Wagga Wagga City Council Combined Delivery Program and Operational Plan 2018/2019

Combined Delivery Program and Operational Plan 2018/19 - 2021/22

statement of commitment to aboriginal australians The City of Wagga Wagga acknowledges and respects that Aboriginal people 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 Aboriginal people 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 other’s origin. In so doing, Council recognises and respects the heritage, culture, sacred sites and special places of Aboriginal people.

Council is committed to developing programs to improve the wellbeing of all City of Wagga Wagga residents as well as facilitating reconciliation between Aboriginal and nonAboriginal people.

Council recognises that social justice and reconciliation are fundamental to achieving positive changes. Council will continue to actively encourage Aboriginal and nonAboriginal people to work together for a just, harmonious and progressive society.

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

table of contents INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 What is this document?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Mayor and General Manager Message.. . . . . . . . . . . . . . . . . 7 Our Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Our Organisation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Our Councillors.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Disability Inclusion Action Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . 13

FINANCIAL OVERVIEW. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Long Term Financial Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Fit for the Future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Financial Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Delivery Program Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Major Projects and Capital Works.. . . . . . . . . . . . . . . . . . . . . . 18 Levee Upgrade Project: Special Rate Variation 2016/17 to 2020/21. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

COMBINED DELIVERY PROGRAM AND OPERATIONAL PLAN. . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Community leadership & collaboration. . . . . . . . . . . . . . . . . 21 Safe & healthy community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Growing economy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Community place & identity .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 The Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

APPENDIX. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Appendix 1: New capital projects. . . . . . . . . . . . . . . . . . . . . . . 63 Appendix 2: Recurrent capital projects. . . . . . . . . . . . . . . . 67 Appendix 3: Potential capital projects. . . . . . . . . . . . . . . . . . 69 Appendix 4: Contributions, grants and donations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

CONTACT US .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

WAGGA WAGGA CITY COUNCIL COMBINED DELIVERY PROGRAM + OPERATIONAL PLAN 2018/19

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introduction

4

what is this document?

State and Regional Plans

LEVEL

1 2

This document is the Combined Delivery Program and Operational Plan required to be produced by Council as part of the Integrated Planning and Reporting requirements under the Local Government Act 1993.

LEVEL

The Delivery Program is Wagga Wagga City Council’s four-year statement of commitment to the community from the elected Council. It details the specific strategies that Council will implement to help achieve the community’s priorities and goals as set out in the Community Strategic Plan.

social

The Operational Plan is reviewed and developed yearly. It details the specific actions, projects and programs Wagga Wagga City Council will undertake under each of the strategies outlined by the Delivery Program.

These plans are based on the community’s priorities, which have been identified in the Community Strategic Plan, and present a balanced approach to long and short term planning that considers how the resources available to Council can be used to deliver our community’s outcomes.

The framework also opens the way for the Wagga Wagga City Council and our community to have important discussions about funding priorities and service levels, how these shape our local identity and how we can work together to create a more sustainable future.

Council Strategies Providing directions

environmental

civic leadership

Business Planning Process

Community Engagement

Divisional process informing resourcing and delivery

3

Delivery Program 4 years

4

Operational Plan 1 year

LEVEL

Under NSW Government legislation, councils must prepare a number of plans that provide details on how a council intends to deliver works and services in the short and long term.

Long term plan that clearly defines what we want as a community.

economic

LEVEL

The Integrated Planning and Reporting (IPR) framework

Community Strategic Plan

Identifies the elected Council’s priorities for their term of office.

Identifies the projects, programs and services to be delivered.

Resourcing Strategies Internal instruments (how) we deliver:  Long Term Financial Plan  Asset Management Plan  Workforce Plan  Section 94 Developer Contributions

Policies, operating standards, guidelines and procedures  Local Environment Plan (LEP)  Development Control Plan (DCP)

Individual Performance and Development Plan

Monitoring and reporting

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Community Strategic Plan: Wagga View 2040

The Community Strategic Plan: Wagga View 2040 looks at where we want to be as a community in 2040. It defines our community’s priorities and goals and focuses on how we can achieve these goals together. Wagga View is Council’s highest level plan and is used by Council, stakeholders and other agencies to guide policy, establish service delivery and inform plans.

Resourcing Strategy

The Resourcing Strategy focuses on ensuring that Wagga Wagga City Council has the funding, people and assets required to deliver the strategy commitments outlined in the Delivery Program. It includes the Long Term Financial Plan, the Asset Management Plan and the Workforce Plan.

The Delivery Program

The Delivery Program is Wagga Wagga City Council’s four-year statement of commitment to the community from the elected Council. It details the specific strategies that Council will implement to help achieve the community’s priorities and goals as set out in the Community Strategic Plan.

The Operational Plan

The Operational Plan is reviewed and developed yearly. It details the specific actions, projects and programs Wagga Wagga City Council will undertake under each of the strategies outlined by the Delivery Program. The Operational Plan also allocates responsibility and provides a detailed budget for each year.

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2017/18 BUILDINGS ASSET MANAGEMENT PLAN

mayor and general manager message What an exciting time for Wagga Wagga.

We are in the midst of a transformational period that will define both the growth and vision of our city and villages for many years to come. Wagga Wagga has always been a great place to live, visit and invest and we are set for a positive and exciting future. Our city is booming with more than $90M of infrastructure projects underway and more significant funding announcements expected over the next 12 months. The NSW State Government is currently rolling out an unprecedented level of funding as a result of the sale and lease of some of its key assets, and we need to take advantage of this opportunity for the future prosperity of Wagga Wagga.

This overarching document outlines our services, programs and projects for the next 12 months and centres on four guiding principles: thriving, innovative, connected and inclusive. These principles and the community’s vision for the future create a roadmap for Wagga Wagga City Council’s suite of Integrated Planning and Reporting (IPR) documents, which include the Combined Delivery Program and Operational Plan, Long Term Financial Plan, Fees and Charges, asset management plans and the Disability Inclusion Action Plan.

Planning for our future

To set the scene for the next 20 years Council have recently endorsed the Wagga Wagga Integrated Transport Strategy 2040 (WWITS) and the Recreation, Open Space and Community Strategy 2040 (ROSC).

This year Council will look at adopting an Activation Strategy and continue reviewing and improving the Development Control Plan and Development Contribution Plans. These strategic documents will play a crucial role in ensuring sustainable growth in the city and surrounding areas over the coming decades.

The Disability Inclusion Action Plan 2017-2021 (DIAP) will also provide guidance to ensure we are proactive towards inclusiveness and accessibility and making these outcomes a priority in the city’s planning both now and into the future.

Regional Leadership

Council will continue to play a vital role in providing leadership for not only Wagga Wagga, but the greater region. Discussions are well underway with Councils in our region to conduct genuine strategic planning that will benefit the community as well as the regional economy.

Major projects

A number of important projects that provide vital facilities and create economic opportunities will be completed or get underway this financial year, including the following: • Continuing with the upgrade of the Main City Levee Bank to fortify the local economy and provide peace of mind for residents • Commencing with the implementation of the Active Travel Plan to promote cycling as a legitimate mode of transport, through the development of high quality cycling networks and facilities across the city • Commencing Stage 2 of the Riverside Project to reactivate the Wagga Beach precinct and develop the area as a focal point and destination for residents and visitors, as well as creating linkages to the city’s CBD and existing civic precinct.

• Upgrading Eunony Bridge to provide larger and heavier transport vehicles a quicker route from the east to the Bomen Industrial Estate • Finishing the multi-purpose stadium at Equex to provide a high-quality sporting, community and entertainment/event space for the city Council will also continue to advocate for funding for strategic projects such as Stage 2 of the Riverina Intermodal Freight and Logistics (RiFL) Hub, NBN at Bomen, and the Pomingalarna Multisport Cycling Complex to name a few.

