Delivery Program by Wagga Wagga City Council

2010/2014 DELIVERY PROGRAM

A thriving, innovative, connected community On the Murrumbidgee Rich in opportunity, choice, learning and environment Where paths cross, where people meet (This Way Wagga Vision 2030) www.thiswaywagga.com.au

Introduction

Our Organisation

Operating Plan

Business Activities

Financial Summary

Capital Works Projects

This d on Councoilcument is availab le â&#x20AC;&#x2122;s website and can b o b e t a by contac ting Counined c back pagile (see details on ). Another d o the 2010c/ument that compli 14 Delive ments includes: ry Program â&#x20AC;˘ 2010/20 11 RE VEN UE POLICY AND PRICING

DELIVERY PROGRAM

Our Commitment - Vision, Mission and Values As part of Councils commitment to continuous improvement our excellence journey has continued to grow and develop significantly since the adoption of the Business Excellence Framework – Australia in 2004. In 2008 Council demonstrated our commitment to improving services to our community through the introduction of our Service Quality initiative which has allowed Council to develop a stronger customer focus. Great leadership is critical to our excellence journey and Council has participated in an extensive leadership development program over the past 18 months to further develop our leadership capability as part of our commitment to continuous improvement. As time continues Council will continue to align our excellence journey, in order to deliver the highest quality service and results to our community. OUR MISSION | Contribute to a vibrant growing community by providing excellence in leadership, and delivery of ‘best value’ infrastructure and services, supporting quality living in an improving sustainable environment. ORGANISATIONAL VISION FOR WAGGA WAGGA | In 2009 Council developed a vision for the organisation, this came about after extensive corporate wide training in the FranklinCovey principles. To be acclaimed by our community for our passion, professionalism, performance COMMUNITY VISION FOR WAGGA WAGGA | In early 2010 the community developed a vision for Wagga Wagga as part of the This Way Wagga Wagga - Vision 2030 project. A thriving, innovative, connected community On the Murrumbidgee Rich in opportunity, choice, learning and environment Where paths cross, where people meet ORGANISATIONAL VALUES | Council adopted seven (7) corporate values in 2005. Our values shape what we do and provide a picture of what we want for both community and Council and how we want to work together to transform our systems, processes and practices. Our corporate values are: Honesty, Respect, Cooperation, Fun, Accountability, Professionalism, Trust COMMUNITY VALUES | Also as part of the This Way Wagga Wagga - Vision 2030 project. The community developed values. The values shape the way we act toward one another and how we work together they also guide our decision making when we are faced with choices Together Wagga Wagga will Live and lead with courage, compassion and commitment Think and act with respect, beyond ourselves, beyond today

Statement of Commitment to Indigenous Australians Council acknowledges and respects that Indigenous Australians were the first people of this land and the Wiradjuri people were the first regional custodians of the Wagga Wagga Local Government Area. This recognition includes acceptance of the rights and responsibilities of Indigenous Australians to participate in decision making. Council acknowledges the shared responsibility of all Australians to respect and encourage the development of an awareness and appreciation of each others heritage and origin. In so doing, Council recognises and respects the heritage, culture, sacred sites and special places of Indigenous Australians. Council is committed to developing programs to improve the wellbeing of all City of Wagga Wagga residents as well as facilitating reconciliation between Indigenous and non-Indigenous residents. Council recognises that social justice and reconciliation are fundamental to achieving positive changes. Council will continue to actively encourage Indigenous and non-Indigenous Australians to work together for a just, harmonious and progressive society. Council recognises the richness of Indigenous cultures and values in promoting social diversity within the community.

DELIVERY PROGRAM

Contents Overview..................................................................................................................................................................................2 Our Commitment - Vision, Mission and Values . .....................................................................................................3 Statement of Commitment to Indigenous Australians........................................................................................4 1. Introduction Understanding the Delivery Program . ....................................................................................................................7 Measuring and Reporting our Performance .........................................................................................................7 Key Focus Areas ...............................................................................................................................................................7 Mayor’s Introduction.......................................................................................................................................................8 General Manager’s Introduction . ..............................................................................................................................8 Elected Representatives.................................................................................................................................................9 Profile of Wagga Wagga ..............................................................................................................................................13 Guide to the four year Delivery Program................................................................................................................15 2. Our Organisation Our Organisation........................................................................................................................................................... 17 Structure .......................................................................................................................................................................... 18 Community and Council............................................................................................................................................. 18 Our Planning Process .................................................................................................................................................. 19 Excellence in Governance.......................................................................................................................................... 20 Some of Council’s Services......................................................................................................................................... 22 Human Resources Activities...................................................................................................................................... 23 State of the Environment .......................................................................................................................................... 24 Access and Equity.......................................................................................................................................................... 24 Corporate Documents................................................................................................................................................. 25 3. Focus Areas Social.................................................................................................................................................................................. 35 Economic.......................................................................................................................................................................... 40 Environment.................................................................................................................................................................... 44 Civic Leadership.............................................................................................................................................................48 4. Business Activities Airport............................................................................................................................................................................... 53 Sewer Treatment Works ..............................................................................................................................................56 Solid Waste ......................................................................................................................................................................59 Livestock Marketing Centre ......................................................................................................................................62 5. Financial Summary ......................................................................................................................................................65 6. Capital Works Projects ................................................................................................................................................87 Glossary of terms.......................................................................................................................................................... .106 Index................................................................................................................................................................................... .106 Contact us ..........................................................................................................................................................................107 * 2010/11 Revenue and Pricing Policy (see separate document)

Section 1 Introducti on

06 Introduction

DELIVERY PROGRAM

Understanding the Delivery Program Progress towards the achievement of Councils Delivery Program is monitored and measured on a quarterly basis through the Corporate Performance Quarterly Report which is presented to Council and available to the community. This is the point where the community’s strategic goals are systematically translated into actions. These are the principal activities to be undertaken by the Council to implement the strategies established by the Community Strategic Plan within the resources available under the Resourcing Strategy. The Delivery Program is a statement of commitment to the community from the elected council. In preparing the program,

Council is accounting for its stewardship of the community’s long-term goals, outlining what it intends to do towards achieving these goals during its term of office and what its priorities will be. The Delivery Program is designed as the single point of reference for all principal activities undertaken by Council during its term of office. All plans, projects, activities and funding allocations must be directly linked to this Program.

Supporting the Delivery Program is an annual Operational Plan. It spells out the details of the Program – the individual projects and activities that will be undertaken each year to achieve the commitments made in the Delivery Program.

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

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

Understan d the Delive ing r Program y

Key Focus Areas

1. Social

2. Economic

3. Environment

4. Civic Leadership

Introduction 07

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

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

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

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

At the same time, we are looking at things that need to be completed now to offset longer-term difficulties. This includes significant capital works across the local government area – parks, playgrounds, stormwater and wastewater for example. Projects of great community interest over recent years are also at the stage of seeing some real action. Priorities for the coming year include the management

08 Introduction

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

This document is Council’s guide for the coming year. In putting together this blueprint of works, we’ve drawn on the input from our community to develop a plan of things we want to see achieved. We look forward to seeing how each of the projects and activities detailed in this ambitious but achievable plan progress. We will start seeing some results relatively soon, others will take some time.

DELIVERY PROGRAM

Elected Representatives The general elections for NSW Local Government are held every four years. In September 2008, a general election was conducted to elect a new Council for the Wagga Wagga Local Government Area. At this time, a reduction in Councillor numbers was implemented, reducing the number of Councillors from 14 to 11. The Mayor and Deputy Mayor are elected annually in September by the Councillors at a full meeting of the Council. The method by which the Mayor and Deputy Mayor are elected is resolved by Council at the meeting prior to the election occurring.

on seminars or conferences, as resolved by Council, is paid by Council.

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

• Public Libraries NSW Country • 2008 Local Government Association Conference • Flood Management Conference • NSW Community Climate Summit • G Division Conference • LGSA Tourism Conference • Ecoforum Conference and Exhibition • Local Government Asset Management • LGMA Forum • National General Assembly of Local Government • Shires Association Conference • Inland Forum Meeting • Country Mayors’ Conference

There is a very clear division of powers provided under the Act as between the Mayor and Councillors and the General Manager together with the mechanism by which such relationships are governed, including Council’s adopted Code of Conduct. In addition to sections 8 and 232 of the Act, the Mayor also has additional functions which are set out under section 226 of the Act. The General Manager’s role is set out under section 335 of the Act. Primarily, Councillors are responsible for the policy making functions of the Council, for strategic direction through planning and financial expenditure and to be representative of and provide leadership and direction to the community. The General Manager is responsible for enacting the decisions (goals and strategies) of Council through the effective and efficient day to day operation of the Council as an organisation. This includes the management and direction of staff. These roles are clearly defined to ensure transparent, accountable and open government which enables the trust and confidence of the community. As the election was held within this financial year it is appropriate to recognise both the former and current members of Council.

COUNCILLOR ATTENDANCE AT SEMINARS AND CONFERENCES From time to time during the 2009/10 financial year Council resolved for its representation at a number of different seminars and conferences through Councillor attendance. Attendance at these events is deemed appropriate to ensure that Council is aware of contemporary issues, innovation, comparative performance and strategic direction in Local, State and Federal Government sectors. This in turn assists Council’s long term planning, the identification of funding opportunities and building cooperative relationships which aid in meeting Council’s objectives.

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

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

Elected Represent atives

Under Council’s policy – Payment of Expenses and Provision of Facilities to Councillors - all direct expenses incurred in attending

Introduction 09

Elected Representatives

COUNCILLOR KERRY PASCOE Councillor Kerry Pascoe was first elected to Council in 2004 & has served continually since that date. Cr Pascoe was elected Mayor in 2004, 2005, 2006, 2007, 2008 & 2009 Cr Pascoe is a member of the following Council Committees: • Planning Standing Committee (Chairperson) • Infrastructure Standing Committee • Commercial & Economic Standing Committee • Corporate Governance Standing Committee • Environment & Community Standing Committee • Honours Committee • Audit & Risk Committee External organisations and committees: • Australia Day Committee • Eastern Riverina Noxious Weeds Committee • Lake Albert Community Committee • Riverina Conservatorium • Riverina Regional Libraries • Wagga Wagga Tidy Towns Home: 02 6931 0664 Mob: 0408 692 306 mayor@wagga.nsw.gov.au

COUNCILLOR LINDSAY VIDLER Councillor Lindsay Vidler was first elected to Council in 1991 & has served continually since that date. Cr Vidler was elected Deputy Mayor in 1999, 2001, 2002, 2003, 2004, 2008 & 2009 Cr Vidler is a member of the following Council Committees:

• Environment & Community Standing Committee (Alternate)

Home: 02 6922 4806 Mob: 0412 694 254 councillor.vidler@wagga.nsw.gov.au

COUNCILLOR DONNA ARGUS Councillor Donna Argus was first elected to Council in 2008. Cr Argus is a member of the following Council Committees: • Planning Standing Committee (Deputy Chair) • Environment & Community Standing Committee • Commercial & Economic Standing Committee (Alternate Member) • Honours Committee External organisations and committees: • Riverina Regional Libraries Mob: 0407 218 101 councillor.argus@wagga.nsw.gov.au

10 Introduction

DELIVERY PROGRAM

Elected Representatives

COUNCILLOR YVONNE BRAID

COUNCILLOR ALAN BROWN

Councillor Yvonne Braid was first elected to Council in 2008. Cr Braid is a member of the following Council Committees: • Corporate Governance Committee (Chairperson) • Environment & Community Standing Committee (Deputy Chairperson) • Planning Standing Committee (Alternate Member) • Honours Committee

Councillor Alan Brown was first elected to Council in 2008. Cr Brown is a member of the following Council Committees: • Infrastructure Standing Committee (Chairperson) • Corporate Governance Standing Committee (Deputy Chairperson) • Honours Committee

External organisations & committees: • Riverina Regional Libraries

Home: 02 6928 4205 Mob: 0409 284 205 councillor.brown@wagga.nsw.gov.au

Home: 02 6921 4556 Mob: 0402 214 556 councillor.braid@wagga.nsw.gov.au

External organisations & committees: • Rural Fire Service Agreement Management Committee

COUNCILLOR WAYNE GEALE OAM

COUNCILLOR RAY GOODLASS

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

Councillor Ray Goodlass was first elected to Council in 2008.

Cr Geale is a member of the following Council Committees: • Commercial and Economic Standing Committee (Chairperson) • Environment & Community Standing Committee • Honours Committee

Cr Goodlass is a member of the following Council Committees: • Environment & Community Standing Committee (Chairperson) • Planning Standing Committee • Infrastructure Standing Committee • Honours Committee

External organisations & committees: • Lake Albert Community Committee Home: 02 6926 6510 Mob: 0407 266 515 councillor.geale@wagga.nsw.gov.au

External organisations & committees: • Riverina Regional Libraries • Murray Darling Association • Public Libraries • Riverina Regional Libraries Home: 02 6931 7192 Office: 02 69219353 Mob: 0412 363 718 councillor.goodlass@wagga.nsw.gov.au

Introduction 11

Elected Representatives

COUNCILLOR GARRY HISCOCK

COUNCILLOR ROD KENDELL

Councillor Garry Hiscock was first elected to Council in 2008. Cr Hiscock is a member of the following Council Committees: • Commercial & Economic Standing Committee (Deputy Chairperson) • Corporate Governance Standing Committee • Honours Committee

Councillor Rod Kendall was first elected to Council in 2004 & has served continually since that date. Cr Kendall is a member of the following Council Committees: • Infrastructure Standing Committee (Deputy Chairperson) • Commercial & Economic Standing Committee • Corporate Governance Standing Committee (Alternate) • Planning Standing Committee • Honours Committee • Audit & Risk Committee

External organisations & committees: • Local Traffic Committee Home: 02 6925 7171 Office: 02 6921 2458 Mob: 0402 885 669 councillor.hiscock@wagga.nsw.gov.au

External organisations & committees: • Bushfire Management Committee • Riverina Regional Libraries Home: 02 6922 5563 Mob: 0418 692 516 councillor.kendall@wagga.nsw.gov.au

COUNCILLOR CLINT UDEN

COUNCILLOR KEVIN WALES

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

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

• Commercial & Economic Standing Committee

• Infrastructure Standing Committee

• Honours Committee External organisations & committees: • Riverina Conservatorium (Reserve member) Mob: 0416 335 532 councillor.uden@wagga.nsw.gov.au

External organisations & committees: • North South Rail Corridor Home: 02 6931 5155 Mob: 0413 098 531 councillor.wales@wagga.nsw.gov.au

12 Introduction

DELIVERY PROGRAM

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

PERIOD

INDICATOR

% ANNUAL CHANGE

2007

62,904

1.6%

Labour Force (No.)

June 08

33,358

1.8%

Unemployment Rate (%)

June 08

3.9%

0.2%

($M)

$2,564

5.1%

Property and Business Services ($M)

2006-07

$278.22

34.3%

Manufacturing ($M)

2006-07

$243.92

4.4%

Government administration and defence ($M)

2006-07

$201.96

10.7%

Agriculture, forestry and fishing ($M)

2006-07

$82.68

-20.3%

Dwelling Investment ($M)

June Q 08

$75.1

16.0%

Non-Residentail Investment ($M)

June Q 08

$24.2

-77.2%

Population (No.)

