect of abandonment of articles in public spaces.
City Planning & Environment
Ongoing
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Community recognition
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
18.20 Recognise and celebrate the contribution and achievement of community members
18.21 Host and participate in events and activities that recognise community achievements
Corporate & Community Services
Ongoing
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A community that values and celebrates its history
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
18.30 Document and preserve our City’s history and heritage for current and future generations
18.31 Maintain the Botany Historical Trust
Corporate & Community Services
Ongoing
18.32 Maintain a Heritage Register
Corporate & Community Services
Ongoing
18.40 Encourage a greater understanding among the community of our history and heritage
18.41 Undertake Local History Services
Corporate & Community Services
Ongoing
18.42 Maintain the George Hanna Memorial Museum
Corporate & Community Services
Ongoing
18.43 Promote activities events through the Museum and the Botany Historical Trust
Corporate & Community Services
Ongoing
18.50 Promote and celebrate our history and heritage
18.51 Celebrate History/Heritage Week
Corporate & Community Services
Ongoing
18.52 Promote the activities of the Botany Historical Trust and Museum Services
Corporate & Community Services
Ongoing
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A City built on trust and community engagement
GOAL An elected body that is reflective of its community; is committed to engaging, communicating, listening to and responding to its community; encourages and inspires creativity and innovation; values honesty and integrity; and works collaboratively to achieve a shared vision.
Key Themes Local democracy Responsible and Ethical Governance Local Democracy
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
1.20 Ensure Councillors are provided with training and development opportunities to assist in understanding their roles and responsibilities
1.22 Implement a Councillor training and development program
Corporate & Community Services
Ongoing
1.23 Provide access to training and development opportunities
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
1.30 Ensure that Councillors are provided with timely and accurate information to enable informed decision‐making
1.31 Ensure that Councillors are provided with timely and accurate information to enable informed decision‐making
Corporate & Community Services
Ongoing
1.32 Prepare quality and informative reports to Council
Corporate & Community Services
Ongoing
1.33 Provide access to legislative and industry information via Intranet and Internet facilities
Corporate & Community Services
Ongoing
1.34 Provide access to professional development and networking opportunities
Corporate & Community Services
Ongoing
1.40 Ensure that Councillors are supported effectively to discharge their civic duties and responsibilities
1.41 Review and adopt a Councillor Expenses and facilities Policy
Corporate & Community Services
November 2015
1.50 Represent and advocate on behalf of the community
1.51 Represent the community at civic and ceremonial events
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
1.52 Lobby other levels of
Government to achieve positive outcomes for the community
Corporate & Community Services
Ongoing
1.53 Support SSROC to advocate on behalf of the region
Corporate & Community Services
Ongoing
1.54 Support the Local Government Association to advocate on behalf of the industry
Corporate & Community Services
Ongoing
Responsible and Ethical Governance
CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
Ensure the financial, environmental and social sustainability of the Council through strategic planning processes
2.13 Prepare and adopt an Operational Plan
Corporate & Community Services
June 2016
2.16 Prepare a sixth monthly report to Council on Delivery Program
Corporate & Community Services
January 2016 & July 2017
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.20 Ensure financial sustainability
2.21 Ensure procurement is based upon whole of life and best value considerations
Corporate & Community Services
Ongoing
2.22 Maintain an investment strategy
Corporate & Community Services
Monthly
2.23 Investigate opportunities to increase Council’s revenue base
Corporate & Community Services
QBR Statement
2.24 Investigate grant funding opportunities
Corporate & Community Services
QBR Statement
2.25 Apply principles of equity and cost recovery to direct services
Corporate & Community Services
QBR Statement
2.26 Maintain and review Council’s Rating Strategy
Corporate & Community Services
May 2016
2.27 Effectively manage Council’s business operations
Corporate & Community Services
QBR Statement
2.28 Maintain external and internal audit functions
Corporate & Community Services
Ongoing
2.29 Annual Financial Statements Corporate & Community Services
October 2015
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.30 Ensure the implementation of a robust governance framework based upon the principles of accountability, openness and transparency, integrity, ethics and responsibility, efficiency and leadership
2.31 Maintain an up‐to‐date Policy Register
Corporate & Community Services
Ongoing
2.32 Regular review of existing Council policies and prepare and develop new policies as required
Corporate & Community Services
On going
2.33 Maintain and review Code of Conduct in accordance with DLG Guidelines
Corporate & Community Services
Ongoing
2.34 Manage Code of Conduct issues
Corporate & Community Services
As required
2.35 Maintain a system for ensuring legislative compliance
Corporate & Community Services
Ongoing
2.36 Implement best practice governance strategies
Corporate & Community Services
Ongoing
2.37 Maintain an Internal Audit function
Corporate & Community Services
Ongoing
2.38 Support and resource an Audit Committee
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.39 Maintain a system for effective complaints management
Corporate & Community Services
Ongoing
2.40 Maintain a good understanding of our community profile
2.41 Ensure accurate and up‐to‐date information is available about the demographics of our City
Corporate & Community Services
Ongoing
2.43 Maintain accurate community information
Corporate & Community Services
Ongoing
2.44 Update community directories
Corporate & Community Services
Ongoing
2.45 Information sharing through interagency meetings
Corporate & Community Services
Ongoing
2.50 An engaged community
2.51 Build upon our strong community engagement strategy
Corporate & Community Services
Ongoing
2.52 Ongoing consultation with the community to understand their needs
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.53 Investigate opportunities to increase community participation in the decision making process
Corporate & Community Services
Ongoing
2.54 Investigate new opportunities to engage with the community (social media, community languages, alternate formats to communicate with people with a disability)
Corporate & Community Services