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our community profile OUR LOCATION

Data based on the 2011 Census data

Located on the banks of the Murrumbidgee River in the heart of Wiradjuri Country, Wagga Wagga is the centre of the Riverina area and is the largest inland city in NSW.

6% of population from countries where English was not their first language

Population 64,416

5.6% }

Area 4825 sq km Location to cities: Sydney 455km Melbourne 452km Canberra 230km

22.6%

21% 26%

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O F P O P U L AT I O N I D E N T I F Y AS ABORIGINAL OR TORRES STRAIT ISLANDER

WAGGA WAGGA

WHO WE ARE of population 9.4% born overseas Top five countries of birth:

1. UNITED KINGDOM 2. INDIA

CITY OF WAG GA WAG GA

of population has a degree or higher

Wiradjuri for place of many crows

of population earns over $1500 a week

ONLY

OF HOUSEHOLDS IN WAGGA WAGGA ARE CLASSIFIED AS LOW INCOME (EARN LESS THAN $600 PER WEEK)

EDUCATION + EMPLOYMENT IN OUR COMMUNITY

36.6% of population under age 25

0.7%

4.9% of population is reported requiring care in day-to-day lives due to disability

76%

}

of homes with broadband internet connection

OF OUR DWELLINGS ARE CONSIDERED HIGH DENSITY

3. NEW ZEALAND 4. PHILLIPINES 5. CHINA

34%

O F R E N TA L P O P U L AT I O N PAY BETWEEN $200 + $300 PER WEEK

4.7% UNEMPLOYMENT RATE Largest industry of employment

HEALTH CARE +

SOCIAL ASSISTANCE

14.5%

HOUSING

our community Community Vision

In 2040 Wagga Wagga will be a thriving, innovative, connected and inclusive community on the Murrumbidgee. Rich in opportunity, choice learning and environment, Wagga is a place where paths cross and people meet.

Community Principles

To ensure we meet the future vision for the City, Council has considered these four guiding principles when developing this document: • Thriving • Innovative • Connected • Inclusive The services and programs in this document have been divided into the five themes of the Wagga View Community Strategic Plan 2040 and have been aligned to the relevant outcomes from the plan. The strategic directions and outcomes that Council are delivering against in this Delivery Program and Operational Plan are listed below.

Community Priorities

Community Leadership and Collaboration

• We have strong leadership • We are active community members • We are informed and involved in decision making

Safe and Healthy Community

• We are safe • We promote a healthy lifestyle • We have access to health and support services that cater for all our needs

Community Place and Identity

• We are proud of where we live and our identity • We have opportunities to connect with others

The Environment

• We plan for the growth of the city • We protect and enhance our natural areas • Create and maintain a functional, attractive and health promoting built environment • We create a sustainable environment for future generations

Growing Economy

• We are a regional capital • There is growing investment in our community • We are a tourist destination • We are a centre for education and training • We have employment opportunities • We are a hub for activity

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our councillors Councillor Greg Conkey OAM (Mayor)

Councillor Dallas Tout (Deputy Mayor)

M: 0417 467 760 E: councillor.conkey@wagga.nsw.gov.au

M: 0427 448 525 E: councillor.tout@wagga.nsw.gov.au

Councillor Vanessa Keenan

Councillor Paul Funnell

M: 0418 445 131 E: councillor.keenan@wagga.nsw.gov.au

M: 0459 988 402 E: councillor.funnell@wagga.nsw.gov.au

Councillor Yvonne Braid OAM

Councillor Rod Kendall

Councillor Braid OAM was elected Deputy Mayor in March 2012.

Councillor Kendall was elected Mayor in 2012, 2013, 2014 & 2015.

M: 0402 214 556 E: councillor.braid@wagga.nsw.gov.au

M: 0467 552 263 E: councillor.kendall@wagga.nsw.gov.au

Councillor Greg Conkey OAM was first elected to Council in 2012 and has served continually since that date. Councillor Greg Conkey OAM was elected Mayor in September 2017.

Councillor Vanessa Keenan was first elected to Council in 2016.

Councillor Braid OAM was first elected to Council in 2008 and has served continually since that date.

10

Councillor Dallas Tout was first elected to Council in 2012 and has served continually since that date. Councillor Negline was elected Deputy Mayor in 2014, 2015 & 2016.

Councillor Paul Funnell was first elected to Council in 2012 and has served continually since that date.

Councillor Rod Kendall was first elected to Council in 2004 and has served continually since that date.

Councillor Tim Koschel

Councillor Dan Hayes

M: 0400 712 880 E: councillor.koschel@wagga.nsw.gov.au

M: 0447 231 080 E: councillor.hayes@wagga.nsw.gov.au

Councillor Tim Koschel was first elected to Council in 2016.

Councillor Dan Hayes was first elected to Council in 2016.

Councillor Kerry Pascoe

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

Councillor Pascoe was elected Mayor in 2004, 2005, 2006, 2007, 2008, 2009 and 2011.

M: 0408 692 306 E: councillor.pascoe@wagga.nsw.gov.au

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our organisation General Manager Governance Audit, Risk & Governance

Marketing & Communications Executive support People & Culture Riverina Regional Library

Community

Financial

Events & Visitor Economy

Procurement

Community Services

Environment City Compliance

Finance

City Strategy Information & Customer Service

Commercial Project Management Office (PMO) Operations City Development Council businesses Technical & Strategy

Figure 1: Wagga Wagga City Council organisational structure.

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Disability Inclusion Action Plan

Disability inclusion action planning supports the fundamental right of choice for people with disability in our community, providing them with the opportunities and ability to choose how they live their lives and enjoy the benefits of living and working in our great community on the Murrumbidgee.

Wagga Wagga City Council’s Disability Inclusion Action Plan 2017-2021 was developed following broad community consultation about what the community wanted for the City’s future. Through the community engagement process the people of Wagga Wagga and surrounding rural villages indicated that inclusion was very important to our future.

This strongly supported Council’s commitment to disability inclusion action planning as prescribed through the Disability Inclusion Act 2014 (DIAP 2014) and “inclusive” was therefore added to our vision and identified as a “guiding principle” in our Community Strategic Plan.

The Disability Inclusion Action Plan also provides clear direction to ensure Council is developing a liveable city which is thriving, connected, innovative and inclusive.

The plan includes a list of actions that Council will deliver over the next four years within the Wagga Wagga Local Government Area to remove barriers to access and increase opportunities for inclusion of people with a disability in our community.

Wagga Wagga City Council is committed to disability inclusion action planning and actions identified for delivery in the 2018/19 financial year have been included in our Operational Plan. These actions are designed to address four key areas:

• Developing positive community attitudes and behaviours • Creating liveable communities • Supporting access to meaningful employment • Improving access to services through better systems and processes

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financial overview

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Long Term Financial Plan

Financial sustainability is one of the key issues facing local government. This is due to several contributing factors, including growing demands for community services and facilities, constrained revenue growth and ageing infrastructure.

The Long Term Financial Plan (LTFP) is an essential element of the resourcing strategy. It details how Council can achieve the strategic aspirations outlined in the Community Strategic Plan in terms of time, money, assets and people.

The LTFP is formulated, using a number of estimates and assumptions, to project the future revenue and expenditure required of the Council to deliver those services and projects expected by the community. In doing so, it addresses the resources that impact the Council’s ability to fund its services and capital works whilst remaining financially sustainable.

The draft budget for 2018/19 is balanced with the financial years 2019/20 to 2024/25 showing projected deficits and 2025/26 to 2027/28 showing projected surplus positions. These projected positions highlight the significant issues that Council has been facing due to the unfavourable adjustments to revenue sources (Financial Assistance Grants and Rate Pegging restrictions) in previous financial years.