Gross Regional Product Key Industry Sectors

Investment

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

OUR CITY

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

• 17.3 % of the population is under the age of 11 • The 17-24 year age group constitute 13.5% of Wagga’s population as opposed to 9.2% for NSW • 6.7% of people were born overseas and 3.5% of people are from non-English speaking backgrounds • 4.1% of Wagga Wagga’s population is indigenious • The current population growth rate is 1.8% pa which compares very favourably with the NSW State population growth rate of 0.9%. The Wagga Wagga population has grown 7.3% since 2001 to 60,857 in 2007

• There are 25,592 rateable properties in Wagga Wagga

Profile of Wagga Wagga

Introduction 13

Profile of Wagga Wagga OUR COMMUNITY

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

• A number of contemporary galleries and museums including the National Art Glass Collection and the Museum of the Riverina • The education and training sector provides both services and employment opportunities to many people in the area. There is a university, a regional Institute of TAFE, a community college, nine high schools, and many primary schools, preschools and child care services

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

• Wagga Wagga has a diverse employment

base including strengths in services, defence, manufacturing, construction, food services sectors, the transport industry and agriculture

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

WAGGA WAGGA LOCAL GOVERNMENT AREA

WHAT WE DO

• Manage 200 parks and reserves and 95 playgrounds • Maintain a local road network of 2129 kms • Maintain a local footpath network of 235 kms • Provide learning to 13,456 children at Council’s Library • Administer vaccines to 617 babies, children and school students • Collect waste and recycled materials from 43,600 households • Provided family day care services to approximately 884 children and 578 families

14 Introduction

DELIVERY PROGRAM

Guide to the four year Delivery Program THE FOUR YEAR DELIVERY PROGRAM HAS BEEN DIVIDED INTO SIX SECTIONS -

Introduction Our Organisation Focus Areas

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

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

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

Business Activities

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

Financial Summary

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

Capital Works Projects

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

Introduction 15

Section 2 Our n o i t a s i n a g r O

16 Our Organisation

DELIVERY PROGRAM

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

GENERAL MANAGER Phil Pinyon The Internal Audit function reports directly to the General Manager. The General Manager leads the employees and is directly responsible to the elected Council. The General Manager is responsible for the day-to-day management of the whole organisation. CORPORATE SERVICES Director, Andrew Crakanthorp Service Quality and Information Finance Information Technology Human Resources Marketing, Communications and Media Corporate Governance Corporate Planning

Our Organisation

ENVIRONMENT & COMMUNITY SERVICES Director, Janice Summerhayes Riverina Regional Library and Regional Family Day Care Environmental Sustainability and Environment Compliance Regulatory Services and Animal Management Parks, Recreation & Cemeteries, Sporting Fields & Reserves Community - Cultural Facilities & Programs Social Planning and Community Capacity Programs Public Health INFRASTRUCTURE SERVICES Director, Terry Dodds Infrastructure Planning Procurement Services Fleet & Plant Civil Infrastructure Services Waste & Stormwater

PLANNING Director, Bob Karaszkewych Strategic Land Use Planning Land Subdivision Preparation & Review of LEP / DCP Development Compliance Building Services Plumbing Services COMMERCIAL & ECONOMIC DEVELOPMENT Director, Fiona Wilson Economic Development Tourism Development Visitors Information Centre Council Business: â&#x20AC;˘ Airport â&#x20AC;˘ Livestock Marketing Centre Property Maintenance and Management

Our Organisation 17

Structure MAYOR AND COUNCILLORS GENERAL MANAGER

ENVIRONMENT & COMMUNITY SERVICES

CORPORATE SERVICES

PLANNING SERVICES

INFRASTRUCTURE SERVICES

COMMERCIAL & ECONOMIC DEVELOPMENT

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

and Councill yor ors a M

si n e

ity Groups S

Governm ent

un mm Co

nts e id

Structu re

munity Com

e ak t S

vid ro

ers

Community

Ke y 18 Our Organisation

erv i c eP

ders l o h

Staff

DELIVERY PROGRAM

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

This Way Wagga - Vision 2030 Community Strategic Plan (10 years) Resourcing Plans • • •

Workforce Plan Asset Managment Plan Long Term Financial Plan

Other Council Plans

Delivery Program (4 yrs) (Senior Mgmt IPP)

Ongoing monitoring, evaluation and review

Operational Plan (1yr)

Ongoing Reporting

(Divisional Mgr IPP)

Annual Report

(reports on all Council Plans)

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

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

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

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

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

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

Our Organisation 19

Excellence Governan in ce

Excellence in Governance GOOD GOVERNANCE Wagga Wagga City Council is committed to good governance. This means that the structures, activities, and operations of the organisation are conducted in accordance with the principles of legal compliance, probity, transparency, accountability, respect for people within the organisation and for other stakeholders. Sound ethical principles such as honesty, fairness and respect are followed at all times. THE CHARTER OF COUNCIL Section 8 of the Local Government Act 1993 (the Act) provides the Charter for Council which includes the requirement for Councils to:

•

• •

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

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

•

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

•

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

•

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

•

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

•

Be a responsible employer

Exercise community leadership

THE ROLE OF THE MAYOR

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

Section 226 of the Act outlines the responsibilities of Council’s Mayor. The role of the Mayor is to:

•

Promote and to provide and plan for the needs of children

•

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

•

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

•

Exercise such other functions of the Council as the Council determines

• •

Preside at meetings of the Council

•

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

•

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

•

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

•

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

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

•

Represent the interests of the residents and ratepayers

•

Provide leadership and guidance to the community

•

Facilitate communication between the community and the council

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

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

The General Manager has the following particular functions:

Carry out the civic and ceremonial functions of the Mayoral office

•

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

•

THE ROLE OF THE COUNCILLORS

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

Section 232 of the Act outlines the role of Council’s elected representatives

20 Our Organisation

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

DELIVERY PROGRAM

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

• the day-to-day management of the council

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

• to appoint staff in accordance

with an organisation structure and resources approved by the council

• to direct and dismiss staff • to implement the council’s

equal employment opportunity management plan.

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

•

Planning Standing Committee (second Tuesday of the month)

These Standing Committees consider matters of policy and of a strategic nature and make recommendations to the Ordinary Meeting of Council. It provides a forum for Councillors to ask questions, discuss matters and make statements. It also enables members of the community to comment on contemporary issues, including development matters. Council also has eight (8) Advisory Committees, listed below, covering a range of community areas. These Advisory Committees have been established to provide advice to Council on an array of activities, programs and services designed to best meet the needs of the community: a. Arts Advisory Committee b. Seniors’ Advisory Committee c. Youth Advisory Committee d. Business Advisory Committee e. Recreation & Sports Advisory Committee f. Multicultural Advisory Committee

MEETINGS AND DECISION MAKING

g. Indigenous Advisory Committee

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

h. Environmental Advisory Committee

• • • •

Environment & Community Standing Committee (second Monday of the month) Commercial & Economic Development Standing Committee (second Monday of the month) Corporate Governance Standing Committee (second Tuesday of the month) Infrastructure Standing Committee (second Tuesday of the month)

MEMORANDA OF UNDERSTANDING Council currently has Memoranda of Understanding with Charles Sturt University (CSU); Riverina Institute of TAFE; the Wagga Wagga Chamber of Commerce; Wagga Wagga Medical Specialists Recruitment and Retention Committee; Police and Community Youth Clubs (PCYC) NSW Ltd; the Community Services and Planning Development Group (COSPAD); and the Department of Lands. OTHER RELATIONSHIPS Council is a member of the Australian Local Government Association, the NSW Local Government Association; the NSW Shires Association (Associate) - G Division of the Shires Association; Riverina Eastern Region Organisation of Councils (REROC); Country Mayors’ Association; Inland Forum; Riverina Regional Cities; Riverina Regional Library Service; Riverina Water County Council. Council also has a relationship with a number of Neighbourhood and Village Progress Associations, the Royal Australian Air Force Base and Blamey Barracks - Army Recruitment Training Facility at Kapooka.

In addition there are five (5) user groups which comprise stakeholders and Council staff from the respective facilities/ precincts. a. Airport Committee b. Livestock Marketing c. Wagga Wagga Exhibition Centre d. River Precinct Committee e. Lake Albert Community Committee Council representation is also provided on a number of external organisations and committees.

Our Organisation 21

A snapshot of Council’s Services SERVICE/LOCATION

WHAT IT OFFERS

Community and Cultural Services Civic Theatre & Performance Spaces

Wagga Wagga City Library

Based in the Civic Precinct on the banks of the Wollundry Lagoon, the Wagga Wagga Civic Theatre is the heart of performing arts within the community. The theatre provides world class arts and entertainment to the people of Wagga Wagga and surrounding regions. Wagga Wagga City Library is a community hub for recreation and information with something for everyone. Over 700 visitors per day access the following: Book Clubs; Storytime; School Tours; Free Internet Access; Community Displays; Author Talks and Seminars. Or they visit online for: 24/7 Homework Help; to Reserve a book; Ask a Question; use YourTutor; Book Computers; Upload a Book Review; and, Contribute to the History Wiki - Wagga on the Web.

Wagga Wagga Art Gallery

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

Museum of the Riverina

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

Wagga Crematorium, Lawn & Historic Cemeteries

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

Glenfield Road Animal Shelter

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

Regional Family Day Care Service

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

Social Planning

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

Environmental Sustainability

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

Parks and Recreation Parks & Gardens/Reserves

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

Oasis Regional Aquatic Centre

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

Recreation and Sportsgrounds

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

Council Businesses/Tourism Visitor Information Centre and Tourism Development

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

Livestock Marketing Centre

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

Wagga Wagga Airport

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

Infrastructure Services Maintenance and Construction

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

Gregadoo Waste Management Centre

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

Sewer Treatment Works

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

Flood and Stormwater Management

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

Kerbside Waste Collection

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

Administration Services Bob Osborne Skills Centre

Room hire available for corporate training.

Civic Centre Customer Service

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

22 Our Organisation

DELIVERY PROGRAM

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

MANAGEMENT PLAN PROJECT/SERVICE

Workforce Plan

OBJECTIVE

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

Employer of Choice Initiatives

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

EEO Management Plan

Implement strategies from Equal Employment Opportunity (EEO) Management Plan

ACTIONS

• Project future staffing needs • Identify skills shortages • Assist with the coordination of training • Develop programs and in conclusion be a strategic tool for the future development and resourcing of Council Specific focus areas will include: • Development of a HR People Strategy • Review of existing policies and procedures • Attraction and retention of talented quality staff • Investigation of flexible work arrangements • A strategic and consultative approach to human resource management • Health and wellbeing initiatives

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

• Identify employment opportunities for EEO target groups across all areas of Council.

OH&S

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

Continuous Improvement and Change Management

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

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

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

Human Resources Activities

Our Organisation 23

State of the Environment The 2008/09 comprehensive State of the Environment (SoE) Report covers the reporting requirements outlined in Section 428 of the Local Government Act 1993. Under Section 403 of the Local Government Act 1993, the SoE Report should guide the development of the following year’s Council Management Plan. In particular, the Council Management Plan must contain “a statement of the principal activities that the Council proposes to conduct”, and that the statement must include: “Activities to properly manage, develop, protect, restore, enhance and conserve the environment in a manner that is consistent with and promotes the principles of Ecologically Sustainable Development (ESD requires the effective integration of economic and environmental considerations in Council’s decisionmaking processes).” In order to better achieve this, Council has recently developed the draft ‘Wagga Wagga Environmental Sustainability Strategy 2009-2013’. The Strategy aims and objectives have been developed to incorporate the outcomes of research and community engagement during its development and is integrated with key documents such as the SoE report Council’s Community Strategic Plan. The Strategy highlights the important role environmental sustainability plays in placemaking and the objectives are aligned with

the State of the Environment themes of Water, Waste, Heritage, Land, Biodiversity, Climate, Air & Energy. A number of key initiatives are outlined for each area, to be actioned by Council. Importantly, the objectives also reflect the integration of environmental sustainability with Social, Economic and Governance considerations. The Strategy aims to improve the sustainability of the local environment, balance the needs of the built and natural environments and ensure development strengthens the connection between the community and the natural environment to create a sense of place and enhance community well-being. The objectives of the Strategy are outlined as follows: LAND Develop Sustainable built environments for current and future generations through effective land management and planning CLIMATE AIR & ENERGY Improve air quality and reduce the impact of climate change by educating the community and reducing both energy consumption and greenhouse gas emissions WATER Integrate management strategies to encourage water conservation and enhance and protect water quality

Effectively manage the natural environment so that biodiversity is understood, enhanced and protected WASTE Minimise our environmental impact by using alternative technologies and implementing effective waste management strategies HERITAGE Effectively manage heritage and Aboriginal culture so it is understood, enhanced and protected GOVERNANCE Continuously improve systems and practices at Wagga Wagga City Council to become a leader in sustainable environmental management SOCIAL Promote environmentally sustainable principles for healthy living through community initiatives ECONOMIC Effectively manage partnerships to facilitate and enhance environmentally sustainable economic development The State of the Environment Report is available by contacting Council on 1300 2 WAGGA or by visiting Council’s website www.wagga.nsw.gov.au

BIODIVERSITY

Access and Equity The Local Government (General) Amendment (Community and Social Plans) Regulation 1998 was introduced to promote a more inclusive community by ensuring that council services are responsive to community needs and diversity. The Regulation is designed to assist Council to:

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

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

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

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

24 Our Organisation

The Regulation requires all Councils to:

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

• To include in their management plan and annual report a statement about the access and equity activities planned or undertaken by Council Access and Equity activities and strategies for Council’s Management Plan are defined as those which benefit the broad community and/or particular mandatory target groups of the social/community plan. Our Access and Equity activities are outlined in Section 3 of the document ‘Focus Areas’ . Any activities tagged with an ‘A&E’ symbol aim to promote social justice and enhance community wellbeing.

DELIVERY PROGRAM

Corporate Documents Council provides a number of diverse services to the community which require community input and careful planning. Planning is essential in ensuring the long-term sustainability of assets, the Resourcing for assets and providing the right services for the community. Council prepares and implements a number of plans and strategies in response to legislation as well as in response to community need. An outline of some plans within Council are listed below - all are available on Councils website or by contacting Council.

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

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

FOUR YEAR DELIVERY PROGRAM Council’s Delivery Program establishes the operational requirements for the

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

ANNUAL REPORT The Annual Report reports against the actions outlined in the Delivery Program in the Performance Against Objectives section. The Annual Report is the key point of accountability between Council and it’s community. SOCIAL PLAN A social/community plan must be developed in consultation with the community and linked to a 5 year review cycle. The plan must include a community profile, identification of community needs and recommendations to address those needs. The plan recognises the diversity and unique characteristics of our local community; it reflects the needs and aspirations of the community; and it promotes partnership and collaborative approaches to adopt a holistic view of our local area to improve and enhance the quality of life for all.

members to know about it – to help their understanding of how council has been performing both as a business entity and a community leader.

STATE OF THE ENVIRONMENT REPORT Under Section 403 of the Local Government Act 1993, the SoE Report should guide the development of the following year’s Council Delivery Program. In particular, the Council Delivery Program must contain “a statement of the principal activities that the Council proposes to conduct” and that the statement must include: “Activities to properly manage, develop, protect, restore, enhance and conserve the environment in a manner that is consistent with and promotes the principles of Ecologically Sustainable Development (ESD requires the effective integration of economic and environmental considerations in Council’s decisionmaking processes).”

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

ANNUAL REPORT The annual report focuses on Council’s implementation of the Delivery Program and Operational Plan because these are the plans that are wholly the council’s responsibility. The report also includes some information that is prescribed by the Local Government (General) Regulation 2005. This information has been included in the Regulation because the Government believes that it is important for community

Corporate Documen ts

Our Organisation 25

Social

Economic

Environment

Civic Leadership

34 Operating Plan

Section 3 s a e r A s u c o F

DELIVERY PROGRAM

Social

WE FOCUS ON: 1.1 A vibrant and attractive place that offers a range of lifestyle choices and a liveable environment 1.2 A growing diverse and dynamic community 1.3 A broad range of leisure, sport, cultural and educational pursuits for the varying needs of the community 1.4 A safe, healthy and active community

Operating Plan 35

SPHERE 1. SOCIAL Goal: A vibrant and attractive place that offers a range of lifestyle choices and a liveable environment Strategy: Market the range of Lifestyle Choices What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

Tourism Website Target of 58,000 Maintain contemporary information on activities available for residents and visitors - website visitors A&E achieved per year

√

Conference/event Organisers and Group Markets Target of 10 Actively promote Wagga Wagga as an ideal destination for the conference, event and achieved per year group markets - A&E

√

√√

√

Strategy: Improve connections to the river and the environment which enhance the natural feel of the river precinct What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

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

√

√√

√

√√

√

Strengthen opportunities for shopping, dining and entertainment What we will do City’s Services and Facilities Actively promote the city’s services and facilities

Performance Target Ongoing

Goal: A growing, diverse and dynamic community Strategy: Develop the central business district as the regional commercial and retail centre whilst encouraging local urban and village neighbourhood hubs What we will do Land Use Studies Traffic and other studies

Performance Target Year 1 Year 2 Year 3 Year 4 Ongoing

√

√√

√

Strategy: Facilitate higher population density in central Wagga Wagga and near neighbourhood hubs What we will do Implement consistent land use planning controls Ensure that land use planning controls are applied in a consistent manner

Performance Target Year 1 Year 2 Year 3 Year 4 Ongoing review

√

√√

√

Strategy: Facilitate the provision of a range of housing types in a manner which builds strong residential communities What we will do Implement processes to actively source funding for heritage projects Ensure that Council actively source funding for heritage projects to protect and enhance items of environmental heritage value

Performance Target Year 1 Year 2 Year 3 Year 4 Ongoing source of funding

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

36 Operating Plan

√

√√

√

√√

√

DELIVERY PROGRAM

Strategy: Facilitate equal access for residents to community services and facilities What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

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

√

√√

√

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

√

√√

√

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

√

√√

√

√√

√

Exhibitions completed

Annual programs Cultural Plan and projects Delivery of programs/projects against the priorities in the Cultural Plan for this period completed

Strategy: Develop and promote partnerships for regional community programmes What we will do Government and non Government funding in rural and regional programs Secure partnership funding levels for social and cultural services

Performance Target Year 1 Year 2 Year 3 Year 4 $600,000 grant funding secured annually

√

√√

√

Strategy: Acknowledge and celebrate diversity within the community What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

Ongoing delivery Cultural Programs of programs/ Delivery of programs/projects against the priorities in the Cultural Plan and establish projects completed a cultural and social foundation successfully

√

√√

√

Council’s Cultural Collections Investing and maintaining Council’s cultural collections

Collection formally reviewed on an annual basis

√

√√

√

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

Successful delivery of events

√

√√

√

Strategy: Identify changing community needs and provide leadership to the community What we will do Community Social Plan Review and Implement Community Social Plan priorities - A&E

Performance Target Year 1 Year 2 Year 3 Year 4 Annual program completed

√

√√

√

Operating Plan 37

Goal: A broad range of leisure, sport, cultural and educational pursuits for the varying needs of the community Strategy: Provide opportunities for life-long learning, social interaction and creativity What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

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

Completed October 2011

√

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

Programs distributed successfully

√

√√

√

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

Performance Target Year 1 Year 2 Year 3 Year 4

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

Target of 300 per year

√

√√

√

Parks/Major Assets Maintain Botanic Gardens and Zoo - A&E

Improved customer satisfaction ratings

√

√√

√

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

Completion of 100% annual funded recommendations

√

√√

√

Strategy: Establishing integrated community/cultural/tourism facilities within the Murrumbidgee River precinct What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

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

l a i c o S

38 Operating Plan

√

DELIVERY PROGRAM

Goal: A safe, healthy and active community Strategy: Encourage and facilitate an active and healthy community What we will do Shared pathways in the city and surrounds Identify shared pathway links and list projects for funding consideration - A&E

Performance Target Year 1 Year 2 Year 3 Year 4 Projects listed for funding consideration completed

√

√√

√

Strategy: Support and promote the safety, health and wellbeing of the community What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

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

4 meetings per year

√

√√

√

Regulatory Services Deliver regulatory services to meet the needs and expectations of the community A&E

Annual compliance programs completed

√

√√

√

Works Program Develop works program template for annual capital program’s

Template delivered in August each year

√

√√

√

Strategy: Support preventative public and environment health programs What we will do

Performance Target Year 1 Year 2 Year 3 Year 4

Community Immunisation Clinic Implement public health immunisation projects - .