Ongoing
2.60 Accountable and transparent decision‐making
2.61 Report decisions of the Council to the community in a timely manner
Corporate & Community Services
Ongoing
2.62 Business papers and minutes of Council and Committee Meetings on Website
Corporate & Community Services
Ongoing
2.63 Broadcast Meetings on Internet
Corporate & Community Services
Ongoing
2.70 Communicate clearly and often with the community about Council activities
2.71 Prepare weekly Mayoral Column
Corporate & Community Services
Ongoing
2.72 Prepare quarterly “Your City”
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.73 Report on Council’s Delivery Program
Corporate & Community Services
Jan 2016 & July 2017
2.74 Prepare Annual and Community Report
Corporate & Community Services
Nov 2015
2.75 Prepare ad hoc community brochures and leaflets as required
Corporate & Community Services
Ongoing
2.77 Provide community education on Council policies and regulations
Corporate & Community Services
Ongoing
2.78 Provide language aid services and provide translation of key documents in community languages
Corporate & Community Services
Ongoing
2.80 Minimise risk 2.81 Ensure a robust framework of risk management across the organisation
Corporate & Community Services
Ongoing
2.82 Fully implement ERM Corporate & Community Services
June 2015
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.83 Maintain a Risk Management Committee
Corporate & Community Services
Ongoing
2.84 Review and maintain adequate and appropriate insurance coverage
Corporate & Community Services
Oct 2015
2.85 Educate and inform staff of their responsibilities to manage risk
Corporate & Community Services
Ongoing
2.86 Investigate and manage claims against the Council
Corporate & Community Services
Ongoing
2.87 Participate in Metropool Corporate & Community Services
Ongoing
2.88 Maintain an Internal Audit function
Corporate & Community Services
Ongoing
2.89 Implement best practice risk strategies
Corporate & Community Services
Ongoing
2.90 Effective Records Management
2.91 Provide an efficient and effective records management service to the organisation
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
2.92 Maintain a Records Management Policy
Corporate & Community Services
Ongoing
2.94 Maintain an organisational wide electronic document system (TRIM)
Corporate & Community Services
Ongoing
2.95 Provide training to staff in records management and TRIM
Corporate & Community Services
Ongoing
2.96 Monitor and evaluate compliance with policy and procedures
Corporate & Community Services
Ongoing
3.10 Excellence in Customer Service
3.11 Implement strategies to ensure provision of efficient and effective customer service to meet Council and community expectations
Corporate & Community Services/ City Infrastructure
Ongoing
3.12 Enhance the use of technology to provide increased service delivery and information services
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
3.13 Ensure courteous, responsive and respectful interactions with people and organisations doing business with the Council
Corporate & Community Services
Ongoing
3.14 Ensure the provision of accurate and timely information
Corporate & Community Services
Ongoing
3.15 Promote open and transparent government (GIPA)
Corporate & Community Services
Review Publication Guide – May 2016
Ongoing
3.20 Innovative, creative, talented staff
3.21 Encourage an innovative, creative and ethical organisational culture
Corporate & Community Services
Conduct ‘Botany Way’ training – June/July 2015
3.22 Attract, develop and retain a skilled and motivated workforce
Corporate & Community Services
Ongoing
3.23 Maintain and develop appropriate Human Resources Management Policies
Corporate & Community Services
Ongoing
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CSP No
Strategy
Delivery Program Responsible
Directorate
Key targets
2015/2016
3.24 Ensure staffing skills and capabilities continue to meet changing organisational needs and statutory responsibilities
Corporate & Community Services
Ongoing
3.25 Provide networking and staff development opportunities
Corporate & Community Services
Ongoing
3.26 Undertake industry benchmarking of salary and conditions to ensure Council remains a competitive employer
Corporate & Community Services
June 2016
3.27 Maintain a system to measure and monitor staff performance
Corporate & Community Services
Ongoing
3.28 Encourage positive IR relationships
Corporate & Community Services
Ongoing
3.29 Maintain a strong commitment to work, health and safety
Corporate & Community Services
Ongoing
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FUNDING OUR SERVICES AND PROJECTS
Income 2015/2016 Expenditure
City Planning & Environment 4,392,000 City Planning & Environment 6,484,000
Business Units Business Units
Community Services 4,302,500 Community Services 4,442,000
Corporate Services 36,891,000 Corporate Services 13,407,200
Engineering 2,051,250 Engineering 4,507,500
Technical Services $370,000 Technical Services 751,000
Library Services 137,000 Library Services 1,554,000
Operational Services 345,000 Operational Services 10,279,700
Recreational Services 1,807,000 Recreational Services 1,829,250
Waste Services 7,543,000 Waste Services 5,950,500
Depreciation 6,200,000
Plant Costs 2,400,000
Revenue Income Total 57,838,750 Revenue Expenditure Total 57,805,150
Capital Income Capital Expenditure
Net Result Revenue $ ‐33,600
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2015‐2016 OPERATIONAL EXPENDITURE
An Inclusive Community
Community Services 4,442,000
Library Services 1,554,000
Local Emergency Management 5,000
Street Lighting 925,000
Health ‐ Medical Services 75,000
Immunisation Services 41,000
Pensioner Lawn Mowing 112,000
A Liveable City
Development Assessment 2,694,000
Compliance Control 2,688,000
Strategic Planning 1,061,000
Building Asset Maintenance & Improvements 1,127,200
Footpath maintenance 993,500
Kerb and Gutter maintenance 17,000
Drainage maintenance 95,000
Depot Administration 639,000
Plant maintenance 1,484,500
Road maintenance and reinstatements 842,000
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Playground Maintenance 50,000
Public convenience maintenance 100,000
Sporting fields & Recreational facilities 1,936,250
A City of Natural Beauty
Streetscape maintenance 615,200
Street Cleansing 1,154,000
Street tree program 1,454,000
Sustainability Grant Expenses 430,000
Park maintenance 3,272,500
Cleaning Services 405,000
A Place to be proud of
Community events and recognition 1,000,000
Bus Shelter Shed Maintenance 16,500
Waste Services 5,950,500
Asset Design & Maintenance 1,263,000
Recreation, Operations Management and design 1,558,000
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A City built on trust and community engagement
Corporate 5,508,000
Finance 2,346,000
Records 473,000
Governance 897,000
Human Resources 652,000
Information Technology 913,000
Customer Services 416,000
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STATEMENT OF REVENUE POLICY RATING STATEMENT
General Issues The total rate income derived from Ordinary rates has been increased by 2.4 percent in line with the amount approved by IPART.