The LTFP is also reviewed during the year and changes adopted via the Monthly Financial Performance Report presented to Council. This report assesses Council’s performance against budget each month. If there are any changes to the budget that result from this process they are reported to Council and adjusted in the Long Term Financial Plan.

Community Leadership and Collaboration $53.9M

Community Leadership and Collaboration $10.1M

The Environment $40M

The Environment $75.3M

Community Place and Identity $2.9M

Community Place and Identity $9.5M

Growing economy $10.2M

Growing economy $13.5M

Safe and Healthy Community $5.6M

Safe and Healthy Community $20M

Figure 2: 2018/19 Total operating revenue budget $112.6M.

Figure 3: 2018/19 Total operating expenditure $128.5M.

Community Leadership and Collaboration $4.5M The Environment $70.1M Community Place and Identity $0.2M Growing economy $4.4M Safe and Healthy Community $10.5M Figure 4: 2018/19 Total capital expenditure $63.4M. This includes over $20M worth of potential projects, which still require further investigation, additional funding and Council approval.

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Where is Council’s budget spent?

Below is a breakdown of Council’s spending for every $100 in the proposed 2018/2019 Draft Budget.

Find out more about the budget, services and projects for next year at waggaview.com.au

Major Works & Construction

$32.97

Some of the major projects scheduled for the 2018/19 financial year include: • Levee Bank System upgrades • Multi Purpose Stadium Equex • Eunony Bridge Road Bridge Replacement • Active Transport Plan

Environment

$0.85

• Insect/vermin control • Noxious plants • Environmental protection

Sewer Services

$14.24

• Sewer management • Pump station management • Treatment plant management

16

Governance & Administration

$3.10

• Governance • Corporate support and general administration

Waste Management

Public Order & Safety

$1.76

• Enforcement of Local Government Regulations • Emergency Services funded by Local Government • Fire Protection • Animal Control

$13.07

Library & Community Services

• Domestic waste management • Waste operations

• Public library • Family Day Care • Youth services • Families and children • Aged & disabled • Other community services

Parks, Recreation & Culture

Roads, Footpath & Drainage Maintenance

$16.14

• Museums & art galleries • Public halls & community centres • Sporting grounds & open spaces • Parks & gardens • Sport & recreation • Civic Theatre • Oasis • Other cultural services

$3.13

Health

$1.00

• Administration and Inspection • Food Control

Housing & Community Amenities

$3.96

• Town planning • Public cemeteries • Public conveniences • Building control

$7.49

• Stormwater drainage maintenance • Roads maintenance • Bridges maintenance • Footpath maintenance • Bus shelters • Street lighting

Economic Affairs

$2.28

• Tourism & area promotion • Industrial development promotion

Figure 5: Breakdown of Council’s spending for every $100 in the 2018/19 budget.

The objectives of the Long Term Financial Plan are: • to provide a forecast financial position over 10 years to ensure that the Council remains financially sustainable • to support the implementation of the Wagga View: Community Strategic Plan 2040 • to identify and highlight future challenges, issues and financial trends to ensure that they are proactively addressed • to ensure compliance with legislative requirements of integrated planning and reporting contained in the Local Government Act and the guidelines produced by the NSW Office of Local Government • to continue the trend towards meeting all seven of the ‘Fit for the Future’ ratios.

Fit for the Future

The Minister for Local Government, in response to the findings of a comprehensive three-year independent review of local government, announced the ‘Fit for the Future’ Local Government reform package. As part of this package all councils were requested by 30 June 2015 to assess their current financial situation, consider whether or not they have the appropriate scale and capacity to meet the future needs of their communities and to develop a plan to ensure they are financially sustainable in the future.

A Fit for the Future council is one that is: • Sustainable • Efficient • Effectively manages infrastructure and delivers services for communities • Has the scale and capacity to engage effectively across community, industry and government.

In October 2015, IPART deemed the Wagga Wagga City Council ‘Fit for the Future’ as a stand-alone organisation

based on the actions and strategies identified in Council’s improvement proposal. The action plan outlines how Council is committed to a number of key improvement strategies to meet five of the benchmarks and trend towards the remaining two benchmarks by 2019/20. Council’s improvement proposal can be accessed on the Wagga Wagga City Council’s website.

The six (6) Key Financial Strategies employed in Council’s financial planning process are: 1) Financial sustainability • Balanced Budgets • Maintain Current Working Funds 2) Prudent financial investment

The key improvement strategies to be implemented to improve Council’s financial position and sustainability as part of the 2018/28 budget process include targeted efficiency (service) reviews of $800K annually and increased revenue targets of $300K from 2016/17.

Council will direct these funds towards the renewal of infrastructure and maintenance of assets which will assist in reducing the infrastructure backlog.

3) Effective utilisation of funding sources to fund capital works

A key consideration in Council’s decision making, as part of this improvement plan is the ongoing commitment to improving our financial position and sustainability. This includes maintaining and improving the unrestricted cash and investments result whilst achieving a balanced or preferably a surplus budget each financial year.

6) Narrow the Infrastructure Funding Gap

4) Maintain tight control over expenditure and staff numbers, while still maintaining best value services, facilities and infrastructure 5) Maintain/move towards above benchmark results against key performance indicators

Financial Strategy

Council is committed to operating in a financially sustainable framework, to ensure that the community and other stakeholders can rely upon the ongoing provision of a full and diverse range of high quality community services, facilities and infrastructure.

Council plans to maintain its financial position and performance, to ensure resilience and a capacity to adapt and respond to arising community needs in a measured and equitable manner.

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Delivery Program Budget Table 1 displays Council’s net budget position for the next four years. Further details of the budgeted capital works program can be found in Appendix 1.

Major projects and capital works

Included in Council’s 2018/28 Long Term Financial Plan - Capital Works Program are four significant projects: The potential uncertainties around some of Council’s planned major projects have the ability to have a significant impact on the Long Term Financial Plan, both in regards to timing and costing.

Levee Upgrade Project – Special Rate Variation – 2016/17 to 2020/21 Wagga Wagga City Council has been planning an upgrade to the levee system since 2007, and recently completed detailed designs for the Main City and North Wagga Levee Upgrade Project.

Following extensive community consultation, Council resolved to upgrade the Main City Levee to a 1 in 100 year level of protection. The full impact of upgrading the North Wagga Levee is still to be considered as part of the Floodplain Risk Management Study.

The upgrade of the Main City Levee will ensure the protection of both residences and businesses in Central Wagga in the event of a 1 in 100 year flood. This will reduce the likelihood that the area will need to be evacuated during a flood event, which can also have an immediate social and 18

Revenue From Continuing Operations Rates & annual charges

BUDGET 2018/19 BUDGET 2019/20 BUDGET 2020/21 BUDGET 2021/22 (64,445,164)

(66,761,504)

(69,176,244)

(71,195,862)

Special rate variation

(1,553,807)

(1,594,203)

(1,635,686)

0

User charges & fees

(26,376,667)

(27,601,118)

(28,824,925)

(30,008,402)

Interest & investment revenue

(3,283,829)

(3,714,376)

(4,295,443)

(4,889,249)

Other revenues

(3,084,604)

(3,135,393)

(3,191,367)

(3,257,771)

Grants & contributions provided for operating purposes

(13,894,989)

(14,044,404)

(14,293,979)

(14,592,901)

Grants & contributions provided for capital purposes

(36,517,290)

(17,367,984)

(11,631,905)

(8,060,822)

(149,156,350)

(134,218,981)

(133,049,549)

(132,005,006)

44,219,258

46,113,492

47,853,059

49,765,914

Revenue from continuing operations

Expenses From Continuing Operations Employee benefits & on-costs

3,752,580

3,806,299

3,678,105

3,439,489

Materials & contracts

Borrowing costs

32,951,581

32,341,052

32,844,206

33,110,633

Depreciation & amortisation

35,418,997

36,025,921

37,381,243

37,702,405

12,125,204

10,465,144

11,256,466

11,501,286

Expenses from continuing operations

Other expenses

128,467,620

128,751,908

133,013,079

135,519,726

Net operating (profit)/loss)