24 Clinics conducted per year

√

√√

√

Public Health Standards Health standards Implement health programs to achieve the requirements of the Public Health Review review completed

√

√√

√

Number of Onsite sewage management programs Continue to implement the onsite sewage management program. Reviewing current implemented Onsite Sewage Management Plan annually

√

√√

√

Socia

Operating Plan 39

Economic

WE FOCUS ON: 2.1 A strong, sustainable and well balanced economy that generates growth and employment opportunities 2.2 Sustainable infrastructure and services that support current and future needs of the community 2.3 A skilled workforce that accommodates the changing needs of the Wagga Wagga Local Government Area

40 Operating Plan

DELIVERY PROGRAM

SPHERE 2. ECONOMIC Goal: A strong, sustainable and well balanced economy that generates growth and employment opportunities Strategy: Stimulate prosperity through economic development strategies What will we do

Economic Development Strategy - Grow Wagga Wagga Implement the Grow Wagga Wagga Strategy

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

Year 1

√

Year 2

√√

Year 3

Year 4

√

Year 3

Year 4

Strategy: Identify and attract business to ensure a well-balanced economy What we will do

Performance Target

Year 1

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

Establishment of new industry associated with the production of biofuels within the city

√

√√

√

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

Establishment of additional agribusiness activities

√

√√

√

Call Centre Operations Service Provision Investigate feasibility of developing Call Centre operations to provide outsourced services to other Customer Service providers - A&E

Completed June 2011

√

Inward Investment Strategy for Airport Completed by 31 Develop and implement a strategy to attract business and investment activity December 2010 to the Airport

Year 2

√

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

Performance Target

Year 1

Year 2

Year 3

Year 4

City Brand Review current brand and City Marketing Strategy

Annual review completed

√

√√

√

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

State and Regional Websites contain up to date information

√

√√

√

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

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

√

√√

√

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

Performance Target

Regular reporting Community Engagement: Council Committees of committee Maintain Committee Structure that encourages community participation and recommendations and stakeholder engagement minutes to Council

Year 1 √

Year 2 √√

Year 3

Year 4

√

Operating Plan 41

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

√

√√

√

Goal: Sustainable infrastructure and services that support current and future needs of the community Strategy: Provide and maintain appropriate infrastructure and services that support current and future needs What we will do

Performance Target

Year 1

Year 3

Year 4

√√

√

√√

√

Livestock Marketing Centre Master Plan Completed by 30 June Develop and achieve Council endorsement of a long-term Master Plan for the 2011 Livestock Marketing Centre

√

√√

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

Subject to implementation of Stormwater Charge and allocation of appropriate budgets

√

√√

√

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

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

√

Year 3

Year 4

Annual Programs Recreational Assets undertaken within Implement Capital works program and undertake scheduled maintenance for budget and to approved Recreational Assets standards

√

Annual Programs undertaken within budget and to approved standards

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

Year 2

Strategy: Develop cost effective infrastructure maintenance and renewal strategies What we will do

Performance Target

Year 1

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

Completed by 31 March 2011

√

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

Urban stormwater network condition assessment and ratings completed

√

√√

√

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

Annual Reduction in number of blockages, spills and failures completed

√

√√

√

Street Lighting Implement Street Lighting Strategy action items

Adopted annual action plan items completed

√

√√

√

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

Adopted annual action plan items completed

√

√√

√

42 Operating Plan

Year 2

DELIVERY PROGRAM

Total Asset Management System Develop and implement Total Asset Management System

Complete annual implementation action plan

√

√√

Transport Infrastructure Transport Study implement action plan from Transport Study

Adopted annual program

√

√√

√

Goal: A skilled workforce that accommodates the changing needs of the Wagga Wagga Local Government Area Strategy: Work together with government, private sector, education, employment and community groups to develop regional partnerships and investment in training What we will do Undertake research marketing and communication to benefit the Business Community To ensure Council provides the best service possible to local and incoming businesses through excellent cross-council communication and effective, high quality and targeted research, marketing and communications

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

Year 1

√

Year 2

Year 3

Year 4

√

√√

Strategy: Engage with key stakeholders to facilitate labour availability through the promotion of career opportunities, whole of lifespan employment options and flexible and affordable lifestyle choices What we will do Education Partnerships (CSU, TAFE etc) Facilitate quarterly meetings with key education providers including the Riverina Institute, Charles Sturt University and the Department of Defence, support activities (career days etc) which promote career opportunities

Performance Target Facilitate quarterly meetings

Year 1 √

Year 2

Year 3

Year 4

√

√√

i m o n o Ec

Operating Plan 43

Environm ent

WE FOCUS ON: 3.1 An integrated approach to water resource management 3.2 A sustainable built and natural environment 3.3 Sustainable management of natural resources 3.4 Promoting environmental sustainability

44 Operating Plan

DELIVERY PROGRAM

SPHERE 3. ENVIRONMENT Goal: An integrated approach to water resource management Strategy: Facilitate research and planning including Global Water Smart City to ensure water conservation, reuse and efficiency What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

Water and Effluent Reuse Research and develop achievable expansion of water reuse scheme

Network extended annually as per plan/ strategy

√

√√

√

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

Adopted annual action plan items completed

√

√√

√

Strategy: Develop and promote partnerships with key stakeholders What we will do Key Partnerships - Water Management Facilitate ongoing partnerships and working relationships with key stakeholders. Participate in regular meetings with Riverina Water, Murrumbidgee Catchment Management Authority, Department of Environment and Climate Change and Department of Water and Energy

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

Year 1 Year 2 Year 3 Year 4

√

√√

√

Goal: A sustainable built and natural environment Strategy: Maintain a contemporary Local Environment Plan and vision for the Wagga Wagga Local Government Area What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

Wagga Wagga Local Environment Plan (LEP) 2008 Making of LEP by Minister anticipated in April/May 2010

Completion March/ April 2010

√

√√

√

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

Completed annually

√

√√

√

What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

Ecological Sustainable Development Implementation of ecologically sustainable development principles and programs

ESD incorporated into development assessments

√

√√

√

Lake Albert Sustainability Implement Plan of Management for the sustainability of Lake Albert

Action plan considered annually in conjunction with Council Management Plan

√

√√

√

What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

Flood Management Actions Implement actions from the Flood Risk Management Plan

Action plan considered annually in conjunction with Council Management Plan

√

√√

√

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

All lands identified for biodiversity certification

√

√√

√

Strategy: Encourage development that protects biodiversity and natural ecological processes What we will do

Performance Target

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

Year 1 Year 2 Year 3 Year 4 √

√√

√

Operating Plan 45

Goal: Sustainable management of natural resources Strategy: Manage waterways and land use to minimise detrimental environmental impact What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

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

100% compliance to monthly monitoring schedule

√

√√

√

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

100% compliance with annual schedule

√

√√

√

Sediment and Erosion Program Conduct Sediment and Erosion education to minimise incidence of non compliance

Less than 10 infringements issued per year

√

√√

√

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

100% compliance with reporting requirements

√

√√

√

Strategy: Protect, enhance and rehabilitate native vegetation and ecosystems to enhance biodiversity What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

Biodiversity Conservation Implement programs to protect and enhance biodiversity

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

√

√√

√

Weed Control Complete annual noxious weeds program

Annual program completed by June

√

√√

√

Strategy: Support and promote the improvement of ambient air quality What we will do Improved Air Quality Implement projects to reduce air pollution

Performance Target Improvement in reported levels of ambient air quality

Year 1 Year 2 Year 3 Year 4 √

√√

√

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

46 Operating Plan

√

DELIVERY PROGRAM

What we will do Community Engagement in Environment Programs Implement projects including: Cleanup Australia Day and National tree day, - Landcare Action program, - Liaise with the Wagga Wagga Tidy Towns Committee

Performance Target 5% increase in program participation

Year 1 Year 2 Year 3 Year 4 √

√√

√

Goal: Promote environmental sustainability Strategy: Minimise the city’s ecological footprint and reduce resource consumption within the Wagga Wagga Local Government Area through greater energy efficiency and renewable energy technologies Strategy: Minimise waste to landfill through reduce, reuse and recycle strategy What we will do Contaminated Lands Management of contaminated land sites

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

Year 1 Year 2 Year 3 Year 4

√

√√

√

Strategy: Reduce greenhouse gas emissions across the local government area What we will do

Performance Target

Year 1 Year 2 Year 3 Year 4

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

Reported reduction in greenhouse gases

√

√√

√

Greenhouse Gas Reduction Promote and support projects that reduce greenhouse gas emissions

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

√

√√

√

Strategy: Facilitate community education for the achievement of a sustainable environment What we will do Environmental Sustainability Strategy In accordance with the environmental sustainability strategy

Performance Target Implement 8 programs per year

Year 1 Year 2 Year 3 Year 4 √

√√

√

Operating Plan 47

p i h s r e d a e L c i v i C

WE FOCUS ON: 4.1 Leading the region into the future 4.2 Effective and transparent leadership that enjoys the support and confidence of the community 4.3 Councilâ&#x20AC;&#x2122;s operations and activities are effective, efficient and customer focused 4.4 Council having the necessary financial, human and other resources and management systems to provide appropriate services and a structure 48 Operating Plan

DELIVERY PROGRAM

SPHERE: CIVIC LEADERSHIP Goal: Lead the region into the future Strategy: Promote a clear strategic direction and vision for the future of the region Year 1 Year 2 Year 3 Year 4

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

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

√

√√

√

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

Completion of annual review

√

√√

√

Strategy: Embrace leadership for the region Year 1 Year 2 Year 3 Year 4

What we will do

Regional Leadership Active participation in regional government partnerships

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

√

√√

√

Strategy: Promote Council as a regional service provider Year 1 Year 2 Year 3 Year 4

What we will do Human Resources Networking To position ourselves as a regional industry leader

Regular meetings with regional Councils

√

√√

√

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

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

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

√

√√

√

Goal: Effective and transparent leadership that enjoys the support and confidence of the community Strategy: Council implements best practice ethical and corporate governance standards What we will do Annual minimum ranking 4/5 in Local Good Governance Strategy Government Managers Promote good governance and ethical conduct throughout the organisation Australia (LGMA) Good Governance Health Check completed

Year 1 Year 2 Year 3 Year 4

√

√√

√

Operating Plan 49

Strategy: Engage and effectively consult with the community and foster participation and collaboration Year 1 Year 2 Year 3 Year 4

What we will do Community Engagement Strategy Develop a comprehensive strategy for engaging with the community in a range of ways that are relevant and wanted, across the IAP2 Spectrum of Public Participation

Completed 31 December 2010

√

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

10% annual growth in unique website visitors achieved

√

√√

√

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

10% annual improvements on positive media coverage

√

√√

√

Goal: Council’s operations and activities are effective, efficient and customer focussed Strategy: Develop and maintain a “best practice” proactive Council that is recognised as a leader in its field Year 1 Year 2 Year 3 Year 4

What we will do Corporate Information Management Strategy Strategy developed by Strategy to implement best-practice information management initiatives to 30 June 2013 maximise efficiency, transparency and probity

√

√√

√

Physical Archive Strategy Strategy developed by 30 Strategy to implement best-practice archive initiatives to ensure appropriate June 2013 treatment for all physical records

√

√√

√

Legacy System Strategy Strategy developed by 30 Strategy to decommission legacy systems and appropriately migrate all data June 2013

√

√√

√

Risk Management Strategy Actively promote enterprise risk management practices throughout the organisation

Risk Management Strategy reviewed and updated annually

√

√√

√

Information and Communications Technology Strategy Maintain an effective and cohesive Information and Communication Platform

Annual Review of Strategy

√

√√

√

Strategy: e-Enable all relevant Council services Year 1 Year 2 Year 3 Year 4

What we will do e-Services Strategy Strategy for delivery of e-services - sub-strategy to Council’s e-Business Strategy

Completion of Strategy

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

e-Business strategic goals achieved

√

√√

√

Strategy: Implement strategies to ensure excellence in customer service Year 1 Year 2 Year 3 Year 4

What we will do Service Quality Strategy Strategy to implement Service Quality initiatives and culture across all of Council

Strategy developed by 30 June 2013

√

√√

√

Complaints Handling Action all complaints received - A&E

Complaints actioned in accordance with policy

√

√√

√

Strategy: Become an employer of choice What we will do

Year 1

Year 2

Year 3

Year 4

OH&S Annually Prioritise and implement Audit outcomes from State Cover

Achieve and Maintain above average performance in State Cover OHS Audit

√

√√

√

Workforce Plan Coordinate and Implement the outcomes from the Workforce Plan

Completion of actions on an annual basis

√

√√

√

50 Operating Plan

DELIVERY PROGRAM

Goal: Council has the necessary financial, human and other resources and management systems to provide appropriate services and infrastructure Strategy: Establish agreed levels of service and infrastructure provision to ensure they are aligned with community needs and build Council’s financial and management capacity to deliver Year 1 Year 2 Year 3 Year 4

What we will do Reduce processing time for Development Applications Implement strategies to reduce processing times for Development Application to be under 40 days

Process within 40 days or less

√

√√

√

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

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

√

√√

√

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

Presentation of a grants status report to Council each Quarter

√

√√

√

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

Monthly report prepared on investment summary and performance is presented

√

√√

√

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

√

√√

√

Grants Funding Program Funding sought for a Ongoing program to actively seek additional grant funding for projects and minimum of 24 new services contained in the Ten Year Financial Plan. projects each year

√

√√

√

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

√

Report is presented to Council by February 2011

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

Completion of bi-annual self assessment

Corporate Training Program Facilitate Corporate Staff training program

Projects and Plans delivered

√

Operating Plan 51

4 n o i t c e S s s e n Busi ies t i v i t c A

52 Business Activities

DELIVERY PROGRAM

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

• Management of airport security

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

• Managing the needs of key

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

• Maintenance and scheduled

Principal activities of the Airport include:

• Management of airport operations

in accordance with applicable Civil Aviation Legislation and Regulations as administered by Civil Aviation Safety Authority

in accordance with the Aviation Transport Security Act and Regulations, as administered by the Department of Infrastructure, Transport, Regional Development and Local Government stakeholders including airline operators, leaseholders and the Department of Defence refurbishment or replacement of assets including the runways, taxiways, aprons, buildings, car parks, fencing, and other associated infrastructure

• Provision of leased areas to

accommodate air transport related industry and services

• Provision of Terminal services and

• The Wagga Wagga Airport operates

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

facilities to meet the needs of our customers

Airport

Business Activities 53

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

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

OPERATING Gross Revenue Operating Revenue

(2,532)

(2,252)

(2,421)

(2,604)

Operating Revenue

(2,532)

(2,252)

(2,421)

(2,604)

Employment

421

440

459

479

Operating

565

578

593

608

Maintenance

579

222

180

1,745

1,420

1,453

1,489

371

375

379

383

(416)

(457)

(589)

(732)

Movements To / (From) Operating Reserves

596

637

769

912

Purchase & Construction of Assets

434

2,548

Loan Repayments

656

632

607

586

1,090

632

607

3,134

(1,090)

(632)

(607)

(3,134)

180

Gross Expenditure

Other Depreciation Total Expenditure

Overheads / Recoveries Operating (Surplus) Deficit

CAPITAL

Total Capital Expenditure Movements To / (From) Capital Reserves Net Capital Flows Less: Movements not involving flow of funds (Depreciation & Provisions) NET TOTAL MOVEMENT

54 Business Activities

DELIVERY PROGRAM

Airport Airport Estimates

$'000 3,500 3,000 2,500

2013/14

Operating Revenue

Operating Expenses

2012/13

500

2011/12

2010/11

2013/14

2012/13

2011/12

2010/11

2013/14

2012/13

1,000

2011/12

1,500

2010/11

2,000

Capital Expenditure

Airport 2010/11 to 2013/14 2010/11

2011/12

2012/13

2013/14

Program 302

Airport - Connect Taxiway C to GA Apron Airport - South West GA Apron

271

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

109

Airport - Purchase and Installation of a Carpark Management System

147

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

462 1,328

Airport - GA Precinct - Stage 1 Airport - GA Aircraft Washdown Bay

54 308

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

Total Airport Capital Works Program

434

2,548

Business Activities 55

Sewer t Treatmen Works

Sewer Treatment Works Wagga Wagga City Council’s sewerage network services over 18,000 residential and 2,000 non-residential properties. The sewerage network consists of over 530km of gravity and pressure mains and 36 pump stations. Last year over 5,374ML of sewage was transported through Wagga’s sewerage network. All sewage is transported to one of Council’s six (6) sewage treatment plants where solids are removed and the remaining wastewater is further treated to remove impurities. The treated effluent is either discharged to the river or reused for irrigation. Wagga Wagga City Council is nearing completion of the Sewer 2010 Project. The overall objective of the Project is to augment and upgrade Council’s sewage treatment facilities and the collection and transportation network to comply with licence conditions set by the Department of Environment and Climate Change (DECCW) and to manage risk and allow for growth in its sewerage system. The Sewer 2010 Project comprises of the following works:

•

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

•

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

56 Business Activities

The above works are being delivered under a single performance based Design, Build and Operate (DBO) contract package. The Design Build Operate (DBO) model was selected because it was deemed as being the most likely contract mechanism to deliver the project objectives as quickly as possible and best manage the risks associated with the project. Under the Contract, Council has entered into an agreement with the private sector comprising of the following:

•

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

•

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

The augmentation/upgrade of the Narrung and Kooringal STP’s is largely complete and the plants are in the process of being commissioned and proved. The Murrumbidgee Pipeline Duplication Project was completed in October 2009. The Sewer 2010 Project also includes the augmentation of the Flowerdale pumping station and duplication of the sewer rising main from this pump station to the

Narrung Street STP and the construction of a new effluent reuse pipeline. This component of the Project is being delivered under a more traditional design and construct contract and is scheduled for completion in the 2010/11 financial year. Further to the above works Council have also implemented the following programs:

•

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

•

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

• •

Joint sewer connection eliminations,

•

Upsizing of hydraulically overloaded sewer mains,

•

Blackspot program for the repair of priority sewer mains,

•

Removal of vent stacks.