Rates are calculated on the basis of the most current land valuations (01/07/13), determined by the Valuer General’s Office.
Rating Structure
1. In accordance with the provisions of Section 514 of the Local Government Act 1993, Council has declared each parcel of rateable land in its area to be within one
or other of the following categories/sub‐categories:
* Residential * Business AMS * Business BIA NTH
* Business A * Business BMS * Business BIA NTH (B)
* Business B * Business PB
* Business C * Business BIA
* Business BIA (B)
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Land is to be categorised as residential if it is a parcel of rateable land valued as one assessment and:
(A) its dominant use is for residential accommodation (otherwise than as a hotel, motel, guest house, or backpacker hostel, or any other form of residential
accommodation (not being a boarding house or lodging house) prescribed by the regulations; or
(B) in the case of vacant land, it is zoned or otherwise designated for use under an environmental planning instrument (with or without development
consent) for residential purposes; or
(C) it is rural residential land.
The category of Business, land that cannot be categorised as farmland, residential or mining, has been sub‐categorised into, Business B, Business C, Business AMS,
Business BMS, Business PB, Business BIA, Business BIA (B) and Business BIA NTH.
Business B comprises of that rateable land within the Council area determined to be ‘major businesses’. Business C comprises of rateable land applying to
community ventures, profit and non‐profit organisations and institutions that provide an economic service to the community. Business AM comprises of
businesses within the Mascot Precinct and Business BM comprises of ‘major businesses’ within the Mascot Precinct. Business BIA NTH (B) comprises of land in the
Banksmeadow Industrial area north of the railway land. Business PB comprises of business activities within the areas that generate significant transport
movements, traffic and demand for services. These areas include the sea ports within the City of Botany Bay and that part of Kingsford Smith Airport that is within
the City of Botany Bay. Business BIA comprises of businesses within the Banksmeadow Industrial Area and Business BIA (B) comprises of ‘major businesses’ within
the Banksmeadow Industrial Area. Business A comprises of that rateable land not being residential, and not included in other Business Sub‐Categories.
2. Council proposed to levy the following types of rates, consisting of an ad valorem amount, for the period 2015/2016:
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Ordinary Rate ‐ to be levied on each parcel of rateable land within the categories/sub‐categories of Residential, Business A, Business B, Business C,
Business AMS, Business BMS, Business PB Business BIA, Business BIA(B) Business BIA NTH and Business BIA NTH (B).
Special Rate ‐ to be levied on all land in the Mascot Shopping Centre
Mascot Shopping Parking Local Area as defined in the Government
Centre Parking Rate Gazette of January 7, 1983 plus Lot 1, DP 34351 and Part Lot D in DP 62562 for the provision of off street parking within the Mascot
Shopping Centre Area. Excluding Lot 10, DP858424.
Mascot Main Street Rate to be levied on all land as defined in the Mascot Shopping Centre Parking Rate for the provision of services to the Mascot Shopping
Centre Area.
Council will levy a minimum rate and ad valorem rate on all categories and two Special Rates on Mascot Shopping Centre.
In respect of the Kingsford‐Smith Sydney Airport, the amount payable equivalent to rates will be calculated in accordance with the rate in the dollar applicable to Business
PB, a similar centre of activity.
In accordance with the provisions of the Local Government Act, a minimum rate will apply. The Operational Plan provides for an increase of 2.4% on the minimum rate
applying in 2014/2015.
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DOMESTIC WASTE MANAGEMENT CHARGE
Under the provisions of Section 496 of the Local Government Act, Council is required to make and levy a charge for the provision of domestic waste management services
for each parcel of rateable land for which the service is available. This charge is also made and levied on vacant parcels of land for which the service is available.
A domestic waste management charge has been applied to all rateable properties, satisfying the residential criteria under section 516 of the Local Government Act
For the 2015/2016 year, Council has determined a charge of $468.00 per annum to cover the costs of providing domestic waste management services. A charge of $525.00
per annum has been determined for additional domestic waste management services and for services required by non‐rateable residential properties.