(20,688,730)

(5,467,073)

(36,470)

3,514,721

Net operating result before grants and contributions provided for capital purposes

15,828,561

11,900,911

11,595,435

11,575,543

Capital Expenditure - Renewals

33,260,752

20,508,987

23,235,930

17,581,184

Capital and Reserve Movements Capital expenditure - new projects

30,094,732

8,807,289

3,570,584

4,772,403

Capital expenditure - potential projects

26,286,088

14,778,573

10,083,813

3,262,269

Loan repayments New loan borrowings Proceeds from Sale of intangible & tangible Assets Net Movements to/(from) Reserves Total capital and reserve movements

Net result after depreciation

Add back depreciation expense (non-cash) Cash Budget (Surplus)/Deficit

3,129,777

3,666,593

4,056,703

4,321,334

(6,108,672)

(2,203,157)

(385,000)

(750,000)

(952,795)

(822,182)

(835,808)

(1,383,000)

(29,602,157)

(2,248,066)

(1,910,137)

6,690,899

56,107,727

42,488,037

37,816,086

34,495,089

35,418,997

37,020,964

37,779,616

38,009,809

35,418,997

36,025,921

37,381,243

37,702,405

0

995,043

398,372

307,404

Table 1: Delivery program budget over next four years.

economic impact. In some flood events the upgrade will mean that flood levels in parts of the floodplain upstream and outside of the Main City Levee will increase slightly.

The total estimated cost of upgrading the Main City Levee to a 1 in 100 year level of protection and upgrading the North Wagga Levee to a 1 in 20 year level of protection is $23.3M. These estimated project costs are based on estimates provided by NSW Public Works.

The funding ratio for the project is 2:1, with two-thirds ($15.5M) funded by Federal and State Grants and one third ($7.78M) funded by Council via a temporary Special Rate Variation (SRV) over a five year period. This SRV commenced from 1 July 2016. Due to the extensive drought farmers have experienced over the past decade, Council resolved to charge the Farmland rate category a lower percentage than all other rate categories:

Project

Estimated year(s) of construction

Multi Purpose Stadium – Equex

2017/18 + 2018/19

$10.2M

Levee Bank System Upgrades

2016/17 – 2019/20

$23.3M

Eunony Bridge Road Bridge Replacement

2018/19

$10.6M

Active Transport Plan

2018/19 + 2019/20

$11.7M Table 2: Significant projects

Location

Level of protection

Main City Levee System

1 in 100 year

$14,598,443

North Wagga Levee System

1 in 20 year

$8,654,863

Total Estimated Cost

Capital Works

Capital works projects and programs account for over $56 million of the planned activities for the 2018/2019 financial year. There are three different categories of capital works; new, recurrent and potential. New capital projects refers to the one-off projects Council will undertake during the year. Recurrent capital projects refers to the expenditure allocated on an annual basis for capital works programs. Potential capital projects refers to the projects that require further investigation or require joint funding that has not yet been confirmed. A breakdown of individual projects and their costs can be found in:

Estimated costs

$23,253,306

Table 3: Levee upgrade projected project costs are based on estimates provided by NSW Public Works.

As the SRV is a temporary variation, at the end of the five year period, rates payable in (2021/22) will revert back to the equivalent level to that if an SRV had not occurred.

The upgrade of the Main City Levee Bank project commenced in October 2017.

Estimated total cost

Rates category

Appendix 1 - New Capital Projects

SRV – Levee upgrade component

Farmland

1.9%

All other rates categories

4.1% Table 4: Rates variation

Appendix 2 - Recurrent Capital Works Appendix 3 – Potential Capital Projects

Contributions, Grants and Donations

Each year Council gives back to our community with over $2.1 million in contributions, donations and grant programs. These are broken up into six categories: community, cultural contributions, scholarships, annual grants program, road closures and other. For a full breakdown of our contributions, grants and donations see Appendix 4.

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19

delivery program and operational plan items

20

community leadership and collaboration

This section contains the actions in relation to Council’s planning and reporting, governance and customer service.

It focuses on accessibility and making Council’s processes more efficient and effective, including using innovation and technology to improve the way we do things.

Community strategic plan objectives

• We have strong leadership • We are informed and involved in decision making • Council services reflect the needs of the community

Delivery Program Items • 1.1 • 1.2 • 1.3 • 1.4 • 1.5 • 1.6

Ensure transparency and accountability Plan long term for the future of the city Communicate with our community Ensure our community feels heard and understood Ensure efficient and effective processes Be easily accessible to all members of our community

Estimated budget Revenue from continuing operations Rates & Annual Charges

(41,403,441)

Special Rate Variation

(1,553,807)

User Charges & Fees

(201,341)

Interest & Investment Revenue Other Revenues

(2,872,402) (319,105)

Grants & Contributions provided for Operating Purposes

(7,508,908)

Grants & Contributions provided for Capital Purposes

(4,226,665)

Revenue from continuing operations

Expenses from continuing operations Employee Benefits & On-Costs Borrowing Costs

(58,085,668) 11,620,575 289,593

Materials & Contracts

(9,387,313)

Depreciation & Amortisation

5,740,446

Other Expenses

1,869,643

Expenses from continuing operations Net Operating (Profit)/Loss

Net operating result before grants and contributions provided for capital purposes Capital and reserve movements Capital Expenditure - Renewals

Capital Expenditure - New Projects

10,132,946

(47,952,723) (43,726,058) 4,173,500 10,000

Capital Expenditure - Potential Projects

334,466

Loan Repayments

400,175

New Loan Borrowings Proceeds from Sale of intangible & tangible Assets Net Movements to/(from) Reserves Total capital and reserve movements

0 (934,100) 3,959,651 7,943,692

Net result after depreciation

(40,009,031)

Cash Budget (Surplus)/Deficit

(45,749,477)

Add back depreciation expense (non-cash)

5,740,446

Note: This budget is an estimate only of the activities contained in this theme of the operational plan.

22

community leadership + collaboration OPERATIONAL PLAN ITEM

Community Strategic Plan Objective:

WHAT WE WILL DO

WHO IS RESPONSIBLE

WE HAVE STRONG LEADERSHIP Delivery Program item

1.1 ENSURE TRANSPARENCY AND ACCOUNTABILITY

Community Strategic Plan Outcome: We are accountable and transparent How we measure our success • Increase the reach of the reporting to our community web page by 10% • Develop and deliver an internal audit plan • Respond to all Government Information Public Access requests within 20 working days 1.1.1

Report to the community

Communication of Council’s performance against adopted plans and strategies

Manager City Strategy Chief Audit Executive

1.1.2

Deliver value-add internal audit services

Provision of internal audit services to add value and improve Council’s operations

1.1.3

Perform records management

Management of Council’s corporate records and archive facilities and implementation of Manager Information and Customer Service the records management framework across the organisation.

1.1.4

Process requests for information

Completion of requests for information under Government Information Public Access / Personal Information Protection Act and subpoenas applications

Manager Information and Customer Service

1.1.5

Manage and report on Council’s financial position and performance

Management and monitoring of Council’s budget and development of monthly performance reports

Manager Finance

1.1.6

Promote business continuity preparedness, responsiveness and recovery

Testing and improvement of the Business Continuity Plan and provision of training for its implementation.