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

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

DELIVERY PROGRAM

Sewer Treatment Works WAGGA WAGGA CITY COUNCIL 4 YEAR BUSINESS ACTIVITY STATEMENT 2010/11 to 2013/14 BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

OPERATING Gross Revenue Operating Revenue

(12,772)

(13,330)

(13,915)

(14,530)

Operating Revenue

(12,772)

(13,330)

(13,915)

(14,530)

8,264

7,859

7,982

8,079

Gross Expenditure Operations & Management Depreciation

5,160

13,424

13,019

13,142

13,239

Overheads

1,205

Operating (Surplus) Deficit

1,858

895

432

(86)

Movements To / (From) Operating Reserves

3,302

4,265

4,728

5,246

Purchase & Construction of Assets

4,425

5,356

3,493

2,560

Loan Repayments

3,012

3,003

Total Capital Expenditure

7,437

8,368

6,506

5,563

(7,437)

(8,368)

(6,506

(5,563)

(28)

(19)

5,160

Total Expenditure

CAPITAL

Movements To / (From) Capital Reserves Net Capital Flows Less: Movements not involving flow of funds (Depreciation & Provisions) NET TOTAL MOVEMENT

Sewer Estimates $'000

16,000 14,000 12,000

2013/14

2,000

2012/13

4,000

2011/12

2010/11

2013/14

2012/13

2011/12

2010/11

2013/14

2012/13

6,000

2011/12

8,000

2010/11

10,000

Operating Revenue

Operating Expenses

Capital Expenditure

Business Activities 57

Sewer Treatment Works WAGGA WAGGA CITY COUNCIL 2010/11 to 2013/14 2010/11

2011/12

2012/13

2013/14

$’000

Progressively Upgrade Pits

Variable Speed Drives

Glenfield West

583

Sheppard St

355

Forsyth St - New Assets

355

Program Sewer Pumping Station Works

Forsyth St - Renewals Boorooma

179 601

Hammond Ave

344

Cleardale

Smith St Elizabeth St

35 98

Ladysmith Well Rehabilitation

42 83

New Pressure Reticulation Currawarna

552

Humula

556

Oura

535

San Isidore

1,574

Sewage Treatment Works Collingullie

Currawarna

Forest Hill

670

Mangoplah

Humula

Tarcutta

Uranquinty

Sewer - Rising Mains Upgrade

104

Unloading and Filtration System for decanting the Suction Trucks

115

Oura Sewer Scheme Construction

104

613

Pressure Sewer Scheme Design - Oura & Currawarna

100

SPS16 Kooringal - Permanent Diesel backup

Sewer Reticulation - Progressive replacement of Manhole Lids

Joint Connection Eliminations

119

150

58 Business Activities

DELIVERY PROGRAM

Solid Waste Council’s domestic waste collection service comprises of three (3) complementary components, a weekly household garbage service and a fortnightly recycling and green waste service. The service aims to maximise the amount of materials recycled and reduce the volume of rubbish being disposed to landfill. The introduction of this service in 1997 has resulted in considerable gains in waste reduction including a 210% increase in recyclables collected with around 9,000 tonnes per year of material currently being diverted from landfill. Paper and cardboard accounts for nearly 80% of the recycled content. The green waste service currently diverts more than 7,000 tonnes/year. Council owns and operates the Gregadoo Waste Management Facility which accepts the majority of solid waste generated in the region. The facility is licensed to accept 100,000 tonnes of waste per annum and includes a transfer station and a resource recovery and reuse centre designed to minimise the amount of waste that is landfilled. Council provides the following solid waste services:

•

Kerbside collection of domestic waste within specified collection areas

•

Waste management facilities, including rural landfills and transfer stations

• •

Provision and servicing of street bins

•

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

•

Education and promotion relating to solid waste

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

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

Galore, Currawarna and Humula and the transfer stations are located at Tarcutta, Mangoplah, Uranquinty and Collingullie. Recycling drop-off facilities are also provided at the rural landfills and transfer stations. The waste received at the transfer stations is transferred to the Gregadoo Waste Management Centre for disposal. Council intends to progressively convert al the rural landfills to transfer stations over the next three years. Wagga Wagga City Council is nearing the finalisation of a new Resource Recovery Strategy. The Strategy is aligned with Councils Community Strategic 2008/18 and evolved from the more traditional Waste Management Strategy to a Resource Recovery Strategy that is focused on the broader issues of environmental sustainability through resource recovery rather than focusing on waste disposal. The Strategy sets down the following eleven strategic directions that are linked to and aligned with Councils Community Strategic Plan 2008/18 as well as Regional and State initiatives. The strategic directions include outcomes related to Councils key strategic goals in the areas of Social, Economic, Environment and Governance.

e e t t s s a a W W d d i i l l o SSo

Business Activities 59

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

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

OPERATING Gross Revenue Operating Revenue

(8,098)

(8,487)

(8,897)

(9,326)

Operating Revenue

(8,098)

(8,487)

(8,897)

(9,326)

6,130

6,170

6,211

6,254

263

Total Expenditure

6,393

6,433

6,474

6,517

Overheads

1,003

Operating (Surplus) / Deficit

(702)

(1,052)

(1,420)

(1,807)

Movements To / (From) Operating Reserves

965

1,315

1,683

2,070

Purchase & Construction of Assets

202

787

202

787

(202)

(787)

263

Gross Expenditure Operations & Management Depreciation

CAPITAL Loan Repayments Total Capital Expenditure Movements To / (From) Capital Reserves Net Capital Flows Less: Movements not involving flow of funds (Depreciation & Provisions) NET TOTAL MOVEMENT

60 Business Activities

DELIVERY PROGRAM

Solid Waste Solid Waste Estimates $'000

10,000 9,000 8,000 7,000

2013/14

1,000

2012/13

2,000

2011/12

2010/11

2013/14

2012/13

2011/12

2013/14

2010/11

3,000

2012/13

4,000

2011/12

5,000

2010/11

6,000

Operating Revenue

Operating Expenses

Capital Expenditure

Solid Waste 2010/11 to 2013/14

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

2010/11

2011/12

$’000

2012/13 2013/14 $’000

$’000

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

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

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

GWMC - Construction of a cover over the Transfer Station

500

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

106

Total Solid Waste Capital Works Program

202

787

Business Activities 61

Livestockg Marketin Centre

Livestock Marketing Centre The Wagga Wagga Livestock Marketing Centre (LMC) has been operating from its site in the Bomen Business Park since 1979. The centre provides a venue for producers to display their stock for auction to buyers. A unique pre-weigh ring selling method pioneered in Wagga Wagga is employed for cattle sales whilst sheep are sold by a more conventional pen selling method. The LMC is the largest sheep market in Australia and the largest prime cattle market in New South Wales. In the 2008/9 year the LMC sold over 1.85 million sheep and 130,000 cattle for a gross value of over $207 million, making the centre one of the most profitable and successful businesses in the Riverina. The centre operates on a self funding basis and represents a significant asset to the rural and agricultural industries. Income is generated from fees and charges to sheep and cattle vendors, buyers, livestock selling agents, and services such as a commercial truck wash facility and canteen. The surplus from the operation of the business is directed to a reserve. A capital works program funded from this LMC reserve allows the centre to continually improve and maintain its dominance in the livestock market. A recent Economic Impact Assessment (EIA) of the LMC measured the contribution of the LMC in the wider, particularly rural, economy. It highlighted the importance and opportunity of recognising the LMC as more than a business entity in its own right and as a key part of Councilâ&#x20AC;&#x2122;s economic development function. In summary, the EIA confirms the importance of the LMC as a major driver of business, employment and economic activity in the Wagga Wagga regional economy. In 2008, the Wagga Wagga LMC contributed $53.9 million in total output and 255 FTE employment positions to the Wagga Wagga regional economy. These output and employment impacts were across all sectors, however, impacts were primarily felt across the retail trade (including general farm supplies), farm equipment and machinery repairs, transport and accommodation, cafes & restaurants sectors. This contribution represented 1.9% of the Wagga Wagga LGA gross regional product in 2007-08 of $2.9 billion.

62 Business Activities

DELIVERY PROGRAM

Livestock Marketing Centre WAGGA WAGGA CITY COUNCIL 4 YEAR BUSINESS ACTIVITY STATEMENT 2010/11 to 2013/14 BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

Cattle Revenue

(823)

(848)

(873)

(899)

Sheep Revenue

(1,685)

(1,736)

(1,788)

(1,841)

Truck wash Revenue

(136)

(141)

(145)

(149)

Other

(69)

(71)

(73)

(75)

Total Revenue

(2,713)

(2,795)

(2,878)

(2,965)

Employee Costs

835

871

909

948

Cattle Delivery

229

236

243

251

Yards Operation

175

180

186

191

Other Operating

422

434

447

461

Depreciation

187

1,848

1,909

1,972

2,038

554

558

562

566

(311)

(327)

(344)

(361)

498

514

531

548

Purchase & Construction of Assets

520

264

Loan Repayments

Total Capital Expenditure

520

264

Movements To / (From) Capital Reserves

(520)

(264)

Net Capital Flows

187

OPERATING Gross Revenue

Total Expenditure Overheads Operating (Surplus) / Deficit Movements To / (From) Operating Reserves CAPITAL

Less: Movements not involving flow of funds (Depreciation & Provisions) NET TOTAL MOVEMENT

Business Activities 63

Livestock Marketing Centre Livestock Marketing Centre Estimates $'000

3,500 3,000 2,500

2013/14

2012/13

2011/12

2010/11

2013/14

2012/13

2011/12

2013/14

2012/13

2010/11

1,000

2010/11

1,500

2011/12

2,000

500 Operating Revenue

Operating Expenses

Capital Expenditure

Capital Works Program 2010/11 to 2013/14

Program

2010/11

2011/12

2012/13

2013/14

$’000

LMC - Resurface East-West internal roads

LMC - Asphalt overlays on internal roads

165

LMC - Site Access Control System

300

LMC - New Workshops

LMC - Upgrade NLIS Equipment

200

Total LMC Capital Works Program

64 Business Activities

520

264

DELIVERY PROGRAM

5 n o i t c e S l a i c n a n - Fi y r a m m Su

Financial Summary 65

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

performance and indices in the outer years. The estimates show that Council has forecast a budget surplus of $131k for 2010/11 followed by a surplus of $100k for the following three financial years. These

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

TOTAL FUNDS (SURPLUS)/DEFICIT BUDGET 2010/11

TOTAL FUNDS (SURPLUS)/DEFICIT

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

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

(131)

(100)

rate variation approved by the Minister for Local Government. The budget as presented attempts to capture and address the key issues facing the Local Government Area for the next 12 months and beyond whilst attempting to maintain services in an environment where the City continues to grow and is demanding of new infrastructure to support this growth. The Delivery Program 2010/14 document is supported by a Ten Year Financial Plan which has been updated to include new and changed priorities and a revised set of assumptions. The Ten Year Financial

Plan provides a means of communicating Council’s short, medium and longer term funding priorities and to demonstrate that Council remains financially sustainable. The Year Financial Plan also provides a mechanism to solve financial problems as a whole, examining how the various Council plans fit together and how decisions can affect other plans. The total budget for 2010/11 is $119,360,824 which comprises:

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

4 YEAR BUDGET SUMMARY - COMPARISON WITH 2009/10 100,000 90,000 80,000 70,000 60,000 $'000

50,000 40,000 30,000 20,000 10,000 0 Operating Revenue

2009/10

66 Financial Summary

Operating Expenditure

2010/11

Capital Revenue

2011/12

Capital Expenditure

2012/13

Net Reserve Movements

2013/14

DELIVERY PROGRAM

Executive Financial Summary Rates and Annual Charges

2010/11 General Rate Properties Farmland 7%

Business 6%

ve i t u c e Ex cial Finan ary Summ Residential 87% ORDINARY RATES In July 2007, Council received approval from the Minister for Local Government for a Special Rating Variation (SRV) for a five year period ending on 30 June 2012. The additional revenue generated by the SRV has enabled Council to implement a number of infrastructure projects and improve service levels across a range of activities including roads, parks and sportsgrounds. A detailed listing of the items funded by the SRV is provided later in this section of the Delivery Program. The increases approved for the remaining two years of the SRV are detailed in the table below:

YEAR 2010/11 2011/12

RATING CATEGORIES AFFECTED

INCREASE PROPOSED (INCLUSIVE OF RATE PEGGING

Residentail Categories

5.00%

Other

3.00%

Residentail Categories

5.00%

Other

3.00%

2012/13

Rate Pegging as determined

2013/14

Rate Pegging as Determined

OVERALL INCREASE IN NATIONAL GENERAL INCOME 4.18% 4.18%

Financial Summary 67

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

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

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

Average Residential Rating - Group 4 Councils Comparison 2010-2011 $1,200 $1,071

$1,024 $1,000

$950 $780

$800

$816

$865

$817

$802

$783

$666 $600

$400

$200

$Albury

Bathurst Regional

Dubbo

Griffith

Lismore

Orange

Queanbeyan

Tamworth Regional

Wagga Wagga

Group Average

Council

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

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

•

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

•

Sewer - Residential Annual Charge $406 ($26 increase of 7%) Sewer - Commercial Annual Charge $812 ($52 increase of 7%)

68 Financial Summary

•

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

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

DELIVERY PROGRAM

Issue/Weakness

Prposed Action Project

Capacity limitations

Complete system dynamic modelling project

Overland flows

Monitor and include in dynamic model study

Wollundry Lagoon

Expenditure, 2010-11

Expenditure 2011/12

Defer to 2011-12

$60K

Underway budgeted separately

Install GPTs and sediment traps & remove sediment from lagoon

$195K

$100K

Bolton Park gross pollution & risks

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

$100K

Gross pollution of system waterways

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

$100K.

$100K

Levees

Undertake detailed geotechnical study, identify critical levee sections, and rehabilitate

Geo-Technical study underway budgeted separately

Budgeted separately

Inadequate knowledge of condition of underground pipe system

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

Existing community consultation & education limited

$100K ($50K cleaning)

$100K

Plan and commence to implement community consultation and education program. Plan as sustaining project

$50K

Risks in stormwater system

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

$30K

Unknown

Limited data on water quality in stormwater catchments.

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

$50K

$Unknown

$625,000

TOTAL, 2010-11:

($50K CCTV inspection)

Financial Summary 69

Executive Financial Summary Borrowings At present Council’s borrowings are limited to sewerage and airport activities. The Ten Year Financial Plan proposes additional borrowings as outlined below. 2010/11 o o o o o

Bolton Park - Skate Park Upgrade Oasis – Chemical Storage Shed Boat Ramp and access road Crematorium Chapel Upgrade Surveyor Townsend Park – Site Improve

$149,075 $175,535 $421,603 $202,000 $50,000 (subject to DA)

2011/12 o o o o o o

Major Community Facility – Stage 1 Wollundry Lagoon Remediation CBD Flood Protection Westbrook Rd Safety Improvements Surveyor Townsend Park Civic Centre – Air Conditioning Control

$3,056,828 $1,005,000 $583,000 $200,000 $140,000 (subject to DA) $131,300

2012/13 o o o o

Major Community Facility – Stage 2 Lakeside Drive Rehabilitation CBD Flood Protection Lloyd Community Facility

$3,056,828 $636,000 $583,000 $495,039

2013/14 o CBD Flood Protection

$583,000

Fees and Charges The proposed revenue and pricing policy of Council together with the fees and charges are included as a component of the 2010/11 Delivery Program. In the setting of fees for its goods and services Council is endeavouring to adopt a user-pays principle while being ever mindful of the capacity of the client to pay the scheduled fee. Accordingly the fees set by Council in some case will not recover the full cost of providing the goods and services.

The particular pricing policy that Council applies to the various fees is as follows: a) these items these items are priced at the figure stipulated by legislation as applicable to this activity; b) these items are priced at the maximum recommended by the Local Government Association; c) these items are priced so as to return a total cost recovery for the activities provided;

d) these items are priced to cover the cost of the item plus normal commercial mark-ups; e) these items are priced at below the cost of providing this activity as Council considers that full cost recovery would deprive the members of the community of the ability to participate/enjoy these activities; In general, fees and charges have increased in line with the CPI, or in line with the applicable pricing policy stipulated above.

Asset Sales The 2010/11 budget provides for the sales/ trade of existing plant which is expected to realise $1.2m. All purchases and sales of plant are shown as appropriations to and from the plant replacement reserve. Council is currently assessing expressions of interest for the sale of industrial land on the corner of Copland St and Kooringal Road. At this stage there is no provision made in the 2010/11 budget for the sale of this property however a recommendation will be made to Council once the expressions of interest have been assessed. Council has entered into a Deed of Agreement with Damasa Pty Ltd and KU

70 Financial Summary

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

Other Budget Assumptions

• Growth in Grants Commission allocation

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

in early June 2010.