STORMWATER LEVY
The 2015/2016 Operational Plan provides for a stormwater levy to be applied to land categories of Business B, Business BMS, Business PB, Business BIA (B), Business BIA
NTH (B), Business A, Business AMS, Business BIA, Business BIA NTH at the rate of $25 for each 350 square metres or part thereof. In respect of Residential land categories,
a levy of $25 per residential property or $12.50 per residential strata unit has been applied.
2015/2016 RATE LEVY
LAND CATEGORY/
SUB‐CATEGORY
RATE IN DOLLAR MINIMUM AMOUNT
Residential 0.1355 $497.00
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Business A 0.467 $497.00
Business B 0.4641 $497.00
Business C 0.1355 $497.00
Business AMS 0.467 $497.00
Business BMS 0.4641 $497.00
Business PB 1.017965 $497.00
Business BIA 0.467 $497.00
Business BIA (B) 0.4641 $497.00
Business BIA NTH 0.602083 $497.00
Business BIA NTH (B) 0.4641 $497.00
Mascot Local Parking Rate 0.239275 ‐
Mascot Main Street Rate 0.239275 ‐
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ANNUAL CHARGES ON RAILS, PIPES, WIRE, POLES, CABLES ETC.
In accordance with section 611 of the Local Government Act, 1993, Council may make annual charge on the person for the time being in possession, occupation or enjoyment
of a rail, pipe, wire, pole, cable, tunnel or structure laid, erected, suspended, constructed or placed on, under or over a public place.
In reference to Section 611 Charges which refers to a m2/annum amount– In areas where the commercial component of a proposal is considered as described in Section 611(1)
and, where in the opinion of the Council, it will have an environmentally degrading element, an amount of 60% of the gross monthly revenue shall be paid monthly to the
Council or an amount as described above, whichever is the greater.
This recognises the partnership provision of a public place and the detrimental effect on the area.
FEES & USER CHARGES
In accordance with Section 608 of the Local Government Act, Council may charge and recover an approved fee for any service it provides under this Act or any other Act or
regulation.
The services for which an approved fee is proposed to be charged include the following services provided under the Local Government Act or any other Act or the
regulations by the Council: ‐
Supplying a service, product or commodity.
Giving information.
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Providing services in connection with the exercising of the Council’s regulatory functions – including receiving an application for approval, granting an approval,
making an inspection or issuing a certificate.
Allowing admission to any building or enclosure or use of any Council asset.
Those annual charges disclosed elsewhere in this Plan.
Family Day Care Educator (self‐employed) independently by self‐employed reflect the Council’s recommended fees for 2015/2016. Educators under the Scheme may
adopt these fees or independently set their own fees.
Details of the Fees and Charges for the year 2015/2016 are contained in the Fees and Charges Schedule forming an addendum to this document.
PRICING POLICY
The City of Botany Bay, when determining the Schedule of Fees and Charges, has taken the following factors into consideration: ‐
The cost to the Council of providing the service
The price suggested for that service by any relevant industry body or any schedule of charges published, from time to time, by the Department or IPart
The importance of the service to the community
Other factors specified in the regulations
Equity factors
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Principles of user pay
The disposition of industry, commerce and the residential areas within Council’s area
The fees and charges have been classified as follows: ‐
1 Statutory
2 No Charge
3 Partial Cost Recovery
4 Full Cost Recovery
5 Fee consistent with industry standard
6 Market Price
7 Refundable
Council has determined that not all fees will be charged on a full cost recovery basis.
In accordance with Section 609 of the Local Government Act, a higher fee or an additional fee may be charged for an expedited service provided, for example, in the case of
urgency.
Unless prior arrangements have been made, credit card payments will only be accepted on amounts less than $20,000.00. Additional fees may be incurred on amounts in
excess of $2,000.00.
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Council may waive payment of or reduce an approved fee if the Council is satisfied that the case falls within a category of hardship, the disadvantaging of a local
community or sporting group, or any other category in respect of which the Council has determined that payment should be waived or reduced. In addition to those
categories/classes specified in the Plan, Council may consider waiving or reducing a fee for applications considered under the Council’s Financial Assistance Policy or in
instances where it has been determined that there is a benefit to the community to do so.
The fees and charges adopted by the Council in respect of the use of community facilities i.e. halls, parks, sporting grounds are to apply for community use by members of
the community. Where the use of these facilities is for commercial purposes, use by a commercial operator or for profit making purposes, and a fee of double the schedule
fee shall apply.
Council entered into an arrangement with respect to domestic waste management services made available to the property known as ‘Greenwood Estate’. This
arrangement is subject to annual review.
OVERDUE RATES & CHARGES
In accordance with Section 566 of the Local Government Act 1993, the interest rate charged on overdue rates and charges will be at the maximum allowed i.e. 8.5% per annum
calculated daily or as otherwise determined by the Minister.
LOAN BORROWINGS
In line with Council’s philosophy of remaining debt free, no new loan borrowings or leasing/financing arrangements are proposed for the ensuing period.