Manager Audit, Risk and Governance

1.1.7

Promote Risk Management within Council

Facilitation and monitoring of Risk Management practices

Manager Audit, Risk and Governance

1.1.8

Manage Council’s insurance policies

Management of Council’s insurance policies and processing of claims

Manager Audit, Risk and Governance

1.1.9

Provide programs to promote ethical behaviour and effective decision-making

Promotion of polices and frameworks to facilitate good governance practices

Manager Audit, Risk and Governance

1.1.10

Facilitate Council and Committee meetings

Management of Council and committee meeting processes

Manager Audit, Risk and Governance

1.1.11

Review revenue opportunities

Investigation and review of opportunities for additional revenue

Manager Finance

1.1.12

Monitor expenditure of operating and capital projects

Management and monitoring of project budgets

Manager Finance

DISABILITY INCLUSION ACTION PLAN ITEMS 1.1.13

DIAP 3.3 - Managers and supervisors are provided Resources promoting best inclusive practice are available to managers/supervisors as with guidance on inclusion and appropriate practices required and resources to support employees with a disability to succeed

Manager People and Culture

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OPERATIONAL PLAN ITEM

Delivery Program Item

WHAT WE WILL DO

WHO IS RESPONSIBLE

1.2 PLAN LONG TERM FOR THE FUTURE OF THE CITY Community Strategic Plan Outcome: We plan long term

How we measure our success • Increase the number of community partners who endorse the Community Strategic Plan • Develop Land Acquisition and Disposal Policy • Develop Easement Policy 1.2.1

Perform ongoing promotion of the Community Strategic Promotion of the Wagga View Community Strategic Plan and engagement of Plan community stakeholders

Manager City Strategy

1.2.2

Implement the Sustainable Future Framework

Provision of advice for the development and integration of corporate strategies

Manager City Strategy

1.2.3

Implement the business planning process

Facilitation of the business planning process to produce the Combined delivery Manager City Strategy Program and Operational Plan and inform the development of the resourcing strategies

1.2.4

Continuously improve the asset management suite of documents

Coordination and implementation of the asset management improvement plans

1.2.5

Develop and implement the Asset Management Framework

Development and creation of an asset management framework and terminology list

Manager City Strategy

1.2.6

Coordinate the improvement of asset management data

Revaluation and condition assessment of assets

Manager Technical & Strategy

1.2.7

Manage General Land transactions

Management of the acquisition and disposal of land and property

Manager Procurement Services

1.2.8

Major Project land transactions

Management of land transactions to enable major capital works such as the Riverina Intermodal Freight and Logistics (RIFL) hub and the Levee bank projects

Manager Procurement Services

Manager Technical & Strategy

Deliver a communications and engagement plan

24

community leadership + collaboration OPERATIONAL PLAN ITEM

Community Strategic Plan Objective

WHAT WE WILL DO

WHO IS RESPONSIBLE

WE ARE INFORMED AND INVOLVED IN DECISION MAKING Delivery Program Item

1.3 COMMUNICATE WITH OUR COMMUNITY

Community Strategic Plan Outcome: Local media is representative of what is happening in our community How we measure our success • Produce 50 editions of Council News per year • Increase Council’s corporate combined social media audience by 5% 1.3.1

Provide communication services and support

1.3.2

Administer and coordinate social media

• Production of media and communication material.

• Publishing of Council News

Management of Council’s social media accounts

Marketing and Communications Coordinator Marketing and Communications Coordinator

Delivery Program Item

1.4 ENSURE OUR COMMUNITY FEELS HEARD AND UNDERSTOOD

Community Strategic Plan Outcome: everyone in our community feels they are heard and understood How we measure our success • Conduct 28 community visits by Charlie the community engagement truck • Develop Reconciliation Action Plan 1.4.1

Manage and facilitate community engagement activity

1.4.2

Develop and inform policy and planning documentation Development of Wagga Wagga City Council’s Reconciliation Action Plan

DISABILITY INCLUSION ACTION PLAN ITEMS

Facilitation of community engagement and development of community engagement resources.

Marketing and Communications Coordinator Manager Community Services

1.4.3

DIAP 1.5 - Include images that represent diversity of our community in future plans and publications

• Include images that represent the diversity of our community in future plans and publications • Increase the number of images of community members with a disability in future plans and publications

Marketing and Communications Coordinator

1.4.4

DIAP 1.6 - Review language used in all future documents/ signage to ensure it is inclusive and focuses on accessibility, ability and inclusion

• Style guide is reviewed in line with best practice • Style guide is inclusive and showcases best practice

Marketing and Communications Coordinator

1.4.5

DIAP 4.9 - Conduct annual consultation both internally and externally to monitor Council’s progress in delivering commitments outlined in the Disability Inclusion Action Plan and inform the community of these

Annual consultation is undertaken

Manager Community

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OPERATIONAL PLAN ITEM

Community Strategic Plan Objective

WHAT WE WILL DO

WHO IS RESPONSIBLE

COUNCIL SERVICES REFLECT THE NEEDS OF THE COMMUNITY Delivery Program Item

1.5 ENSURE EFFICIENT AND EFFECTIVE PROCESSES

Community Strategic Plan Outcome: The City of Wagga Wagga has efficient and effective processes How we measure our success • Complete 4 procurement compliance reviews • Report on expenditure of hired equipment monthly • Maintain 70% utilisation rate of major plant items 1.5.1

Maintain Wagga Wagga City Council’s fleet and plant equipment

Maintenance, preventative modification and response to breakdowns and repairs

Manager Workshop Facility

1.5.2

Provide support for corporate systems

Development and provision of support processes to maintain Council’s corporate ICT systems.

Manager Information and Customer Service

1.5.3

Administer Geographical Information System (GIS) related data

Administration and procurement of data relating to land use, geography and spatial datasets to inform Council’s Geographical Information System (GIS)

Manager Information and Customer Service

1.5.4

Provide system administration and development of GIS Development and administration of the Geographical Information Systems that allow Council to manage spatial mapping

Manager Information and Customer Service

1.5.5

Scan register and distribute incoming correspondence

Administration and distribution of all incoming correspondence

Manager Information and Customer Service

1.5.6

Voice of the Customer satisfaction surveys

Undertake Voice of the Customer satisfaction survey and review of collected data

Manager Information and Customer Service

1.5.7

Manage Wagga Wagga City Council’s Finances

Management and administration of Council’s investment portfolio, external loan borrowings and financial system

Manager Finance

1.5.8

Provide corporate applications support to staff

Response to requests for software support and improvements

Manager Information and Customer Service

1.5.9

Maintain and administer VMware platform

Administration and maintenance of Council’s digital workspace technology (VMware)

Manager Information and Customer Service

1.5.10

Maintain information technology systems to ensure business continuity

Management and maintenance of Council’s information technology disaster recovery systems and contingency systems

Manager Information and Customer Service

1.5.11

Maintain the information technology (IT) network and infrastructure

Maintenance and continuous review of storage, server, networking and hardware infrastructure

Manager Information and Customer Service

1.5.12

Maintenance of Wagga Wagga City Council’s communication infrastructure

Maintenance and support of desktop, laptop, landline phones and mobile fleet

Manager Information and Customer Service

1.5.13

Organisational development and learning

Administration of annual employee opinion survey and implementation of actions as identified

Manager People and Culture

1.5.14

Ensure compliance to procurement processes

Implementation of procurement policies and procedures

Manager Procurement Services

1.5.15

Management of plant, equipment and fleet

Management of purchasing, hiring and utilisation of plant, equipment and fleet

Manager Procurement Services

1.5.16

Implement procurement continuous improvement program

Development of processes and delivery of staff training in regards to procurement processes

Manager Procurement Services

26

community leadership + collaboration OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

1.5.17

Provide executive support services

Provision of support and administration services to the General Manager, Mayor and Councillors. This includes coordination of foreign delegation visits, Citizenship Ceremonies and events and activities related to Wagga Wagga’s Sister Cities

Manager Executive Support

1.5.18

Provide support and training for mapping systems

Provision of training in the use of Council’s mapping system and the administration of ratepayer mapping, addressing, and regular mapping support requests