• CPI increase of 3% in other recurrent grant funding

• Interest on investments at 5.5% • Employee Cost increases of 8.77% comprising:

• 3.25% - Increases payable under the Local Government (State) Award

• 1.08% - Salary system movements

in accordance with State award requirements • 4.44% - Gross cost of an additional 11.8 positions • Fuel & Energy Costs to increase 9% annually. • Business Activity Dividends of $150,000 and $250,000 each respectively from

DELIVERY PROGRAM

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

• Marketing and Tourism

$150,000

Livestock Marketing Centre

• Rural Roads $183,334 • Rural Villages $25,000 • Rural Halls improvements $33,333 • Rural Counselling $8,333 Key Budget issues for 2010/11: In preparing the budget for 2010/11 a number of key issues for the Local Government Area have been carefully considered. These issues are detailed below together with the budgetary implications and amounts included in the budget.

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

Planning and the NSW Integrated Planning and Reporting which require Councils to link the asset management strategy and detailed asset management plans with the long term (10 year) financial plan. The report also detailed the positive steps that have been taken to employ this new approach to achieving an effective asset management framework. Council has commenced the preparation of Asset Management Plans for each type of asset (roads, drains, bridges etc). The Asset Management Plans will: • include all assets on an asset register; • provide information about assets, including particular actions required to provide a defined level of service in the most cost-effective manner; • incorporate risk management strategies; • include financial information such as capital expenditure for renewing, upgrading and extending assets; • include consideration of non asset service delivery solutions; • be subject to a performance review; • outline an improvement program; and • have clear linkages to other council strategic documents. The Long Term Financial Plan details how the services will be funded. This requires a move from annual budgeting to long term financial planning and making the link between levels of service and pricing / cost.

The 2008/09 financial statements demonstrate a funding gap of $5.3m between the funds provided in the estimates that year and the required level of funding to maintain infrastructure at a satisfactory standard. In addition, the estimated capital cost to bring Council’s public assets up to a satisfactory standard has been assessed at $62m. The tables below demonstrate the funding gap on a comparative basis since 2005. It is vital that Council actively manages this gap as the cost to bring assets up to a reasonable level of service if they are not properly maintained and allowed to fail is significantly higher and will be much more difficult for Council to finance into the future.

ive t u c e x E al i c n a n Fi ary m m u S

Financial Summary 71

Executive Financial Summary

e v i t u c Exe cial Finan ary Summ

This issue is not unique to Wagga Wagga City Council. A report prepared for the Australian Local Government Association, concluded that around 35% of Australian Councils are not financially sustainable. The National renewal backlog was estimated at $14.6b. The additional funding required to clear this backlog and cover underspends on renewals is $3.1m per Council per annum or $2.1b nationally. This $2.1b funding shortfall represents around 9% of Local Governmentâ&#x20AC;&#x2122;s $23.08b 2005/06 income base and around 24% of local governmentâ&#x20AC;&#x2122;s rate income of $8.92b. Council must address the issue of managing the gap, not just funding the gap. The asset management systems of Council are producing data which is helping in the prioritisation of funds to derive better outcomes from the limited

72 Financial Summary

funding available. Council does not have the ability to raise revenue to the required levels to fill the funding gap and Council must be sensitive to the communityâ&#x20AC;&#x2122;s ability to pay substantially higher rates following a series of rate increases which has increased the rating base of Council by more than 50% over a period of six years. It is important to also note that the existing Special Rating Variation has enabled Council to progressively increase its funding for infrastructure renewal and maintenance. The Special Rating Variation has enabled Council to contribute an additional $2.9m per annum into infrastructure maintenance and renewal. Council has capacity to increase its borrowings from existing levels. The present level of debt is approximately $41m comprising sewerage $36m and

airport $5m. The budget provides for additional borrowings of $998k in 2010/11 to fund five key projects and this will increase the debt service ratio to around 5%. Council has also planned for future additional borrowings associated with the major community facility at the Riverside Precinct of $8.5m and levee bank works of $2.9m. Council must continue with its efforts to lobby for additional funding from the State and Federal Governments. The Infrastructure Reserve will have a balance of approximately $3.8m as at 30 June 2010 and Council will utilise $1.25m of this amount in funding stage one of the Wollundry Lagoon remediation and emergency levee bank works.

DELIVERY PROGRAM

Executive Financial Summary INFRASTRUCTURE RESERVE BUDGET 2010/11

BUDGET BUDGET 2011/12 2012/13

BUDGET 2013/14

$’000

(3,798)

(3,042)

(2,716)

(2,953)

Transfer to Restricted Cash Reserve

(700)

(641)

(99)

Interest applicable to Restricted Cash Reserve

(360)

Predicted Opening Balance

$’000

Expenditure funded from Restricted Cash Reserve Capital Expenditure Wollundry Lagoon Remediation

950

Emergency Levee Works - Stage 3 Construction

300

Lakeside Drive Rehabilitation

636

Drainage - Talbot Place Surcharge

159

Hampden Bridge - Open to Pedestrian Traffic

350

Pinaroo Drive Roundabout Augmentation

182 123

Bridge Replacement Program Total Expenditure Transfer from Restricted Cash Reserve FUNDS AVAILABLE - end of period

1,250

1,327

123

566

(3,042)

(2,716)

(2,953)

(3,412)

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

Maintenance / Renewal Program

2009/10 BUDGET $

20010/11 PROPOSED BUDGET $

% INCREASE

Civil Maintenance * Refer additional table below for more detail

2,270,730

2,473,083

8.3%

Roads Maintenance * Refer additional table below for more detail

3,577,060

3,957,144

10.6%

Parks & Sportsgrounds Maintenance

3,880,711

4,174,244

7.6%

Reseal Programs

1,497,349

80,000

350,000

437%

Kerb & Gutter Renewal Program

300,000

180,000

-60%

Gravel Resheet Program

410,197

485,197

18%

Pavement Rehabilitations

380,451

399,473

Heavy Patching Program

909,170

948,864

Urban Asphalt Program

340,390

357,410

Playground Equipment Renewals

75,000

100,000

33%

Street Tree Replacements

50,000

Park Furniture Renewals

25,000

45,000

80%

Irrigation Upgrades & Bore Replacements

30,000

50,000

66%

13,826,058

15,067,764

Footpath Renewal Program

TOTAL

Financial Summary 73

Executive Financial Summary Civil Maintenance & Road Maintenance Program Urban Sealed Roads Maintenance

2009/10 BUDGET $

20010/11 PROPOSED BUDGET $

% INCREASE

979,167

1,192,955

22%

1,168,337

1,264,929

8.3%

Regional Sealed Roads Maintenance

373,117

425,722

14%

Kerb & Gutter Maintenance

166,108

202,793

22%

Footpath Maintenance

195,173

254,905

30%

Bridge Maintenance

187,172

215,236

15%

50,104

80,000

60%

Rural Unsealed Roads Maintenance

Bus Shelter Maintenance

The above increases in funding for 2010/11 will not significantly reduce the infrastructure funding gap that currently exists but it does demonstrate a significant commitment from Council in ensuring that a greater portion of the funding pool available needs to be applied towards infrastructure renewal and for the Council to remain financially sustainable whilst continuing to grow and maintain a positive image. It should be noted that the above tables do not include other categories of infrastructure including buildings, Livestock Marketing Centre, Airport, sewer or solid waste assets. Council must also consider the additional impact of the maintenance required on new infrastructure assets as the LGA continues to grow.

2. Tarcutta Street - Former Gasworks Site Remediation Council has recognised a provision of $7.28m when preparing the 2008/09 financial statements representing the estimated costs associated with excavation, treatment and storage of contaminated materials including the associated technical and professional costs. The costs associated with retaining the Playhouse have been estimated in the range of $350k to $550k. Council is currently in the process of obtaining Part 3A development for the remediation works and anticipates calling for tenders as soon as this approval is obtained. Council has to date allocated $4.205m to the Tarcutta St Gasworks Remediation Reserve. In addition, Council has been allocated $500k from the NSW Environment Trust and is seeking to obtain additional State assistance. Council is currently reviewing the expressions of interest related to the sale of commercial

74 Financial Summary

land on the corner of Kooringal Rd and Copland St and Council may also consider reallocating $933k from the residential land remediation reserve. The total estimated costs for this project will not be entirely clear until Council undertakes a competitive tendering process.

3. Wollundry Lagoon Remediation This represents a major priority for funding in 2010/11. The Wollundry Lagoon is integral to the Wagga Wagga community and its continued sustainability is dependent on its ongoing management and management of the infrastructure supporting it. The Lagoon has been highly modified from its natural state, with the installation of bridges, stormwater infrastructure and the removal of remnant vegetation from its banks. It currently provides a large number of beneficial functions to the community including: • focal point for an extensive recreational reserve stretching through the centre of the city • habitat for fauna • water storage for park irrigation • the operation of the heat exchange coils for the Civic Centre air conditioning system • major detention pond for the city’s stormwater drainage system • a pollution trap for the urban stormwater catchment it serves, protecting the receiving waters of the Murrumbidgee River. One of the Lagoon’s major roles is to provide detention for the Turvey Park and central Wagga Wagga stormwater drainage system. The detention allows for

storage of stormwater when the River is too high for gravity drainage to the River to occur or when the flows exceed the capacity of the stormwater pipeline that connects the lagoon and Tony Ireland Park, which is located immediately prior to the outfall to the River. The lagoon also acts as a pollution trap capturing litter, fine sediment, nutrients, microbial contaminate oils, pesticides and heavy metals protecting the receiving waters of the Murrumbidgee River. The estimated cost of this project is $2.5m comprising: • • • • •

Desludging Gross Pollutant Traps Weir Construction Environmental works Regrade the Banks

$1.25m $0.25m $0.60m $0.10m $0.30m

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

4. Lake Albert Management The Lake Albert Management Plan sets a number of targets for Council and other stakeholders to work towards. • Reduce the average annual accumulation of sediment flowing into the Lake to a maximum of 10,000m3 which will halve the current rate of accumulation of sediment. • Examine options for the removal of sediment from the lake noting that further investigation including a cost / benefit analysis is required. • Increase stormwater runoff into the Lake by 50% over current inflows as a minimum gain and look at what is possible through stormwater harvesting. Stormwater was

DELIVERY PROGRAM

Executive Financial Summary

• •

•

viewed at the time of preparing this Management Plan as the most cost effective top up option and it was also the preferred top up alternative in a recent Council survey. Make the Tatton Drain diversion safer for users of Lake Albert Road and the downstream community. Gain a better understanding of exactly what is happening in the Lake’s catchment and then develop subsequent plans to try and maximise the outflow of water from the catchment to the Lake under all rainfall conditions. Develop a better understanding of the performance of the Lake under different rainfall and evaporation conditions by providing much more detailed analysis through day to day monitoring of the Lake’s top water levels. Look to find dynamic ways to expand the full potential offered to the community by the existence of the Lake. This includes understanding what are the societal, environmental and economic benefits to be derived from the existence of the Lake. Create a more cohesive and dynamic working arrangement between the different Government Agencies responsible for the Lake.

In addition to the above targets, priority needs to be given to the remediation of the retaining walls on the western side and other foreshore improvements. The 2010/11 budget allocates $100,000 for the foreshore improvements and meeting the above targets. It is also proposed to allocate an amount of $100,000 on an annual recurrent basis for this purpose and this provision has been included in the Ten Year Financial Plan. It is also proposed to redirect Section 94A developer contributions funding of $321,755 in the 2010/11 and 2011/12 budgets originally proposed for foreshore improvements towards meeting the above targets and in particular those related to increasing the stormwater runoff into the lake and reducing sediment. It should be noted that further studies and investigations into stormwater diversions will precede any major works being undertaken. The total allocation for Lake Albert is $843,510 over the next two years is

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

5. Boat Ramp & Associated Infrastructure An additional allocation of $421,603 is included in the 2010/11 budget, funded from borrowings, to enable completion of the boat ramp and all weather access at Wiradjuri Reserve. The Riverside Wagga Wagga Masterplan endorses the provision of a formal boat access to the Murrumbidgee River via the Wiradjuri Reserve. The issue of access to the Murrumbidgee River has received considerable media exposure as a result of user dissatisfaction at the ability to put boats and other recreational vehicles on to the river especially during the summer months. Planning for the boat ramp project has been ongoing since late 2007 and given the recommendation of the Riverside Masterplan it is appropriate that Council pre-empt the recommendations of the Riverside Wagga Wagga Masterplan and commence planning and ultimately construction, of a boat ramp at Wiradjuri Reserve which is clearly in the public interest for both recreational and emergency service purposes. There are funds available in the current Management Plan of $170,000 for this project with some $25,000 having already been spent on design and the preparation of a Statement of Environmental Effects document. It is proposed that the Statement of Environmental Effects document would be revised bearing in mind the new proposed location and that a revised design will be prepared.

6. Resource Recovery Facility at Gregadoo Waste Management Centre Council at the February 2010 Council Meeting endorsed the Business Plan for the development of a best practice Revolve Centre that is owned and operated by Council. The objective of this facility is to minimise the amount of waste into land fill by recovering and reselling reusable items. Council also endorsed officers to commence with the development

of concept designs for the proposed Revolve Centre and submit the concepts and preliminary cost estimates for the consideration of Council as part of it’s deliberations for the 2010/11 budget. Once the final designs, costing and financial modelling of the operating costs for the proposed centre have been finalised a further report will be submitted to Council for adoption and commitment of funding for the project. A cost estimate (pre-design) of $1.92m has been prepared for this project and it is proposed to fund this over two financial years (subject to consideration of further detail as noted above) from the Solid Waste Reserve.

7. Masterplan Priorities a) Riverside Precinct Masterplan It is expected that the Masterplan will be adopted by Council at the April 2010 meeting. Council has recently resolved to proceed with the boat ramp component and this project is reported earlier in this discussion paper. Other elements of the Masterplan include Hampden Bridge which is recommended for retention, however the restoration costs of $349,965 (to open the bridge to pedestrian and cycle traffic) is not included in the budget. This matter will be the subject of a further report to Council regarding the Hampden Bridge itself. Opportunities to commence some of the native landscaping will be explored by the proposed Project Manager for Riverside. Should funding opportunities arise, these initiatives will be the subject of separate reports to Council and requiring adjustments at the various quarterly reviews. The budget for 2010/11 includes the extension of a sewer main to the amenities building in Wiradjuri reserve and there are no further budget allocations for the Riverside Project included in the 2010/11 budget. b) Bolton Park/Robertson Oval and Wagga Wagga Exhibition Centre Master Plans At the February 2010 Council Meeting the Bolton Park/Robertson Oval and

Financial Summary 75

Executive Financial Summary Wagga Wagga Exhibition Centre Master Plans were endorsed and Option B for the Bolton Park/Robertson Oval area was adopted as the preferred option subject to Council receiving additional funding to the amount of $3m prior to the 30 June 2010 deadline. If this does not occur then Option A for the area will become the fall back position. Work is currently progressing on attempting to secure the additional $3m through the NSW/ACT AFL Commission, Cricket NSW, Government and other potential funding sources. Additionally, work is underway to receive more accurate costs on the $6m scope of works for Robertson Oval to determine if there are any potential cost savings to be made. Option B for the Wagga Wagga Exhibition Centre was adopted as the preferred option for this area and currently only requires minimal work to ensure that this long-term strategic option is implemented. Council will continue to work on securing the parcel of land to the east of Marshallâ&#x20AC;&#x2122;s Creek now that the LEP is no longer in draft form. The 2010/11 budget provides for funding of $579,194 towards improvements (utilising Section 94 & 94A funds) and $318,150 for the replacement of Polocrosse fields. c) Airport Masterplan The 2010/11 budget includes two items of capital expenditure identified by the Draft Airport Master Plan. These are the development of additional aircraft apron and a new taxiway. The additional apron is to the south-west side of the existing general aviation (GA) apron and Australian Airline Pilot Academy (AAPA). It is necessary to enable increased activity of AAPA and to address some congestion and safety risks in the current GA apron area which services all of the existing commercial businesses operating at the airport. The new taxiway will link the Regular Public Transport (RPT) apron to runway 12/30. This is also in response to the increased activity at the airport and provides a secondary link between the RPT and GA aprons to the runway system. These works are to be fully funded through

76 Financial Summary

the Airport Reserve. d) Bomen Masterplan The 2010/11 budget provides for funding of $5m towards roads infrastructure (entry into Bomen). This funding is sourced from a State Government Grant of $2.5m and the Industrial Land Development Reserve. This will reduce the balance of this reserve from $4.77m to $2.27m. In addition, it is proposed to fund the establishment of a three year Project Manager to drive forward the growth of the Bomen Business Park and implement the recommendations from the Strategic Masterplan adopted by Council 14 December 2009. Funded from the Industrial Land Reserve the position will facilitate business growth at Bomen and focus on the co-ordination and delivery in the areas of leadership and governance, public infrastructure provision, marketing and industrial ecology. The position will also develop and implement strategic inward investment strategies targeting companies and sector based industries to locate to the Bomen Business Park. The scale of Bomen, with multiple land ownership, requires a governing body to take a leadership role in coordinating utility services, environmental management, road networks and strategic inward investment. This will lead to outcomes which maximise the benefits and streamline service provision across the site. Without this position, Councilâ&#x20AC;&#x2122;s significant investment in the Masterplan will not be adequately driven forward.

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

1. Leasing Out after obtaining expressions of interest,

2. Contracting out the operation of 3.

the gymnasium (under Council control) Council in-house operation.