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SUPPORT & ASSISTANCE
In addition to applications determined under Section 356 of the Local Government Act, Council provides assistance to schools, community organisations and the like where
it has been determined that there is a benefit to the community to do so. These organisations include: ‐
Local schools
Greek Orthodox Church of St Catherine
Local Returned Services League (RSL) Organisations
Annual support of Daceyville School Band, Botany District Band and South Marourba Surf Life Saving Club
Support and assistance to Mascot, Botany and Pagewood Senior Citizens and 55 Plus
Sporting groups providing services to the benefit of residents of the City of Botany Bay
Local community based organisations
Souths Cares
Council provides use of community facilities at discounted rates to community groups in accordance with the Financial Assistance Policy. Consideration is given on an
annual basis to those groups requesting regular use of facilities with casual usage considered as and when required.
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ACTIVITIES OF A BUSINESS OR COMMERCIAL NATURE
Council is contracted by Sydney Airports Corporation Limited to undertake works in and around Sydney (Kingsford Smith) Airport
Council’s Business Unit provides the abovementioned services as well as other services on a commercial basis
Where it is economically efficient to do so, Council may purchase property within guidelines to be determined by Council
Council supports in principle, and financially, the aims and objectives of the Australian Mayoral Aviation Council
FEES AND CHARGES
Council’s Fees and Charges for 2015/2016 are an addendum to this document.
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City of Botany Bay Responsible Accounting Officers Report for the period ended 311st March 2015 _____________________________________________________________________ The following statement is made in accordance with Clause 203(2) of the Local Government (General) Regulations 2005. All restricted funds are invested in accordance with Councils’ investment policy and relevant State and Federal regulations. The revised estimated revenue surplus for the 2014/2015 Financial Year is $2,329,990, this is an increase of $1,067,000 from the original budget presented to Council. The increased surplus has been allocated to the revenue component of Councils’ capital works program. This component is $2,318,000, thus representing an increase of $37,000 from that originally approved by Council. There are still a number of capital projects that remain outstanding. Projects that remain outstanding at the 30th June will be re-allocated to the 2015/2016 Financial Year Budget. Overall in my opinion Councils’ budget position remains strong, although any additional unbudgeted expenditure will have an adverse impact on this position. This view is formed having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure. Date: 11/05/2015 Gary Goodman Chief Financial Officer, Botany Bay City Council
FINANC
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Notes
Origina
Revised
Operating
Income
RUInOG P
Total Inco
Expenditu
EMDO
Total Exp
Net Oper
Continuin
Net Oper
Items
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Rates & Annual CUser Charges & Fnvestment RevenOther RevenuesGrants & Contribu Operating Capital
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rating Result fro
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ges this quarter =
2014/2015
Original Se
Budget Q
-35,816,640-15,326,800-1,150,000-3,955,500
-3,752,500-600,000-100,000
‐60,701,440
26,889,25021,792,2005,689,8004,961,900
59,333,150
‐1,368,290
‐768,290
TEE
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Page 110
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-400,000-225,000-400,000
0
-755,000-600,000
0
,380,000
-300,000,045,000768,300-25,000
,488,300
‐891,700
‐291,700
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OFFICER'S RE
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cil Resolution
00000000
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20 M
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2014/2015
Revised
Budget
‐36,216,640 -3‐15,551,800 -‐1,550,000
‐3,955,500
0
‐4,507,500
‐1,200,000
‐100,000
‐63,081,440 ‐6
26,589,250 222,837,200
6,458,100
4,936,900
60,821,450 4
‐2,259,990 ‐1
‐1,059,990
AY 2015
Actuals
YTD
35,711,28510,237,403
-481,376-2,547,007
-4,052,305-8,729,968
0
61,759,343
21,468,75516,724,0644,653,8793,692,588
46,539,286
15,220,057
‐6,490,089
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ACCOUNTING O
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OFFICER'S RE
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OFFICER'S RE
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Summary
Notes
Original Budget +/‐ approved budget changes in previous quarters = Revised Budget
Revised Budget +/‐ recommended changes this quarter = Projected year end result
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Income