Manager Information and Customer Service

1.5.19

Search and retrieve Wagga Wagga City Council files

Organisation of the search, collection and digitisation of physical files and the management of physical storage locations

Manager Information and Customer Service

1.5.20

Develop and implement virtual desktop infrastructure

Development and installation of software and hardware packages to improve performance and accessibility across Council’s computer fleet

Manager Information and Customer Service

1.5.21

Landline phone system upgrade

Replacement of aging phone (PABX) infrastructure and implementation of improved communications software

Manager Information and Customer Service

1.5.22

Provide graphic design services

Coordination and design of Council’s various branding requirements and development of graphic design assets

Marketing and Communications Coordinator

1.5.23

Manage purchasing and tendering

Management of Council’s tenders and contracts that ensure the purchasing of value for Manager Procurement Services money materials and services

1.5.24

Analyse, implement and develop Corporate systems

Review, development and implementation of efficient corporate systems, including improvements to corporate reporting, records management, customer requests, invoicing and network storage

Manager Information and Customer Service

1.5.25

Implement a Workforce Mobility solution

Implementation of a Workforce Mobility solution that will provide remote access to staff

Manager Information and Customer Service

1.5.26

Enhance core system integration

Development and implementation of a plan to increase integration between corporate systems

Manager Information and Customer Service

1.5.27

Implement ICT Project Management Methodology

Development of an ICT specific Project Management Methodology which includes an automated progress reporting system

Manager Information and Customer Service

1.5.28

Undertake ICT Asset Management

Management of all Council’s ICT hardware and software assets

Manager Information and Customer Service

DISABILITY INCLUSION ACTION PLAN ITEMS 1.5.29

DIAP 4.4 - High volume forms are available in large print Review completed of high volume forms for community members when requested Forms are available in large print

Manager Information and Customers Services

1.5.30

DIAP 4.5 - Community have a streamlined process to provide feedback on facilities and services

Feedback process in place and available in various formats

Manager Information and Customers Services

1.5.31

DIAP 4.6 - Amend style guide to incorporate standard practice to increase accessibility and readability of all Council materials

Style guide includes requirements for content that is accessible to people with a disability

Marketing and Communications Coordinator

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OPERATIONAL PLAN ITEM

Capital Works Projects Refer to Appendix 1-3 for more information

WHAT WE WILL DO

WHO IS RESPONSIBLE

AP1.12 Video Conferencing Hardware AP2.9 Replace Plant and Equipment AP2.10 Corporate Hardware Purchases Delivery Program Item

1.6 BE EASILY ACCESSIBLE TO ALL MEMBERS OF OUR COMMUNITY Community Strategic Plan Outcome: We have access to the City of Wagga Wagga

How we measure our success • Maintain the number of online services transactions • 85% customer satisfaction with customer service • 80% first call resolutions for call centre calls • Complete update of website information architecture • Renegotiate agreement with website Content Management System (CMS) provider 1.6.1

Develop and support online services

Development of online self-service strategies and improvements to online services

Manager Information and Customer Service

1.6.2

Provide customer service

Management of customer service provided by the call centre and front desk, including the administration of customer enquiries and the management of Council’s web chat function

Manager Information and Customer Service

1.6.3

Management of online communications

Management and administration of all online communications across Council’s social media platforms and website

Marketing and Communications Coordinator

1.6.4

Review website content and information architecture

Review and update of website content to increase usability and efficiency

Marketing and Communications Coordinator

1.6.5

Redevelop Council’s Website

Implement improvements to the functionality of the website

Manager Information and Customer Service

DISABILITY INCLUSION ACTION PLAN ITEMS 1.6.6

28

DIAP 4.8 - People with disabilities can contact the city • Review existing channels for communication in line with accessibility standards through a number of formal and informal processes to • Make recommended changes to existing processes where required ensure their feedback is received and a timely response • Promote feedback and complaints procedures in Council News is provided

Manager Information and Customer Service

community leadership + collaboration

safe and healthy community

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This section contains the services and actions Council takes to ensure the community’s safety, from managing the physical environment to ensuring the health standard of community. It also includes the activities related to providing recreational spaces and programs for a healthy community.

Community Strategic Plan Objectives

• We are safe • We promote a healthy lifestyle • We have access to health and support services that cater for all our needs

Delivery Program Items

• 2.1 Create safe spaces and places • 2.2 Promote safety and safe behaviours • 2.3 Be responsive to emergencies • 2.4 Monitor and enforce public safety • 2.5 Provide services and facilities that make recreation a part of everyday life • 2.6 Promote participation across a variety of sports and recreation • 2.7 Promote services that support the community • 2.8 Provide services that support our community

Estimated budget Revenue from continuing operations Rates & Annual Charges

0

Special Rate Variation

0

User Charges & Fees

(3,486,131)

Interest & Investment Revenue Other Revenues

(943) (2,043,733)

Grants & Contributions provided for Operating Purposes Grants & Contributions provided for Capital Purposes Revenue From Continuing Operations

Expenses From Continuing Operations Employee Benefits & On-Costs Borrowing Costs

(86,025) (5,760,135) (11,376,966) 7,274,290 72,831

Materials & Contracts

6,451,076

Depreciation & Amortisation Other Expenses

915,678 5,307,393

Expenses From Continuing Operations

20,021,268

Net Operating Result before Grants and Contributions provided for Capital Purposes

14,404,437

Net Operating (Profit)/Loss

Capital and Reserve Movements Capital Expenditure - Renewals

8,644,302

970,751

Capital Expenditure - New Projects

6,218,795

Capital Expenditure - Potential Projects

3,271,753

Loan Repayments

168,833

New Loan Borrowings

(2,541,247)

Proceeds from Sale of intangible & tangible Assets Net Movements to/(from) Reserves Total Capital and Reserve Movements

(18,695) (4,312,665) 3,757,525

Net Result after Depreciation

12,401,826

Cash Budget (Surplus)/Deficit

11,486,149

Add back Depreciation Expense (non-cash)

915,678

This budget is an estimate only of the activities contained in this theme of the operational plan.

30

safe + healthy community OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Objective

WE ARE SAFE

Delivery Program Items

2.1 CREATE SAFE SPACES AND PLACES

Community Strategic Plan Outcome: We create safe spaces and places How we measure our success • 90% of all Street Activity Applications processed within 10 business days • Inspect all abandoned vehicles within 3 days • 80% of animals released from Glenfield Road Animal Shelter 2.1.1

Implement, monitor and enforce the Street Activity Policy

Undertaking of inspections and the administration of applications and renewals for street activities.

Manager Environment and City Compliance

2.1.2

Manage impound operations

Management of impound operations including undertaking inspections, issuing infringements and disposal of items

Manager Environment and City Compliance

2.1.3

Manage Glenfield Road Animal Shelter

Provision of Glenfield Road Animal Shelter services including impounding of stray animals, animal welfare, education services and rehoming of animals.