The three options listed above have

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

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

DELIVERY PROGRAM

Executive Financial Summary

ive t u c e x E l a i c n a Fin ary Summ

Key Financial Reports The following detailed estimate reports are provided:

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

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

Revenue From Ordinary Activities (76,593)

Revenue

(83,345)

(86,182)

(89,530)

(92,990)

78,678

Expenses

88,818

89,634

91,788

93,275

2,085

Net Operating (Surplus)/Deficit

5,473

3,451

2,258

285

4,740

Movements to/(from) Operating Reserves

6,750

8,635

8,970

10,135

6,825

Net Operating Flows

12,223

12,086

11,228

10,419

Capital Flows Capital Income (4,272)

Capital Grants & Contributions

(8,571)

(7,306)

(7,373)

(12,949)

(1,126)

Sale of Assets

(1,154)

(1,455)

(1,321)

(4,400)

Borrowings

(998)

(5,116)

(4,771)

(583)

(9,798)

Total Capital Income

(10,723)

(13,877)

(13,464)

(14,852)

29,438

32,615

27,674

31,406

1,150

1,257

1,596

1,741

30,588

33,873

29,270

33,148

(14,058)

(14,022)

(8,973)

(10,655)

5,806

5,974

6,832

7,641

18,160

(131)

(100)

Capital Expenditure 29,177

Purchase & Construction of Assets

3,904

Loan Repayments

33,081

Total Capital Expenditure

(14,653)

Movements to/(from) Capital Reserves

8,630

Net Capital Flows Less: Movements not involving flow of funds

15,455 0

(Depreciation & Provisions) NET TOTAL MOVEMENT (Surplus)/Deficit

Financial Summary 77

Executive Financial Summary BUDGETED INCOME STATEMENT 2009/10

2010/11

2011/12

2012/13

2013/14

$’000

Income (44,055)

Rates & Annual Charges

(46,932)

(49,469)

(51,761)

(54,160)

(14,586)

User Charges & Fees

(17,744)

(17,784)

(18,327)

(19,156)

(2,923)

Investment Revenues

(3,065)

(3,109)

(3,314)

(723)

(691)

(694)

(698)

(14,882)

(15,129)

(15,434)

(15,662)

(8,571)

(7,306)

(7,373)

(12,949)

(91,916)

(93,488)

(96,903)

(105,939)

(626)

Other Revenues

(14,405)

Grants & Contributions - Operating

(4,272)

Grants & Contrinutions - Capital

(80,866)

Revenues from Ordinary Activities

Expenses 32,662

Employee Costs

35,690

37,216

38,808

40,469

28,558

Materials & Contracts

30,228

29,558

29,520

29,396

3,215

3,217

3,813

3,757

18,160

1,525

1,482

1,486

1,493

88,818

89,634

91,788

93,275

(3,098)

(3,854)

(5,115)

(12,664)

5,473

3,451

2,258

285

240

Borrowing Costs

15,455

Depreciation & Amortisation

6,364

Other Expenses from Ordinary Activiites

83,278

Expenses from Ordinary Activities

2,413

Net operating result for year (surplus)/deficit

6,685

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

Exe Fin cut Sum an ive ma cial ry 78 Financial Summary

DELIVERY PROGRAM

Executive Financial Summary CASHFLOW STATEMENT BUDGET 2009/10 $’000

Cash Flow Statement

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

$’000

Cashflow from Operating Activities Receipts (44,055)

Rates & Annual Charges

(46,932)

(49,469)

(51,761)

(54,160)

(14,586)

User Charges & Fees

(17,744)

(17,784)

(18,327)

(19,156)

(2,923)

Investment Revenues

(3,065)

(3,109)

(3,314)

(18,677)

Grants and Contributions

(23,453)

(22,435)

(22,807)

(28,611)

(723)

(691)

(694)

(698)

(91,916)

(93,488)

(96,903)

(105,939)

(626) (80,866)

Other Revenues Total Operating Reciepts Payments

32,662

Employee Costs

35,690

37,216

38,808

40,469

3,219

Borrowing Costs

3,215

3,217

3,813

360

28,558

Materials & Contracts

30,228

29,558

29,520

29,396

6,364

Other Expenses - Ordinary Activiites

1,525

1,482

1,486

1,493

70,658

71,474

73,628

71,718

(21,258)

(22,014)

(23,275)

(34,221)

Proceeds from the sale of Property, Plant and Equipment

(1,154)

(1,455)

(1,321)

Proceeds from the sale of Investments

(7,582)

(7,745)

(4,552)

(5,588)

(998)

(5,116)

(4,771)

(583)

(9,734)

(14,316)

(10,643)

(7,492)

70,803

Total Operating Payments

(10,063)

Net Cash (provided by) or used in Operating Activities Cashflows from Investing Activities Receipts

(1,126) (4,400)

Proceeds from Borrowings

(5,526) Payments 29,122

Purchase of Property, Plant and Equipment

29,438

32,615

27,674

31,406

23,596

Net Cash (provided by) or used in Investing Activites

19,704

18,299

17,030

23,915

Cashflows from Financing Activities 979

Repayments from Borrowings and Advances

1,150

1,257

1,596

1,741

979

Net Cash (provided by) or used in Financing Activites

1,150

1,257

1,596

1,741

14,513

Net (Increase)/Decrease in Cash Held

(404)

(2,458)

(4,649)

(8,565)

(29,929)

Estimated Cash at Beginning of Period

(15,416)

(15,865)

(18,323)

(22,972)

(15,416)

Cash Assets at End of Reporting Period

(15,820)

(18,323)

(22,972)

(31,537)

* Actual Cash Balance at 01/07/2009

Financial Summary 79

Executive Financial Summary Focus Area Estimates Operating Revenue By Focus Area 2010/11

2011/12

11% 51%

11%

13%

Total $83m

2012/13

51%

12% Total $90m

51% 26%

26%

11% 12%

11%

12%

Total $86m

2013/14

Total $93m

51%

26%

Operating Expenses By Focus Area 2010/11

18%

27%

2011/12

18%

28%

Total $86m

26%

2012/13

29%

Total $87m

18%

26%

29%

Total $88m

27%

2013/14

18%

26% 27%

29%

Total $90m

27%

Capital Expenditure By Focus Area 2010/11

11% 17%

2011/12

12%

16%

Total $31m

19%

57%

Total $34m

Social Economic Environmental Governance

80 Financial Summary

2013/14

11% 10%

13%

20%

48%

Key - Focus Area

2012/13

14%

30% Total $29m

44%

Total $33m

70%

DELIVERY PROGRAM

Executive Financial Summary LONG TERM FINANCIAL PLAN BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

BUDGET 2014/15

Rates & Annual Charges

(46,932,163)

(49,469,309)

(51,760,592)

(54,160,409)

(56,326,825)

User Charges & Fees

(17,743,612)

(17,784,199)

(18,327,170)

(19,156,021)

(20,305,382)

Grants

(14,366,529)

(14,611,705)

(14,845,759)

(15,072,232)

(15,524,399)

Contributions (Operating)

(515,530)

(517,030)

(588,605)

(590,259)

(607,966)

Interest Received

(3,064,796)

(3,109,158)

(3,313,660)

(3,346,796)

Other

(722,594)

(690,822)

(694,154)

(697,592)

(718,520)

Total Operating Income

(83,345,224)

(86,182,224)

(89,529,939)

(92,990,172)

(96,829,889)

Employee Costs

35,690,401

37,216,305

38,808,277

40,469,178

42,290,291

Borrowing Costs

3,214,817

3,217,245

3,813,323

3,756,885

3,443,270

Materials & Contracts

25,228,234

24,558,011

24,520,242

24,396,130

24,884,053

Depreciation

18,160,000

Other Expenses from Ordinary Activiites

6,524,158

6,482,163

6,485,927

6,492,642

6,687,421

Total Expenses From Ordinary Activities

88,817,610

89,633,723

91,787,769

93,274,836

95,465,036

(Surplus)/Deficit from Ordinary Activities

5,472,386

3,451,500

2,257,830

284,663

(1,364,853)

Less Expenses Not Involving Flow of Funds (Depreciation)

18,160,000

Transfers From Reserves - Op

(815,610)

(204,053)

(218,175)

(232,815)

(244,456)

Transfers To Reserves - Op

7,565,560

8,838,708

9,188,110

10,367,605

9,468,257

Net Operating Flows

(5,937,664)

(6,073,846)

(6,932,235)

(7,740,547)

(10,301,053)

Capital Grants & Contributions

(8,571,166)

(7,305,914)

(7,372,952)

(12,948,627)

(4,393,853)

Sale of Assets

(1,153,950)

(1,454,950)

(1,320,592)

External Loan Borrowings

(998,213)

(5,116,128)

(4,770,867)

(583,000)

Total Capital Income

(10,723,329)

(13,876,992)

(13,464,411)

(14,852,219)

(6,297,445)

Purchase & Construction of Assets

27,658,517

30,591,210

25,577,499

29,206,935

23,866,503

Special Rates Variation Capital Exp

1,779,788

2,023,836

2,096,302

2,199,483

1,827,950

Loan Repayments

1,149,553

1,257,486

1,595,758

1,741,125

1,480,971

Total Capital Expenditure

30,587,858

33,872,532

29,269,559

33,147,543

27,175,424

Transfers From Reserves - Cap

(14,138,222)

(14,101,694)

(9,052,913)

(10,734,777)

(10,756,926)

Transfers To Reserves - Cap

80,000

Net Capital Flows

5,806,307

5,973,846

6,832,235

7,640,547

10,201,053

NET TOTAL MOVEMENT

(131,356)

(100,000)

Revenue From Ordinary Activities

Expenses From Ordinary Activities

Reserve Movements - Op

Less Non Operating Funds Employed

Capital Expenditure

Reserve Movements - Cap

Financial Summary 81

Executive Financial Summary LONG TERM FINANCIAL PLAN BUDGET 2015/16

BUDGET 2016/17

BUDGET 2017/18

BUDGET 2018/19

BUDGET 2019/20

Revenue From Ordinary Activities Rates & Annual Charges

(58,579,898)

(60,923,094)

(63,360,018)

(65,894,419)

(68,530,196)

User Charges & Fees

(21,523,705)

(22,815,128)

(24,184,035)

(25,635,077)

(27,173,182)

Grants

(15,990,131)

(16,469,835)

(16,963,930)

(17,472,848)

(17,997,033)

Contributions (Operating)

(626,205)

(644,991)

(664,341)

(684,271)

(704,800)

Interest Received

(3,380,264)

(3,414,067)

(3,448,208)

(3,482,690)

(3,517,517)

Other

(740,075)

(762,278)

(785,146)

(808,700)

(832,961)

Total Operating Income

(100,840,280)

(105,029,393)

(109,405,678)

(113,978,005)

(118,755,688)

Employee Costs

44,193,354

46,182,055

48,260,248

50,431,959

52,701,397

Borrowing Costs

3,355,616

3249314

3,140,640

3,047,012

2,949,928

Materials & Contracts

25,381,734

25,889,369

26,407,156

26,935,299

27,474,005

Depreciation

18,160,000

Other Expenses from Ordinary Activiites

6,888,044

7,094,685

7,307,526

7,526,752

7,752,554

Total Expenses From Ordinary Activities

97,978,748

100,575,423

103,275,570

106,101,022

109,037,885

(Surplus)/Deficit from Ordinary Activities

(2,861,531)

(4,453,969)

(6,130,108)

(7,876,984)

(9,717,804)

Less Expenses Not Involving Flow of Funds (Depreciation)

18,160,000

Transfers From Reserves - Op

(256,679)

(269,513)

(282,988)

(297,138)

(311,995)

Transfers To Reserves - Op

8,055,854

11,651,074

15,212,686

16,360,234

13,372,598

Net Operating Flows

(13,222,356)

(11,232,408)

(9,360,411)

(9,973,887)

(14,817,201)

Capital Grants & Contributions

(4,784,589)

(2,364,022)

(1,914,144)

(1,966,082)

(2,019,578)

Sale of Assets

(1,320,592)

External Loan Borrowings

(583,000)

Total Capital Income

(6,688,181)

(3,684,614)

(3,234,736)

(3,286,674)

(3,340,170)

Purchase & Construction of Assets

24,165,626

17,453,056

25,562,757

16,699,532

24,466,956

Special Rates Variation Capital Exp

1,913,688

2,001,099

2,030,232

2,061,141

2,146,697

Loan Repayments

1,489,822

1,530,006

1,288,477

1,300,163

1,397,247

Total Capital Expenditure

27,569,136

20,984,161

28,881,466

20,060,836

28,010,900

Transfers From Reserves - Cap

(7,838,599)

(6,247,139)

(16,466,319)

(6,980,275)

(10,033,529)

Transfers To Reserves - Cap

80,000

Net Capital Flows

13,122,356

11,132,408

9,260,411

9,873,887

14,717,201

NET TOTAL MOVEMENT

(100,000)

Expenses From Ordinary Activities

Reserve Movements - Op

Less Non Operating Funds Employed

Capital Expenditure

Reserve Movements - Cap

82 Financial Summary

DELIVERY PROGRAM

Executive Financial Summary Rates Estimates Council proposes to levy the following rates for 2010/11 financial year. BUDGETED RATES ESTIMATES 2010/11 Particulars

No of Assessments

Rateable Value

Amount

% of Total Levy

Ordinary Rates Residential Wagga - Cents in the $0.008679

16,250

1,754,104,616

15,223,874

- Minimum amount $549.00

3,904

190,794,877

2,143,296

20,154

1,944,899,493

17,367,170

- Cents in the $0.005655

258

18,208,000

102,966

- Minimum amount $248.00

583

15,913,290

144,584

841

34,121,290

247,550

- Cents in the $0.006907

1,121

210,637,050

1,454,870

- Minimum amount $248.00

686,160

12,152

1,170

211,323,210

1,467,022

- Cents in the $0.014250

1,423

581,787,234

8,290,468

- Minimum amount $538.00

2,093,075

51,648

1,519

583,880,309

8,342,116

- Cents in the $0.005317

7,586,400

40,337

- Minimum amount $244.00

102

1,227,330

24,888

148

8,813,730

65,225

- Cents in the $0.003405

1,728

1,188,240,000

4,045,957

- Minimum amount $244.00

136

3,116,595

33,184

1,864

1,191,356,595

4,079,141

Total ad valorem rates

20,826

3,760,563,300

29,158,472

Total minimum amoutns

4,870

213,831,327

2,409,752

Total General Rates

25,696

3,974,394,627

31,568,224

55.01%

Residential Village

0.78%

Residential Rural

4.65%

Business Wagga

26.43%

Business Village

0.21%

Farmland

Less:

Net Ordinary Rates

Pensioner Concessions provided under Section 575 LGA 1993

12.92%

100.00%

-638,675

30,929,549

Financial Summary 83

Executive Financial Summary Special Rating Variation - Where funds are spent SPECIAL RATE VARIATION - OPERATING PROGRAM Focus Ref

BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

Program 1.3.003

SRV Op Website Development

15,000

1.3.004

SRV Op Wagga Wagga Marketing

30,000

1.3.006

SRV Tourism Marketing

24,636

1.5.022

SRV Op Drainage Maintenance

109,273

1.6.123

SRV Op Unsealed Grad Maint Collector Rds

18,598

1.6.124

SRV Op Unsealed Grad Multi Access Rds

96,332

1.6.131

SRV Op Sealed Routine Maint Local Mjr Rd

58,142

1.6.132

SRV Op Sealed Routine Maint Local Mnr Rd

93,651

1.6.133

SRV Op Sealed Routine Maint Multi Acc Rd

21,010

1.6.134

SRV Op Bridge Maintenance

54,636

1.6.135

SRV Op Bikeways Maintenance

30,900

1.6.176

SRV Footpaths Maintenance

78,373

2.1.008

SRV Op Strategic Planning Various Studie

54,636

2.2.001

SRV Op Natural Resources Energy Plan

32,782

3.2.124

SRV Op Building Maintenance

109,273

3.2.125

Parks South East Maintenance

43,000

3.2.125

Parks South West Maintenance

63,000

3.2.125

Parks and Gardens Maintenance

59,350

3.2.126

SRV Op SRV Welcome to Wagga Sign Maint

7,555

3.2.127

SRV Op Public Art Project

27,319

3.2.128

SRV Op Tree Maintenance

112,000

3.2.227

SRV Fire Trail Maintenance

10,925

3.2.230

SRV Tarcutta Truck Stop

16,211

17,000

17,800

18,700

3.2.271

Lake Albert Foreshores Parks Improvements 08/09

53,045

4.1.002

SRV Op Councillorâ&#x20AC;&#x2122;s Home Office Setup

16,391

4.2.003

SRV Op Human Resources Consultancies

22,000

1,258,037

1,258,826

1,259,626

1,260,526

Total

84 Financial Summary

DELIVERY PROGRAM

Executive Financial Summary Special Rating Variation - Where funds are spent SPECIAL RATE VARIATION - CAPITAL PROGRAM BUDGET 2010/11