Corporate Services ‐35,278,140 0 ‐420,000 0 ‐35,698,140 ‐32,475,971
Library Services ‐135,000 0 0 0 ‐135,000 ‐135,194
Community Services ‐3,817,500 0 0 0 ‐3,817,500 ‐3,119,589
Environmental Services ‐984,000 0 0 0 ‐984,000 ‐995,457
Assessment Planning ‐3,089,000 0 40,000 0 ‐3,049,000 ‐10,234,172
Operational Services ‐869,500 0 ‐1,170,000 0 ‐2,039,500 ‐347,472
Recreational Services ‐1,595,500 0 ‐10,000 0 ‐1,605,500 ‐1,534,596
Waste Services ‐6,625,000 0 ‐400,000 0 ‐7,025,000 ‐7,394,084
Engineering Services ‐1,556,800 0 ‐420,000 0 ‐1,976,800 ‐1,491,421
Technical Services 0 0 0 0 0 0
Airport Business Unit ‐6,751,000 0 0 0 ‐6,751,000 ‐4,031,387
Total Income ‐60,701,440 ‐2,380,000 0 ‐63,081,440 ‐61,759,343
Expenditure
Corporate Services 13,548,400 0 268,000 0 13,816,400 9,281,544
Library Services 1,661,500 0 0 0 1,661,500 1,007,872
Community Services 4,239,800 0 0 0 4,239,800 3,038,044
Environmental Services 1,963,000 0 ‐15,000 0 1,948,000 1,624,936
Assessment Planning 3,357,500 0 560,000 0 3,917,500 4,135,671
Operational Services 11,763,250 0 30,000 0 11,793,250 9,721,639
Recreational Services 2,661,700 0 195,300 0 2,857,000 2,280,651
Waste Services 6,771,000 0 450,000 0 7,221,000 4,555,051
Engineering Services 6,148,000 0 300,000 0 6,448,000 4,809,114
Technical Services 803,000 0 ‐210,000 0 593,000 437,023
Airport Business Unit 6,416,000 0 ‐90,000 0 6,326,000 5,647,740
Total Expenditure 59,333,150 1,488,300 0 60,821,450 46,539,286
‐1,368,290 ‐891,700 0 ‐2,259,990 ‐15,220,057
Budget Revisions
Net Operating Result from
Continuing Operations
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Functions
Notes
Original Budget +/‐ approved budget changes in previous quarters = Revised Budget
Revised Budget +/‐ recommended changes this quarter = Projected year end result
2014/2015 Recommended 2014/2015
Original Changes for Revised Actuals
Budget Council Resolution Budget YTD
Income
Administration ‐36,670,640 ‐1,285,000 ‐37,955,640 ‐32,600,982
Public Order and Safety ‐715,000 ‐715,000 ‐3,455
Health ‐104,000 ‐104,000 ‐2,393
Environment ‐7,175,000 ‐400,000 ‐7,575,000 ‐7,856,781
Community Services and Education ‐3,817,500 ‐3,817,500 ‐3,119,589
Housing and Community Amenities ‐568,000 ‐10,000 ‐578,000 ‐270,297
Recreation and Culture ‐1,977,500 ‐315,000 ‐2,292,500 ‐1,892,250
Mining, Manufacturing and Construction ‐2,496,000 50,000 ‐2,446,000 ‐10,490,787
Transport and Communication ‐1,976,800 ‐420,000 ‐2,396,800 ‐1,491,421
Economic Affairs ‐6,751,000 ‐6,751,000 ‐4,031,387
Total Income ‐62,251,440 ‐2,380,000 ‐64,631,440 ‐61,759,343
Expenditure
Administration 15,379,400 ‐112,000 15,267,400 10,665,557
Public Order and Safety 1,258,500 15,000 1,273,500 1,144,969
Health 41,000 ‐15,000 26,000 37,611
Environment 10,322,950 785,000 11,107,950 7,535,217
Community Services and Education 4,239,800 4,239,800 2,965,648
Housing and Community Amenities 1,017,800 180,000 1,197,800 819,271
Recreation and Culture 9,392,500 105,300 9,497,800 7,211,625
Mining, Manufacturing and Construction 3,041,500 430,000 3,471,500 3,433,389
Transport and Communication 9,822,000 190,000 10,012,000 7,076,331
Economic Affairs 6,326,000 ‐90,000 6,236,000 5,649,668
Total Expenditure 60,841,450 1,488,300 62,329,750 46,539,286
‐1,409,990 ‐891,700 ‐2,301,690 ‐15,220,057
Net Operating Result from Continuing
Operations
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Corporate Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges ‐29,197,640 0 0 ‐29,197,640 ‐28,325,338
User Charges & Fees ‐535,000 0 ‐20,000 ‐555,000 ‐449,889
Investment Revenues ‐1,150,000 0 ‐400,000 ‐1,550,000 ‐481,376
Other Revenues ‐3,108,500 0 0 ‐3,108,500 ‐1,962,058
Grants & Contributions Operating ‐1,187,000 0 0 ‐1,187,000 ‐1,257,310
Capital 0 0
Profit from disposal of Assets ‐100,000 ‐100,000
Total Income ‐35,278,140 0 ‐420,000 0 ‐35,698,140 ‐32,475,971
Expenditure
Employee Costs 4,771,650 0 ‐100,000 4,671,650 3,234,140
Materials & Contracts 5,457,700 0 20,000 5,477,700 3,225,724
Depreciation & Amortisation 980,500 0 348,000 1,328,500 1,193,270
Other Expenses 2,338,550 0 0 2,338,550 1,628,410
Total Expenditure 13,548,400 0 268,000 0 13,816,400 9,281,544
‐21,729,740 0 ‐152,000 0 ‐21,881,740 ‐23,194,427
‐21,729,740 0 ‐152,000 0 ‐21,881,740 ‐23,194,427
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
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Library
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -15,000 ‐15,000 -11,892Investment Revenues 0 0 0Other Revenues -5,000 ‐5,000 -7,555Grants & Contributions Operating -115,000 ‐115,000 -115,747 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐135,000 0 0 0 ‐135,000 ‐135,194
Expenditure
Employee Costs 1,094,000 1,094,000 743,355Materials & Contracts 308,000 308,000 71,000Depreciation & Amortisation 184,000 184,000 151,511Other Expenses 75,500 75,500 42,007
Total Expenditure 1,661,500 0 0 0 1,661,500 1,007,872
1,526,500 0 0 0 1,526,500 872,678
1,526,500 0 0 0 1,526,500 872,678
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