Manager Environment and City Compliance

2.1.4

Manage technical and operational aspects of main street CCTV

Management of the technical and operational aspects of the Closed-Circuit Televisions (CCTV) on the main streets

Manager Information and Customer Service

2.1.5

Management of fire hazard reduction

Implementation of actions and services to reduce fire hazards in the community

Manager Environment and City Compliance

2.1.6

Inspect and action footpath obstructions

Implementation of actions and services to manage footpath obstructions

Manager Environment and City Compliance

2.1.7

Sign maintenance and line marking

Management and maintenance of signs, traffic control, road closures and car park line marking

Manager Operations

Delivery Program Item

2.2 PROMOTE SAFETY AND SAFE BEHAVIOURS

Community Strategic Plan Outcome: We promote safety and safe behaviours How we measure our success • Increase reach of Public Health online resources by 20% • Implement identified actions from the Crime Prevention Plan 2.2.1

Implement Work Health Safety

Implementation of the Workplace Health and Safety management system in line with legislation

Manager People and Culture

2.2.2

Provide education and undertake promotion of public health initiatives

Production of educational resources, material and campaigns to raise awareness of public health activities

Manager Environment and City Compliance

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2.2.3

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Implement the Crime Prevention Plan

Implementation of Council led crime prevention actions in collaboration with Wagga Police, neighbourhood watch and other key stakeholders

Manager Community Services

Delivery Program Item

2.3 BE RESPONSIVE TO EMERGENCIES

Community Strategic Plan Outcome: We are responsive to emergencies 2.3.1

Provide emergency response services

Provision of emergency response services such as traffic control, online communications and alerts, repair works, flood gate operations and support for emergency services

Manager Operations

Delivery Program Item

2.4 MONITOR AND ENFORCE PUBLIC HEALTH AND SAFETY

Community Strategic Plan Outcome: We monitor and enforce public health and safety How we measure our success • 80% of eligible businesses participate in the Scores on Doors program • Complete annual report for NSW Food Authority on inspections of local food businesses • Complete annual report to NSW Department of Health on public health compliance orders and notices • Process all public health applications within 7 days • Respond to all public health customer requests within 7 days • Respond to all regulatory requests for dog attacks within 24 hours • Respond to all customer requests for barking dogs within 3 business days 2.4.2

Perform compliance and regulatory public health inspections

Undertaking of public health inspections, investigations and assessment to ensure public health and safety and compliance

Manager Environment and City Compliance

2.4.3

Manage companion animal compliance

Provision of ranger services to ensure companion animal compliance in regards to animal registration and animal behavior

Manager Environment and City Compliance

32

safe + healthy community OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Objective

WE PROMOTE A HEALTHY LIFESTYLE

Delivery Program Item

2.5 PROVIDE SERVICES AND FACILITIES THAT MAKE RECREATION A PART OF EVERYDAY LIFE Community Strategic Plan Outcome: Recreation is part of everyday life

How we measure our success • Develop the Bolton Park Master Plan • Reduce first aid incidence reports from Oasis Aquatic Centre patrons by 3% • Increase Oasis Aquatic Centre facility usage by 3% • 85% community satisfaction with sportsgrounds and facilities bookings 2.5.1

Develop and oversee the implementation recreational strategies

Development and implementation of Recreational Strategies such as the Bolton Park Master Plan, the Lake Albert Management Plan and the Recreation, Open Space and Community Facilities Strategy

Manager City Strategy

2.5.2

Manage the Oasis Regional Aquatic Centre

Maintenance and operation of the Oasis Regional Aquatic Centre facilities, services and programs

Manager Oasis Regional Aquatic Centre

2.5.3

Manage Bolton Park Stadium operations

Maintenance and operation of the Bolton Park Stadium facilities, services and programs

Manager Oasis Regional Aquatic Centre

2.5.4

Manage bookings for sportsground and facilities

Management of bookings for sportsgrounds, parks, lights, halls, signs and banners

Manager Operations

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.2 Estella – Neighbourhood Open Space Works – Walking Path AP1.7 Lineal Park Boorooma (Promenade – Amundsen) – Corridor Recreation Improvements AP1.8 Construction of Mt Austin Neighbourhood Park (Harris Park OS10) AP1.11 Uranquinty Skate Park AP1.78 Oasis – Tile Repairs & Floor Resurfacing

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Delivery Program Item

2.6 PROMOTE PARTICIPATION ACROSS A VARIETY OF SPORTS AND RECREATION Community Strategic Plan Outcome: We promote participation across a variety of sports and recreation How we measure our success • Complete all programmed playground inspections • Maintain 290,000 visitor attendance at the Oasis Aquatic Centre per year • Maintain 85% class enrolment occupancy within Swim and Survive program 2.6.1

Develop, inspect and maintain recreational assets

Maintenance and management of recreational assets and playgrounds

Manager City Strategy

2.6.2

Provide strategy for the provision of recreational assets and their usage

Provision of strategic plans to meet the current and future recreation needs of the city.

Manager City Strategy

2.6.3

Provide events and programs through the Oasis Regional Aquatic Centre

Provision of fitness and aquatic programs, events and facility bookings

Manager Oasis Regional Aquatic Centre

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.9 Remediate Lake Albert Foreshore, Eastlake Dr Reserve

34

safe + healthy community OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Objective

WE HAVE ACCESS TO HEALTH AND SUPPORT SERVICES THAT CATER FOR ALL OUR NEEDS

Delivery Program Item

2.7 PROMOTE SERVICES THAT SUPPORT THE COMMUNITY Community Strategic Plan Outcome: We have services that support us How we measure our success Increase number disability services listed in community directory

DISABILITY INCLUSION ACTION PLAN ITEMS 2.7.1

DIAP 4.1 - Community directory s in accessible format and includes information on service for people with disabilities

• Increase number disability services listed in community directory • Format is easy to navigate and understand

Manager Community Services

Delivery Program Item

2.8 PROVIDE SERVICES THAT SUPPORT OUR COMMUNITY Community Strategic Plan Outcome: We have services that support us 2.8.1

Provide and manage cemetery and crematorium operations

Provision of cemetery and crematorium services including the maintenance of the facilities

Manager Operations

2.8.2

Maximise opportunities to improve social outcomes

Provision of access to advice, training and information in regards to the community and their needs to assist service providers with service delivery and acquiring grant funding.

Manager Community Services

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35

growing economy

36

growing economy

This section includes providing assets and services to develop our transport networks and encourage economic growth. It also includes services, projects and events that make our city a great place to live and visit.

Estimated budget

Community Strategic Plan Objectives

User charges & fees

• We • We • We • We • We

are a regional capital are a tourist destination are a centre for education and training have employment opportunities are a hub for activity

Delivery program Items

• 3.1 Ensure complete and accessible transport networks • 3.2 Encourage business investment to ensure the city is a leading centre for freight and logistics • 3.3 Attract and support local businesses and industry • 3.4 Promote our City and villages • 3.5 Accommodate and provide support to visitors • 3.6 Provide a variety of events, festivals and activities • 3.7 Provide education and learning opportunities • 3.8 Provide career opportunities • 3.9 Encourage vibrant precincts

Revenue from continuing operations Rates & annual charges

0

Special Rate Variation

0 (9,772,524)

Interest & investment revenue Other revenues

0 (412,379)

Grants & contributions provided for operating purposes Grants & contributions provided for capital purposes Revenue from continuing operations

Expenses from continuing operations Employee benefits & on-costs Borrowing costs

(50,000) (2,350,000) (12,584,903) 2,755,960 668,089

Materials & contracts

5,906,180

Depreciation & amortisation

3,530,007

Other expenses

640,977

Expenses from continuing operations Net Operating (Profit)/Loss

13,501,213 916,309

Net operating result before grants and contributions provided for capital purposes

3,266,309

Capital Expenditure - Renewals

4,162,104

Capital and reserve movements Capital Expenditure - New Projects

222,200

Capital Expenditure - Potential Projects Loan repayments

0 990,977

New loan borrowings

(1,776,104)

Proceeds from Sale of intangible & tangible Assets Net Movements to/(from) Reserves

0 830,215

Total capital and reserve movements

4,429,392

Add back Depreciation Expense (non-cash)

3,530,007

Net result after depreciation

Cash Budget (Surplus)/Deficit

5,345,701 1,815,693

This budget is an estimate only of the activities contained in this theme of the operational plan.