BUDGET 2011/12

BUDGET 2012/13

BUDGET 2013/14

Focus Ref

Program

1.5.014

Urban Salinity Stage 2

112,551

115,927

119,405

122,987

1.6.039

Cycleways/Footpaths Construction

82,551

85,927

89,405

92,987

1.6.048

RTA 50/50 Cycleways Program

30,000

1.6.120

Gravel Resheet Local Major Roads

52,622

54,200

55,826

57,501

1.6.121

Gravel Resheet Local Minor Roads

188,521

194,177

200,002

206,002

1.6.122

Gravel Resheet Multi Access Roads

110,247

113,554

116,961

120,470

1.6.125

Reseal & Ashphalt Arterial Roads

125,249

129,006

132,876

136,862

1.6.126

Reseal & Ashphalt Sub Arterial Roads

134,344

138,374

142,525

146,801

1.6.127

Reseal & Ashphalt Collector Roads

81,579

84,026

86,547

89,143

1.6.128

Reseal & Ashphalt Local Major Roads

37,509

38,634

39,793

40,987

1.6.129

Pavement Rehab Arterial Roads

298,745

307,708

316,939

326,447

1.6.130

Pavement Rehab Sub Arterial Roads

81,706

84,157

86,682

89,282

3.2.025

Reserves Signage

11,255

11,593

11,941

12,299

3.2.026

Community Halls Construction

22,510

23,185

23,881

24,597

3.2.028

Parks and Gardens Maintenance

57,964

59,703

61,494

3.2.203

Parks and Sportsground Lighting - Wagga Cricket Ground

112,551

115,927

119,405

122,987

3.2.265

Bosley Park Memorial Playground Amenities Block Upgrade

112,551

115,927

119,405

122,987

3.2.315

Bosley Memorial Park Irrigation

19,275

3.3.036

Crematorium Ash Processor

25,000

3.3.037

Lawn Cemetery Wall Front Entrance Replacement

12,000

Total Program

1,650,766

1,700,286

1,751,296

1,803,833

Financial Summary 85

Executive Financial Summary Donations and Contributions Estimated donations and contributions for the 2010/11 year are as follows:

DONATIONS AND CONTRIBUTIONS BUDGET 2010/11 $

Description Section 356 Donations Community Community Leases Rental Subsidy

872,665

Rural Villages Community Development

15,450

Community Resource Centre

649

Wagga Womenâ&#x20AC;&#x2122;s Bowling Club

3,100

Wagga Wagga Show Society

8,500

Tumba Rail Rates

877

Childcare Kooringal Casual Childcare

10,000

Shaw St Childrenâ&#x20AC;&#x2122;s Centre

10,000

Possums Playground

10,000

Cultural ERAP Contribution

19,158

School of Arts Contribution

2,575

Eisteddfod Donation

3,090

Summer School for Strings

2,500

Scholarships TAFE Scholarship

5,150

Development Services Scholarship

5,150

Riverina Conservatorium Scholarship

7,000

Riverina Academy of Sport Contribution

5,500

Annual Grants Program - Various Arts and Cultural

25,000

Financial Relief Assistance

9,000

Event Promotion

20,000

Community Development

35,000

Neighbourhood/Rural Village

22,000

Rural Halls Infrastructure

20,000

Sporting and Cultural Facilities

30,000

Local Heritage

8,446

86 Financial Summary

DELIVERY PROGRAM

Executive Financial Summary Donations and Contributions Estimated donations and contributions for the 2010/11 year are as follows:

DONATIONS AND CONTRIBUTIONS (CONTâ&#x20AC;&#x2122;D) BUDGET $

Description Road Closures - Various ANZAC Day Parade

5,500

Lake to Lagoon

10,000

Chariots for Charity

3,000

Remembrance Day

1,000

Reserve Forces Day

1,500

Other Donation of Council Fees & Charges

25,000

Rural Counselling Service

5,150

Local Government Parkes Touch Football Comp

1,000

Economic Development Incentive

12,500

Total Section 356 Donations

1,215,460

Statutory Contributions NSW Bushfire Brigades Contributions

391,400

Bushfire Fighting Fund Contributions

286,800

Emergency Services

20,395

Total Statutory Contributions

698,595

Other Contributions Riverina Eastern Organisation of Councils

60,460

Community Development Contributions

721

Aged Services Contributions

3,337

Noxious Weeds Contributions

2,100

Riverina Regional Library Services

955,607

Youth Achievement Australia Enterprise Project

5,000

Murray Darling Association Contributions

4,000

Total Other Contributions

1,031,225

Total Donations & Contributions

2,945,280

Financial Summary 87

Section 6 Capital Wo rks Projects

88 Capital Works Projects

DELIVERY PROGRAM Project Description

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

Livestock Marketing Centre LMC - Resurface East-West internal roads

98,500

LMC - Asphalt overlays on internal roads

165,000

LMC - Site Access Control System

300,000

LMC - New Workshops

20,000

LMC - Upgrade NLIS Equipment

200,000

LMC - Shade Structures over Cattle Delivery Yards

Subtotal - Livestock Marketing Centre

500,000

520,000

263,500

500,000

100,000

112,551

115,927

119,405

122,987

126,677

130,477

134,392

138,424

142,576

146,854

Image City Image Strategy

Subtotal - Image

Drainage SRV Urban Salinity Program Stormwater - Bomen Drainage - Trickle flow east of Hereford St under Railway Line to Byrnes Rd.

536,258

Stormwater - Kincaid St End to Flowerdale pumping station Drainage Improvement - Wga West DSP Area

386,106

Stormwater - Fernleigh Rd Trickle flow from Culvert north west of Rules Club to detention basins - Drainage Wga West DSP Area Stormwater - Central City Culverts - Murray Street Remediation (Design $100K 2010/11, Construction $436K 2011/12) Stormwater - Drainage upgrade studies - Wga West DSP Area Stormwater - Drainage Day, Higgins, Tarcutta Street - Wga West DSP Area

rks o W l a Capit ojects Pr

386,106

100,000

436,258

268,129

Capital Works Projects 89

Project Description

2010/11

Stormwater - Drainage Improvements - Jubilee Oval to RedHill Rd - Wga West DSP Area Stormwater - Drainage Headwall to Bourke Street from Overdale Dr easement 100 metres - Wga West DSP Area

2011/12 2012/13

Stormwater - Duplicate 1050 Copland Street to proposed pumping station - Drainage Wga East DSP Area

321,755

Stormwater - Drainage Ridgeline (Bourkelands Urban East boundary) - Wga East DSP Area

64,351

Stormwater - Tarcoola Rd Drainage - Wga East DSP Area

343,205

21,450

CBD Flood Protection Upgrade of the Main City Levee Bank is required to a protection level of 100 Year ARI.

1,751,000

40,400

Emergency Levee Works Stage 3 Construction

42,420

1,300,000

1,200,000

1,751,000

40,400

42,420

900,000

Drainage - Talbot Place Surcharge

159,075

Stormwater - Sturt Hwy Gumly Gumly

47,723

Taber Street Drainage

45,000

Bolton Park Gross Pollutant Trap Installation

1,751,000

40,400

Upgrade of Stormwater pit lids to lightweight lids

Wollundry Lagoon Remediation

2018/19 2019/20

128,702

774,357

Drainage - Gross Pollutant Traps

2017/18

34,321

Stormwater - New Estella western and southern subdivision piped drainage Pine Gully Rd /Old Narrandera Rd to Olympic Highway Drainage

Flood Pumps - Progressively Upgrade Pumps

2014/15 2015/16 2016/17

321,755

Stormwater - Drainage Contour Ridge (Lloyd) approx 5km - Wga West DSP Area

Stormwater - Hammond Avenue Drainage at Stuart Rd - Wga East DSP Area

2013/14

100,000

90 Capital Works Projects

s k r o W l Capitaojects Pr

DELIVERY PROGRAM Project Description System Waterways - Gross Pollutant Traps

Subtotal - Drainage

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

100,000

2,751,142 5,706,127 3,486,923

2,353,638 1,960,497 1,964,297

217,212

221,244

225,396

229,674

Airport Airport - Connect Taxiway C to GA Apron

302,243

Airport - South West GA Apron

271,401

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

109,176

Airport - Purchase and Installation of a Carpark Management System

147,460

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

462,034

Airport - GA Precinct - Stage 1

1,328,163

Airport - GA Aircraft Washdown Bay

53,530

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

308,050

Pilot Activated Lighting Control Unit Upgrade

Subtotal - Airport

222,220

434,107

2,547,950

50,000

222,220

Footpaths & Cycleways Riverina Highlands Rail Trail

Footpath Improvements

350,000

416,088

436,088

456,088

476,088

496,088

516,088

536,088

556,088

576,088

Pedestrian Access and Mobility Program (PAMP)

84,000

Cycleways Program

60,000

Franklin Dr - Footpaths & Bus Shelter

85,801

Farrer Rd Shared Path â&#x20AC;&#x201C; Boorooma St to Coolamon Rd (including table drain crossing from shared path western side Boorooma St (approx 1.7 km)

77,221

Capital Works Projects 91

Project Description

Cycleways

2010/11

82,551

Open Hampden Bridge to Pedestrian Traffic

Subtotal - Footpaths & Cycleways

2011/12 2012/13

85,927

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

89,405

92,987

96,677

100,477

104,392

108,424

112,576

116,854

719,493

743,075

716,765

740,565

764,480

788,512

812,664

836,942

69,714

349,965

739,573 1,045,980

Roads Traffic Committee Recommendations (Backlog)

200,000

Street Lighting Improvements Program - Roads & Traffic Facilities

69,714

Bomen Infrastructure/Roads

5,000,000

Glenfield Rd & Overpass – Widening/duplication of rail bridge & associated drainage. (Note - includes additional work for Glenfield Rd - Urana St Intersection upgrade)

3,217,550

Plumpton Rd – Lake Albert Rd to Red Hill/Kooringal Rd Widening Dunns Rd/Holbrook Rd Intersection Realignment

69,714

858,013

1,200,000

Glenfield Rd & Fernleigh Rd – Kerb & gutter and parking at Anderson Oval off Glenfield Rd

75,076

Red Hill Rd – Street Lighting

80,439

Red Hill Rd – Widening to 4 lanes Plumpton Rd to Glenfield Plus widening at Dalman & Yentoo 2.7km

965,265

Glenfield Rd/Pearson - Red Hill to Dobney Avenue Widening to 4 lanes (Full length - 3 km)

1,394,272

Kooringal Rd Widening to 4 lanes (Full length - 4km)

1,179,768

Bourke St & Bourkelands Drive Intersection Upgrade

107,252

Red Hill Rd & Hudson Dr – Intersection improvements

107,252

Bakers Lane Widening

330,082

92 Capital Works Projects

DELIVERY PROGRAM Project Description

2010/11

2011/12 2012/13

2013/14

Bakers Lane & Sturt Highway Intersection improvements

44,188

Bakers Lane & Ingelwood Road - Intersection improvements

17,675

Roads - Village & Rural Area

14,479

Bridges Replacement Program Hammond Avenue - Industrial Areas - Road & Drainage Works

14,479

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

14,479

42,901

123,000

85,801

42,901

Bruce & Bourke Street Lights Roads & Traffic Facilities

42,901

429,007

Dunns Rd - Roads & Traffic Facilities

2,590,646

Bus Shelter Construction

20,000

Main Street Upgrade

100,000

20,000

100,000

S94 Transport Planning & Administration

958,013

20,000

100,000

160,878

S94 Car Parking Study

80,439

Kerb and Gutter Replacements

180,000

220,000

240,000

260,000

280,000

300,000

320,000

340,000

360,000

380,000

SRV Reseal & Asphalt Arterial Roads

125,249

129,006

132,876

136,862

140,968

145,197

149,553

154,040

158,661

163,421

SRV Reseal & Asphalt Sub Arterial Roads

134,344

138,374

142,525

146,801

151,205

155,741

160,413

165,226

170,182

175,288

SRV Reseal & Asphalt Collector Roads

81,579

84,026

86,547

89,143

91,818

94,572

97,409

100,332

103,342

106,442

SRV Reseal & Asphalt Local Major Roads

37,509

38,634

39,793

40,987

42,216

43,483

44,787

46,131

47,515

48,940

703,107

724,200

745,926

768,304

791,353

815,093

839,546

864,733

890,675

917,395

SRV Gravel Resheet Local Major Roads

77,622

94,200

104,000

114,400

125,840

138,424

152,266

167,493

184,242

202,666

SRV Gravel Resheet Local Minor Roads

213,521

230,000

253,000

278,300

306,130

336,743

370,417

407,459

448,205

493,026

SRV Gravel Resheet Multi Access Roads

135,247

140,000

154,000

169,400

186,340

204,974

225,471

248,018

272,820

300,102

Gravel Resheets - (Part funded R2R program)

Capital Works Projects 93

Project Description

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

Regional Sealed Rehabilitation

439,213

452,389

465,961

479,940

494,338

509,168

524,443

540,177

556,382

573,073

SRV Pavement Rehab Arterial Roads

313,682

350,000

384,212

85,791

100,000

105,014

Rural Heavy Patching

363,174

400,000

440,000

484,000

532,400

585,640

644,204

708,624

779,486

857,435

Village Rehabilitation

46,117

56,594

Urban Heavy Patching/Rehab Program

545,337

600,000

660,000

726,000

798,600

878,460

966,306

1,062,937

1,169,231

1,286,154

Urban Asphalt Program

357,410

380,000

418,000

460,000

506,000

556,600

612,260

673,486

740,835

814,919

Regional Sealed Reseals

304,155

313,279

322,678

332,358

342,329

352,599

363,177

374,072

385,294

396,853

Rural Seal Roads Reseals

697,616

718,544

740,101

762,304

785,173

808,728

832,990

857,980

883,719

910,231

Village Reseals

43,921

45,239

46,596

47,994

49,434

50,917

52,444

54,018

55,638

57,307

Urban Reseals

755,812

778,486

801,841

825,896

850,673

876,193

902,479

929,553

957,440

986,163

Rehabilitation of Higgins Avenue

212,100

Holbrook Road Stage 1 Reconstruction ($40K Design, $159K Maintenance)

199,000

Lakeside Drive Rehabilitation

636,000

86 Hammond Avenue Lane Construction

159,075

SRV Pavement Rehab Sub Arterial Roads

Westbrook Road Design & Construction

20,000

200,000

Pinaroo Drive Roundabout Augmentation

30,000

182,000

Boorooma Street/Farrer Road Intersection (CSU Entrance)

65,000

874,912

GPIMS Budget (Excludes Tuffbook Purchases)

94,000

Subtotal - Roads

s k r o W l Capitaojects Pr

12,830,500 8,292,051 7,754,763 16,301,117 8,534,750 9,039,718 8,031,080

Biodiversity

94 Capital Works Projects

8,487,190 8,936,580 9,462,329

DELIVERY PROGRAM

Project Description

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

Develop and Construct an Alternate Energy Project

Subtotal - Biodiversity

2017/18

2018/19 2019/20

672,600

104,083

Sewer - Pumping Stations Progressively upgrade pits

20,817

Sewer - Sewer Reticulation Progressive replacement of Manhole Lids

41,633

Sewer - SPS16 Kooringal Permanent Diesel backup

54,625

Sewer Sewer - Rising Mains Upgrade

Sewer - SPS04 Bolton Park New Assets

436,999

Sewer - SPS07 Flowerdale New Assets

174,799

Sewer - SPS07 Flowerdale Renewals

177,006

Sewer - Pump Stations Variable Speed Drives

72,858

Sewer - Pump Stations - Well Rehabilitation

83,266

119,174

150,000

Sewer - Joint Connection Eliminations

72,858

150,000

Sewer - Pump Station - SPS03 Simmons St - New Assets

32,775

Sewer - Pump Station - SPS10 Wiradjuri - New Assets

76,475

Sewer - Pump Station - SPS15 Hammond Ave - New Assets

847,389

Sewer - Pump Station - SPS34 Tarcutta - New Assets

43,700

Sewer - Pump Station - SPS52 Henry St - New Assets

2,185

Sewer - Pump Station - SPS53 William St - New Assets

34,960

Sewer - Pump Station - SPS54 Marah St - New Assets

29,497

Capital Works Projects 95

Project Description

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

Sewer - Kooringal - Sewer Treatment Works Renewals

997,131

119,174

Sewer - Narrung - Sewer Treatment Works Renewals

119,174

357,520

119,174

1,057,282

Sewer - Main Rehab program

Sewer - Network extension: Divert SPS21 to RAFF

1,057,282

120,061

251,254

Sewer - Operation Overload

163,875

Sewer - Oura Sewer Scheme Design & Construction

163,875

612,635

Sewer - Pressure Sewer Scheme Design - Oura & Currawarna

100,000

Sewer - Minor Plant Replacement

112,926

70,000

33,670

34,006

34,347

34,690

35,037

35,387

35,741

36,099

36,460

200,629

Sewer - Gravity - Operation Blackspot - Renewals Sewer - New Pressure Reticulation Scheme Currawarna

551,886

Sewer - New Pressure Reticulation Scheme - Humula

555,742

Sewer - Pressure Reticulation Oura - Backlog

535,010

Sewer - New Pressure Reticulation - San Isidore

Sewer - Reuse - Network Extensions - New Assets

1,573,598

200,629

Sewer - Estella/ Gobbagombalin - Sewage Pumping Station - New Assets

200,629

131,100

Sewer - Glenfield East Sewage Pumping Station New Assets Sewer - Glenfield West Sewage Pumping Station New Assets