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Community Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -2,190,000 ‐2,190,000 -1,524,975Investment Revenues 0 0 0Other Revenues -6,000 ‐6,000 -3,647Grants & Contributions Operating -1,621,500 ‐1,621,500 -1,590,967 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐3,817,500 0 0 0 ‐3,817,500 ‐3,119,589
Expenditure
Employee Costs 2,973,000 2,973,000 2,208,321Materials & Contracts 961,500 961,500 632,659Depreciation & Amortisation 120,300 120,300 112,694Other Expenses 185,000 185,000 84,371
Total Expenditure 4,239,800 0 0 0 4,239,800 3,038,044
422,300 0 0 0 422,300 ‐81,545
422,300 0 0 0 422,300 ‐81,545
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
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Environmental Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -105,000 ‐105,000 -5,454Investment Revenues 0 0 0Other Revenues -725,000 ‐725,000 -524,914Grants & Contributions 0
Operating -154,000 ‐154,000 -465,090 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐984,000 0 0 ‐984,000 ‐995,457
Expenditure
Employee Costs 1,088,500 15,000 1,103,500 755,293Materials & Contracts 321,000 -30,000 291,000 155,067Depreciation & Amortisation 0 0 0 361Other Expenses 553,500 0 553,500 714,215
Total Expenditure 1,963,000 0 ‐15,000 0 1,948,000 1,624,936
979,000 0 ‐15,000 0 964,000 629,479
979,000 0 ‐15,000 0 964,000 629,479
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
5.5 - QUAQUA
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Assessment Planning
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -2,901,000 0 ‐2,901,000 -1,492,836Investment Revenues 0 0 0 0Other Revenues -90,000 0 ‐90,000 -11,368Grants & Contributions 0
Operating -98,000 40,000 ‐58,000
Capital 0 -8,729,968Profit from disposal of Assets 0 0
Total Income ‐3,089,000 0 40,000 0 ‐3,049,000 ‐10,234,172
Expenditure
Employee Costs 2,518,000 40,000 2,558,000 2,761,562Materials & Contracts 573,500 550,000 1,123,500 1,159,350Depreciation & Amortisation 15,000 -15,000 0 102,572Other Expenses 251,000 -15,000 236,000 112,188
Total Expenditure 3,357,500 0 560,000 0 3,917,500 4,135,671
268,500 0 600,000 0 868,500 ‐6,098,500
268,500 0 600,000 0 868,500 ‐14,828,468
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
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Operational Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -215,500 -5,000 ‐220,500 -222,304Investment Revenues 0 0 0 0Other Revenues -12,000 0 ‐12,000 -26,875Grants & Contributions 0
Operating -42,000 -565,000 ‐607,000 -98,293 Capital -600,000 -600,000 ‐1,200,000 0Profit from disposal of Assets 0 0
Total Income ‐869,500 0 ‐1,170,000 0 ‐2,039,500 ‐347,472
Expenditure
Employee Costs 6,806,600 -395,000 6,411,600 5,671,216Materials & Contracts 2,906,000 330,000 3,236,000 2,940,464Depreciation & Amortisation 1,767,000 105,000 1,872,000 946,384Other Expenses 283,650 -10,000 273,650 163,575
Total Expenditure 11,763,250 0 30,000 0 11,793,250 9,721,639
10,893,750 0 ‐1,140,000 0 9,753,750 9,374,168
10,293,750 0 ‐1,740,000 0 8,553,750 9,374,168
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
5.5 - QUAQUA
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Recreational Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -1,595,500 -10,000 ‐1,605,500 -1,534,596Investment Revenues 0 0 0Other Revenues 0 0 0Grants & Contributions Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐1,595,500 0 ‐10,000 0 ‐1,605,500 ‐1,534,596
Expenditure
Employee Costs 1,233,500 0 1,233,500 1,102,107Materials & Contracts 486,000 65,000 551,000 421,246Depreciation & Amortisation 683,000 130,300 813,300 615,080Other Expenses 259,200 0 259,200 142,218
Total Expenditure 2,661,700 0 195,300 0 2,857,000 2,280,651
1,066,200 0 185,300 0 1,251,500 746,055
1,066,200 0 185,300 0 1,251,500 746,055
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
5.5 - QUAQUA
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Waste Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges -6,619,000 -400,000 ‐7,019,000 -7,385,947User Charges & Fees 0 0 0Investment Revenues 0 0 0Other Revenues -6,000 ‐6,000 -8,136Grants & Contributions Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐6,625,000 0 ‐400,000 0 ‐7,025,000 ‐7,394,084
Expenditure
Employee Costs 1,465,500 1,465,500 948,622Materials & Contracts 5,006,000 450,000 5,456,000 3,530,078Depreciation & Amortisation 280,000 280,000 63,721Other Expenses 19,500 19,500 12,631
Total Expenditure 6,771,000 0 450,000 0 7,221,000 4,555,051
146,000 0 50,000 0 196,000 ‐2,839,032
146,000 0 50,000 0 196,000 ‐2,839,032
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
5.5 - QUAQUA
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Engineering Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -1,018,800 -190,000 ‐1,208,800 -964,070Investment Revenues 0 0 0Other Revenues -3,000 ‐3,000 -2,455Grants & Contributions 0
Operating -535,000 -230,000 ‐765,000 -524,897 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐1,556,800 0 ‐420,000 0 ‐1,976,800 ‐1,491,421
Expenditure
Employee Costs 1,309,000 150,000 1,459,000 988,640Materials & Contracts 2,278,500 -50,000 2,228,500 1,613,187Depreciation & Amortisation 1,630,000 200,000 1,830,000 1,446,779Other Expenses 930,500 0 930,500 760,508
Total Expenditure 6,148,000 0 300,000 0 6,448,000 4,809,114
4,591,200 0 ‐120,000 0 4,471,200 3,317,692
4,591,200 0 ‐120,000 0 4,471,200 3,317,692
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
Budget Revisions
FINANC
5.5 - QUAQUA
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Technical Services
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees 0 0 0Investment Revenues 0 0 0Other Revenues 0 0 0Grants & Contributions Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0
Total Income 0 0 0 0 0
Expenditure
Employee Costs 773,000 -210,000 563,000 338,509Materials & Contracts 26,500 26,500 98,514Depreciation & Amortisation 0 0 0Other Expenses 3,500 3,500 0
Total Expenditure 803,000 0 ‐210,000 0 593,000 437,023
803,000 0 ‐210,000 0 593,000 437,023
803,000 0 ‐210,000 0 593,000 437,023
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
5.5 - QUAQUA
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Airport Business Unit
2013/2014 Recommended 2013/2014
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Operating Budget
Income
Rates & Annual Charges 0 0 0User Charges & Fees -6,751,000 ‐6,751,000 -4,031,387Investment Revenues 0 0 0Other Revenues 0 0 0Grants & Contributions 0
Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0
Total Income ‐6,751,000 0 0 0 ‐6,751,000 ‐4,031,387
Expenditure
Employee Costs 2,856,500 200,000 3,056,500 2,716,991Materials & Contracts 3,467,500 -290,000 3,177,500 2,876,776Depreciation & Amortisation 30,000 30,000 21,507Other Expenses 62,000 62,000 32,467
Total Expenditure 6,416,000 0 ‐90,000 0 6,326,000 5,647,740
‐335,000 0 ‐90,000 0 ‐425,000 1,616,353
‐335,000 0 ‐90,000 0 ‐425,000 1,616,353
Budget Revisions
Net Operating Result from
Continuing Operations
Net Operating Result before Capital
Items
FINANC
5.5 - QUAQUA
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Cash and Investments
Budgeted Budgeted
Opening Movements Movements Closing
Balance To From Balance
External Restrictions
Developer Contributions 38,023 5,156 32,867
Grants 590 1,895 (1,305)
Mascot Main Street 452 95 547
Mascot Parking Rate 884 95 979
Domestic Waste Management 1,148 1,148
Stormwater Management 2,748 693 1,318 2,123
Total External Restrictions 43,845 883 8,369 36,359
Internal Restrictions
Employee Leave Entitlements 1,200 1,200
Infrastructure Replacement 200 753 (553)
Plant replacement 700 500 200
Office Equipment 200 300 (100)
Asset Replacement 300 120 180
Bonds and Deposits 2,000 2,000
Mascot Oval 80 80
Domestic Waste Management 122 122
Church Avenue Road Widening 200 200
O'Riordan Street Cables 210 210
Total Internal Restrictions 5,212 ‐ 1,673 3,539
Total Restrictions 49,057 883 10,042 39,898
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Capital Summary
2014/2015 Recommended 2014/2015
Original September December Changes for Revised Actuals
Budget Quarter Quarter Council Resolution Budget YTD
Capital Expenditure
New Assets
Plant & Equipment 2,100,000 0 0 0 2,100,000 377,614
Land & Buildings 0 0 0 0 0 0
Roads and Footpaths 117,000 0 640,000 0 757,000 185,607
Drainage 0 0 0 0 0 0
Kerb and Gutter 0 0 0 0 0 0
Recreation 380,000 0 102,000 0 482,000 360,205
Other 574,000 0 236,000 0 810,000 255,496
Renewal Assets
Plant & Equipment 0 0 0 0 0 0
Land & Buildings 1,365,000 0 ‐270,000 0 1,095,000 107,011
Roads and Footpaths 3,304,500 0 ‐171,000 0 3,133,500 2,176,368
Drainage 1,648,000 0 ‐150,825 0 1,497,175 720,342
Kerb and Gutter 450,000 0 ‐330,000 0 120,000 1,800
Recreation 2,175,000 0 243,000 0 2,418,000 455,011
Other 210,000 0 ‐20,000 0 190,000 51,977
Total Capital Expenditure 12,323,500 0 279,175 0 12,602,675 4,691,431
Funding
Section 94 Contributions 5,156,000 508,000 5,664,000 1,811,561
Grants & Other Contributions 1,895,000 355,000 2,250,000 294,041
Stormwater Levy 1,318,000 ‐150,825 1,167,175 720,342
Reserves 1,673,500 ‐300,000 1,373,500 150,059
Revenue 2,281,000 ‐133,000 2,148,000 1,715,428
Total Funding 12,323,500 0 279,175 0 12,602,675 4,691,431
Budget Revisions
FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015
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Consultants
City of Botany Bay
Consultancy and Legal Expenses for the period ended 31st March 2015
Actuals to Budgeted
31/03/2015
Expenditure
Consultants 909,424 Y
Legal Expenses 476,322 Y
Definition of consultant:
A consultant is a person or organisation engaged under contract on a temporary basis to
provide recommendations or high level specialist or professional advice to assist decision making
by management. Generally it is the advisory nature of the work that differentiates a consultant
from other contractors.
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Contracts
City of Botany Bay
Budget Review Contracts and Other Expenses for the period ended 31st March 2015
Commencement Duration of Budgeted
Contractor Contract Detail and Purpose Contract Value Date Contract (Y/N)
No contracts have been entered into in this quarter