200,629

1,185,593

583,394

Sewer - Hillgrove - Sewage Pumping Station - New Assets

96 Capital Works Projects

87,400

421,704

DELIVERY PROGRAM

Project Description

2010/11

2011/12 2012/13

Sewer - Sheppard St - SPS01 - Sewage Pumping Station New Assets

87,400

355,062

Sewer - Forsyth St - Sewage Pumping Station - SPS02 New Assets

84,583

355,062

Sewer - Forsyth St - Sewage Pumping Station - SPS02 Renewals

Sewer - Boorooma - Sewage Pumping Station - SPS08 New Assets

2013/14

344,137

2,185

2,115

Sewer - Gracelands - Sewage Pumping Station - SPS20 New Assets

116,301

Sewer - Smith St - Sewage Pumping Station - SPS21 Renewals

35,401

98,325

ks r o W l Capitaojects Pr

2,115

Sewer - Lakehaven East - Sewage Pumping Station SPS25 - New Assets

169,165

Sewer - Ladysmith - Sewage Pumping Station - SPS47 New Assets

42,291

31,718

Sewer - Currawarna - Sewage Treatment Works - Renewals

Sewer - Forest Hill - Sewage Treatment Works - Renewals

2018/19 2019/20

601,234

Sewer - Cleardale - Sewage Pumping Station - SPS17 New Assets

Sewer - Collingullie - Sewage Treatment Works - Renewals

2017/18

178,760

Sewer - Hammond Ave - Sewage Pumping Station SPS15 - New Assets

Sewer - Elizabeth St - Sewage Pumping Station - SPS22 New Assets

2014/15 2015/16 2016/17

30,999

14,713

669,703

6,555

13,916

6,555

204,547

6,555

Capital Works Projects 97

Project Description

Sewer - Mangoplah - Sewage Treatment Works - Renewals

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

13,375

2018/19 2019/20

13,375

Sewer - Narrung St - Sewage Treatment Works - New Assets

9,635,638

Sewer - Humula - Sewage Treatment Works - Renewals

13,375

Sewer - Tarcutta - Sewage Treatment Works - Renewals

25,344

Sewer - Uranquinty - Sewage Treatment Works - Renewals

28,742

Sewer - Forest Hill - Sewage Treatment Works - New Assets

105,728

Sewer - Unloading and Filtration System for decanting the Suction Trucks

115,000

Sewer - Laterals Rehabilitation Program

155,000

Subtotal - Sewer

2017/18

162,750

170,888

4,425,103 5,355,911 3,493,422

179,432

188,404

197,824

207,715

218,101

229,006

240,456

2,560,337 4,207,306 4,338,599 2,547,139 12,966,319 3,480,275 2,261,229

Solid Waste

GWMC - Construction of a new Waste Cell

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

3,000,000

95,950

GWMC - Construction of Culvert Crossing at Boiling Down Creek

116,150

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

22,220

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

25,250

98 Capital Works Projects

4,242,000

DELIVERY PROGRAM

Project Description

2010/11

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

Subtotal - Solid Waste

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

18,180

GWMC - Construction of a cover over the Transfer Station Solid Waste - Waste Strategy (Develop new strategy and commence implementation)

2011/12 2012/13

499,950

105,728

201,678

787,478

- 3,000,000

- 4,242,000

Parks & Sportsgrounds S94 Open Space & Recreation Study

Community Halls

134,065

57,510

58,185

23,881

24,597

25,335

26,095

26,878

27,685

28,515

29,371

56,275

57,964

59,703

61,494

63,339

65,239

67,196

69,212

71,288

73,427

11,593

11,941

12,299

12,668

13,048

13,439

13,842

14,258

14,685

50,000

Parks & Gardens 2010/11 Allocation: Crematorium Ash Processor ($25K) Bosley Memorial Park Irrigation ($19,275) Lawn Cemetery Wall - Front Entrance Replacement ($12K) Jubilee Park - Entry Improvements

15,000

Reserves Signage

11,255

Jubilee Park - Replace existing synthetic surfaces at the Jubilee Park Hockey Complex.

400,000

Conolly Park - Car Park Sealing

40,000

Sporting Field Upgrades (General upgrades to playing surfaces)

50,000

Sports Ground Upgrades Low Water Use Turf Bolton Park - Roof Replacement (Project to be completed in 2009/10, these funds to pay back Oasis Reserve)

50,000

30,000

180,000

Capital Works Projects 99

Project Description

Zoo - Irrigation re-wire Botanic Gardens Improvements

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

6,000 15,000

15,000

Sportsgrounds & Parks Lighting (2010/11 - Wagga Cricket Ground Lighting)

112,551

180,000

Exhibition Centre Improvements (Successful Grant Application will increase funds)

579,194

Community Amenities at Sporting Grounds (2010/11 - Bosley Pk Memorial Playground Amenities)

112,551

180,000

Sports Ground Development Estella and Boorooma - Open Space

300,305

Estella New Playground Local Open Space Works

51,481

Estella New Playground Open Space Works

75,076

Lloyd New Playground - Local Open Space Works

51,481

Glenfield New Playground Local Open Space Works

51,481

Hilltop/Bourkelands New Playground - Local Open Space Works

51,481

Boorooma New Playground Open Space Works Lloyd Entry Treatments Open Space Works

51,481

16,088

Boorooma Entry Treatments Open Space Works

16,088

Boorooma Plantings - Open Space Works

10,725

Hilltop Plantings - Open Space Works

10,573

Springvale Plantings - Open Space Works

10,725

Lloyd Community Facility (Needs GP review with current costings $700,000 taking in car parking requirements)

700,000

Murrumbidgee Walkway

697,136

Regional Playground - Apex Park

100 Capital Works Projects

268,129

s k r o W l Capitaojects Pr

DELIVERY PROGRAM

Project Description

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

Lake Albert Neighbourhood Park

2017/18

2018/19 2019/20

128,702

Kooringal Neighbourhood Park

171,603

Ashmont Neighbourhood Park

171,603

Tolland Neighbourhood Park

171,603

Bourkelands Neighbourhood Park

171,603

Mt Austin Neighbourhood Park

171,603

Forest Hill Neighbourhood Park

128,702

Community Facilities - Village & Rural Area

8,044

Parks Facilities - Village & Rural Area

9,653

Street Tree Replacements Recurrent Expenditure

50,000

Parks Furniture - Recurrent Expenditure

45,000

65,000

Structural Landscaping (pathways, fencing, kerb + gutter) - Recurrent Expenditure

45,000

Playground Equipment Replacements - Recurrent Expenditure *Bourkelands Estate (Overdale Dr)- $25,000 supply and install equipment only * Karoom St Park - $25,000 supply and install equipment only * Tourist Information Centre - $25,0

100,000

125,000

Irrigation Upgrades and Bore Replacements - Recurrent Expenditure

50,000

Implement Plan of Management Recommendations for Natural Reserves

30,000

Elizabeth Avenue - Arterial Roadside Landscaping

15,000

Parks Depot - Security Lighting

40,000

Capital Works Projects 101

Project Description

2010/11

Bolton Park - Skate Park upgrade and installation of shade

149,075

Replacement Polocrosse Fields/Equestrian Facilities

318,150

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

Botanic Gardens Adventure Playground - Soft Fall Replacement 500,000

Cricket Facilities Citywide Upgrade

50,000

Replace Bridge over Model Railway at Botanic Gardens

53,025

50,000

Expand Bolton Park Stadium 10,000

50,000

1,060,500

6,060

North Wagga Hall - Install Airconditioning

15,150

15,000

Library - Replace Carpet

75,750

15,000

Wollundry Cottage - Carpet Replacement

6,060

Wiradjuri Amenities - Sewer Pump Installation

39,390

South Wagga Tennis Amenities - Design

10,000

Lake Albert Hall - Install Airconditioning Glenfield Community Centre Courts - Install Airconditioning

50,000

1,113,525

North Wagga Hall - Kitchen Replacement

Civic Centre - Level 2 Lighting Energy Reduction

50,000

4,573,280

Soccer Development City Wide Strategy (Implementation/Facility Development)

North Wagga Hall - Refurbish Toilets

2018/19 2019/20

84,840

Estella Community Centre Supplementary Funding

New Amenities Building at Duke of Kent Oval

2017/18

15,150

18,180

Civic Centre - AirConditioning Control Upgrade

102 Capital Works Projects

131,300

ks r o W l Capitaojects Pr

50,000

DELIVERY PROGRAM

Project Description Wagga Womenâ&#x20AC;&#x2122;s Bowling Club - Clubhouse Roof Replacement

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

20,200

Civic Centre - AirConditioning Upgrade Civic Centre - Carpet Replacement

606,000

100,000

Civic Centre - Office fitout to realise increased workspace in CSC Establish Meeting Room area for Councillors

100,000

30,000

2,020

Boat Ramp Installation at Wiradjuri Reserve

421,603

Reconstruction of Wagga Wagga Exhibition Centre Netball Courts

1,191,000

Lake Albert - Improvement Works

100,000

40,400

Depot - Security Upgrade for Archive Facility

Surveyor Townsend Park (Provision for landscaping, irrigation and turfing of the Southern end of the park, subject to Council granting development consent for the construction of a pre-school on the Northern section of the park)

50,000

140,000

421,755

100,000

S94 Community Facilities (Administration & Planning)

100,000

53,626

S94 Plan Preparation

107,252

Total Riverside Precinct Project (Previously Major Community Facilities Complex - $8.5M (Visitors Centre, Conference Facility, Museum, Interactive Sports Museum.) Feasibility $100K, Design $800K, Stage 1 $3.8M, Stage 2 $3.8M

Subtotal - Parks & Sportsgrounds

2018/19 2019/20

3,853,892

4,320,347 6,197,246 7,836,757

2,475,880 2,344,165 6,042,914 1,765,515

1,153,275 1,677,758 1,075,180

Oasis Oasis - Gym Redevelopment (Workout Gym adjoined to Oasis) Oasis - Chemical Storage Shed

400,000

175,535

Capital Works Projects 103

Project Description

Oasis - Replace CCTV System

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

2017/18

2018/19 2019/20

22,220

Oasis - Automatic Pool Cleaner Replacement

25,250

Oasis - Investigate and Design options for Wave ball Replacement (Water Slide)

20,200

Oasis - Replacement of Wave ball feature with Water Slide

252,500

Oasis - Feasibility Study (Future Aquatic Options)

70,700

Oasis - Additional Swimming Pool

4,545,000

Oasis - Additional Shade for 50m Pool

80,800

Oasis - Seating for 50m Pool

57,570

Oasis - Diving Board Replacements

25,250

30,300

Oasis - Consolidate Gym

2,800,730

Oasis - Open Up Swimming Pool

348,450

Oasis - Expand Aquatic Centre Stage 1

325,220

Oasis - Expand Aquatic Centre Stage 2

Subtotal - Oasis

325,220

197,755

425,250

77,770

358,550

395,920

10,000

325,220 2,800,730

348,450

- 4,575,300

Civic Theatre Civic Theatre - Upgrade of Backstage Equipment (Continual Provision)

Civic Theatre - Carpet Replacement (front of house)

104 Capital Works Projects

10,000

45,000

Civic Theatre - AirConditioning Upgrade Civic Theatre - Auditorium Seat Replacement

10,000

303,000

151,500

DELIVERY PROGRAM

Project Description

2010/11

2011/12 2012/13

2013/14

2014/15 2015/16 2016/17

Civic Theatre - Auditorium Carpet Replacement

2018/19 2019/20

33,330

Civic Theatre - Auditorium Painting

Subtotal - Civic Theatre

2017/18

40,400

10,000

95,400

10,000

194,830

10,000

313,000

Art Gallery - Acquisition funding for purchases to the National Art Glass Collection (Continual Provision)

12,000

Art Gallery - Acquisition funding for purchases to the Australian Print Collection (Continual Provision)

6,000

18,000

Art Gallery

Subtotal - Art Gallery

Crematorium Crematorium Chapel Upgrade - Supplementary Funding

202,000

Crematorium Office Extension

Subtotal - Crematorium

318,150

202,000

318,150

3,297,000

4,157,000

3,773,120

3,674,368

3,500,000

Plant & Equipment Purchases Plant Replacement Procurement

Replace Vehicle Lifting Hoist

11,100

Subtotal - Plant & Equipment Purchases

3,308,100 4,157,000 3,773,120

3,674,368 3,500,000 3,500,000 3,500,000

3,500,000 3,500,000 3,500,000

TOTAL ADOPTED LONG TERM FINANCIAL PLAN

29,438,306

31,406,415 25,694,453 26,079,314 19,754,155

27,592,989 18,760,673 26,613,653

32,615,044 27,673,800

Capital Works Projects 105

Glossary of terms Asset Management: The process by which Council collects and maintains a comprehensive database of asset conditions and uses this information to prioritise works funding and to maintain existing assets at desired condition levels. Capital Works: Projects undertaken to either renew, upgrade, or construct assets owned by Wagga Wagga City Council. Contributions income: Contributions received by Council which can only be used for providing and improving public open space and provision/improvement of the drainage system. Contribution Plan: Identifies and costs all the works/facilities and land acquisitions necessary to meet the needs of the incoming population and calculates what contribution payment is required of developers for each residential lot, villa, townhouse or apartment. Councillor: A member of the community elected to represent the residents of Wagga Wagga as a member of Council. Councillors set strategic direction, monitor organisational performances, liaise with stakeholders, and ensure operational compliance. DataWorks: A customer request and electronic document management system. Enterprise Agreement: Contract between employer and employees on working conditions and wages based on agreed performance levels. Facilities Policy: Entitlements allowed to the Mayor and Councillors to assist them in carrying out their duties as elected representatives. Financial Year: The financial year we are reporting on in this Annual Report is the period from 1 July 2008 â&#x20AC;&#x201C; 30 June 2009.

HACC: Home and Community Care. Key Performance Indicator: Objective evidence on the extent of, or progress towards achievement of a desired outcome. Local Environment Plan (LEP): The LEP shows the different development zones indicating where different types of development can occur within the Shire. The plan is a statutory document gazetted by the State Government. Performance: The results of activities and progress in achieving the desired outcomes over a given period of time. Private Certifiers: Accredited private certifiers are able accredited professionals who check that development proposals comply with required tecwww.bnical standards and regulations and issue the relevant certificates under the Environmental Planning and Assessment Act 1979. Previously only local councils had this responsibility. Certifiers need to be accredited under schemes managed by authorised accreditation bodies approved by the Minister of the Department of Planning (DOP). Rate and charges income: Income received from ratepayers in relation to general rates, garbage rates and special rate schemes. Australasian Reporting Awards: National award which aims to improve the standards of financial reporting in Australia. Risk Management: A discipline for developing appropriate procedures to reduce the possibility of adverse effects from future events. SoE: State of the Environment Report. Vision: A statement that embraces the desired future that the organisation is working towards.

FTE: (Full time equivalent) in relation to staff numbers refers to a figure that is based on the wages for full time staff.

Index Principal Activities (Focus Areas) ..................................................................................................................................................................................................................34 Performance Targets ..........................................................................................................................................................................................................................................34 Capital Works Projects .......................................................................................................................................................................................................................................87 Services Provided by Council ..........................................................................................................................................................................................................................22 Business Activities ...............................................................................................................................................................................................................................................53 Human Resources Activities ............................................................................................................................................................................................................................23 EEO Activities ........................................................................................................................................................................................................................................................23 Environmental Activities ..................................................................................................................................................................................................................................23 Stormwater/Sewerage and Waste Activities .............................................................................................................................................................................................56 Access and Equity ...............................................................................................................................................................................................................................................24 Revenue Policy (see separate document) ...............................................................................................................................................................................................N/A Income and Expenditure..................................................................................................................................................................................................................................68 Rates ........................................................................................................................................................................................................................................................................67

106

DELIVERY PROGRAM

We welcome your feedback on our 2010/14 Delivery Program so we can continually improve our reporting to the community. This can be done in a number of ways:

Email www.wagga.nsw.gov.au Contact Council on 1300 2 WAGGA Write to us at: Wagga Wagga City Council PO Box 20 Wagga Wagga NSW 2650 Copies of our Draft 2010/14 Delivery Program, 2010/11 Service Level Analysis and Work Priorities and 2010/11 Revenue and Pricing Policy can be obtained through the above or by:

Accessing our website www.wagga.nsw.gov.au Visiting the Council Administration Centre at Cnr Baylis and Morrow Streets, Wagga Wagga Central Switchboard Phone 1300 2 WAGGA

For general enquiries, requests, complaints and the following services please call 1300 292 442 AFTER HOURS EMERGENCIES Roads and Footpaths Sewer Stormwater Parks Environmental Issues

INFRASTRUCTURE SERVICES General Depot - Fernleigh Road Kerbside Waste Roads/Bridges - Urban & Rural Sewer/Stormwater Footpaths

PARKS AND RECREATION Bolton Park Stadium Equex Bookings (Parks; Sportsgrounds; Community Centres; Halls) Botanical Gardens Noxious Weeds Parks & Sportsgrounds

OTHER SERVICES Animal Shelter Rangers Customer Service Centre Regulatory Services Wagga Wagga Airport Planning & Development Community Services Corporate Services

Please contact the following services direct: COMMUNITY SERVICES Aged and Disability................................................................. 6921 5981 (HACC Development Officer) Civic Theatre Booking Office................................................ 6926 9688 (incl. Amphitheatre Bookings) Family Day Care......................................................................... 6926 9367 Museum - Botanic Gardens.................................................. 6925 2934 Museum - Baylis Street........................................................... 6926 9660 Library.......................................................................................... 6926 9700

PARKS AND RECREATION FACILITIES Oasis Aquatic Centre............................................................... 6937 3737

LIVESTOCK MARKETING CENTRE Administration - 8.30am to 4.30pm................................... 6923 2711 LMC Manager............................................................................. 6923 2733 Rural Lands Protection Board.............................................. 6923 2767 Gate House - After 4.00pm Sun/Wed................................ 6923 2764 LMC - After Hours Only..................................................... 0418 430 680

OTHER SERVICES Bob Osbourne Skills Centre.................................................. 6971 1062 Bob Osbourne Skills Centre FAX......................................... 6931 1927 Rural Fire Service Control Centre........................................ 6931 5855 Sharps Disposal......................................................................... 6926 9520 Visitor Information Centre............................................... 1300 100 122 www.visitwaggawagga.com

107

PO Box 20 Cnr Baylis & Morrow Sts, Wagga Wagga 2650 Free call: 1300 2 WAGGA Fax (02) 6926 9159 Eml: council@wagga.nsw.gov.au www.wagga.nsw.gov.au