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37

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Objective

WE ARE A REGIONAL CAPITAL Delivery Program Item

3.1 ENSURE COMPLETE AND ACCESSIBLE TRANSPORT NETWORKS

Community Strategic Plan Outcome: We have complete and accessible transport networks, building infrastructure, improving road travel reliability, ensure on-time running for public transport How we measure our success • Maintain zero noncompliance notice rate for aerodrome safety • Achieve an avoidable breach of accident/security incidence rate of zero at the airport • Maintain less than 3 systems errors identified with passenger and baggage screening services during monthly performance audits • 85% customer satisfaction with the airport • Endorsement of the airport business plans • Review Airport Master Plan to create business opportunities for air- and landside tenants • Process 90% of heavy vehicle applications within 30 days 3.1.1

Ensure the aerodrome safety meets all operational compliance standards and regulations

Implementation of safety measures such as annual inspections and audits, provision of Airport Facility Manager safety manuals, and regular review meetings

3.1.2

Manage airport security

Implementation of airport security measures to ensure compliance with Office of Transport security regulations

Airport Facility Manager

3.1.3

Provide passenger and baggage screening services

Provision of passenger and baggage services and equipment that promote airport security

Airport Facility Manager

3.1.4

Maintain air and land side infrastructure

Maintenance of airport infrastructure through the implementation of regulations and routine maintenance works

Airport Facility Manager

3.1.5

Implement the Airport Master Plan

Develop business plans to support the execution of the Airport Master Plan

Airport Facility Manager

3.1.6

Market the Airport as a centre of aviation and business opportunities

Development and implementation of marketing strategies that showcase the airport as a centre of aviation and business opportunities

Airport Facility Manager

3.1.7

Create a safe, efficient traffic and transport network

Implementation of services and actions that support a safe and efficient traffic and transport network, including the administration of applications, undertaking assessments and inspections, and management of the traffic committee

Manager Operations

3.1.8

Implement the Wagga Wagga Integrated Transport Strategy

Administration of the implementation of identified actions from the Wagga Wagga Integrated Transport Strategy

Manager City Strategy

3.1.9

Manage road re-naming requests

Management and administration of road re-naming requests

Manager City Development

• Schemes and community transport options are promoted through networks • Advocate for increased access to public and community transport

Manager Community Services

DISABILITY INCLUSION ACTION PLAN ITEMS 3.1.10

38

DIAP 2.21 - Promote subsidised schemes and community transport

growing economy

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Capital Works Projects

Refer to Appendix 1-3 for more information AP1.5 Exhibition Centre – Kooringal Road Exit AP1.6 Active Transport Plan – 5 corridors totalling 45 kilometres AP1.26 Amundsen Bridge – Boorooma East to Boorooma AP1.55 Eunony Bridge Replacement AP1.71 Airport – Reseal Don Kendell and Welsh Drives AP1.72 Airport – Redevelop Terminal – Internal Baggage Claim and Retail Section AP1.73 Airport – Design & Construct – Upgrade to Code C: Taxiways A, B, D, E AP1.74 Airport – Lighting Cabinet Upgrade AP1.75 Airport – Runway Lighting Upgrade AP1.76 Airport – Carpark Equipment Upgrade AP1.77 Airport – Taxiway C Shoulders Delivery Program Item

3.2 ATTRACT AND SUPPORT LOCAL BUSINESSES AND INDUSTRY Community Strategic Plan Outcome: We attract and support local business and industry How we measure our success • Respond to all regulatory requests for parking enforcement within 3 days • Maintain zero non-compliance at the Livestock Marketing Centre • Increase number of Tourism Partners 3.2.1

Manage and enforce parking

Management and regulation of on and off street parking

Manager Environment and City Compliance

3.2.2

Manage the Livestock Marketing Centre

Management, maintenance and administration of the Livestock Marketing Centre

Manager Livestock Marketing Centre

3.2.3

Provide weekly cattle and sheep sales

Facilitation and administration of weekly cattle and sheep sales at the Livestock Marketing Centre

Manager Livestock Marketing Centre

3.2.4

Provide support for local tourism businesses and industry operators

Development of relationships with new and existing tourism partners as part of the Tourism Partner Program

Manager Community Services

3.2.6

Build and support economic development

Provision of stakeholder consultations and engagement, education opportunities, and publication of Economic Snapshot to promote and support economic development

Manager City Strategy

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.68 Implement a Wifi Network throughout the Livestock Marketing Centre Operational Area Delivery Program Item

3.3 ENCOURAGE BUSINESS INVESTMENT TO ENSURE THE CITY IS A LEADING CENTRE FOR FREIGHT AND LOGISTICS Community Strategic Plan Outcome: We attract and support local business and industry 3.3.1

40

Investigate viability of Riverina Intermodal Freight and Logistics Hub (RiFL)

• Investigate the viability of constructing RiFL Hub in partnership with the private sector General Manager and seek NSW Government support for the project.

• Subject to the support and partnerships, consider constructing the RiFL Hub.

growing economy

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Objective

WE ARE A TOURIST DESTINATION Delivery Program Item

3.4 PROMOTE OUR CITY AND VILLAGES

Community Strategic Plan Outcome: We promote our city and villages How we measure our success • Maintain 100,000 Visit Wagga website visits to per year • Maintain 60,000 Visit Wagga engagements on social media per year 3.4.1

Attract Visitors

Promotion of Wagga Wagga through marketing strategies, campaigns, product development and production of the What’s On Guide

Manager Community Services

Delivery Program Item

3.5 ACCOMMODATE AND PROVIDE SUPPORT TO VISITORS Community Strategic Plan Outcome: We accommodate visitors

How we measure our success • Maintain a bounce rate of less than 50% on the Visit Wagga website • Increase average spend at the Visitors Information Centre by 5% 3.5.1

Provide information and support for visitors

Provision of information and support for visitors, event organisers, accommodation providers and coach tours

Manager Community Services

Delivery Program Item

3.6 PROVIDE A VARIETY OF EVENTS, FESTIVALS AND ACTIVITIES Community Strategic Plan Outcome: We have a variety of events, festivals and activities How we measure our success • Increase external museum bookings to 10 bookings per year • Maintain zero non-compliance at the Botanic Gardens Zoo • Attract 4 new events to the City • Events and Visitor Economy Strategy review complete 3.6.1

Manage the Hiring of Museum facilities

Management and facilitation of Museum bookings

Manager Community Services

3.6.2

Manage the Botanic Gardens Zoo

Management of the Botanic Gardens Zoo, including animal welfare, facility maintenance, and public education

Manager Operations

3.6.3

Attract and support events to increase visitation and benefit the community

Development and implementation of strategies to support and target new and existing events

Manager Community Services

3.6.4

Review and update the Events and Visitor Economy Strategy

Revision and update of the Events and Visitor Economy Strategy to ensure alignment with state opportunities and organisational priorities

Manager Community Services

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcome

WE ARE A CENTRE FOR EDUCATION AND TRAINING Delivery Program Item

3.7 PROVIDE EDUCATION AND LEARNING OPPORTUNITIES

Community Strategic Plan Outcome: We have a variety of education and training opportunities How we measure our success • Review and amend staff induction program • Provide workplace inclusion training for staff • Provide 6 learning opportunities through Wagga Wagga City Library per quarter • Maintain 250 participants attending lifelong learning programs at Wagga Wagga City Library per quarter • Maintain 9 bulk deliveries to hostels, aged care facilities and individual access to specialist collections and services per quarter 3.7.1

Provide learning opportunities that promote an inclusive, accessible and supportive workplace

Implementation of actions from both the Disability Inclusion Action Plan and the Reconciliation Action Plan to support staff learning and development

Manager People and Culture

3.7.2

Facilitate lifelong-learning opportunities through the Wagga Wagga City Library

Provision of services and actions such as workshops, events, literacy initiatives and community support such as the Multicultural Language Café program and provision of outreach services to hostels and Community Centres

Manager Community Services

3.7.3

Provide learning and development to all staff

Management, review and provision of skills and development training for all staff

Manager People and Culture

DIAP 1.2 Provide front of house staff with skills in the use of technological resources to increase accessibility for people with a disability

Relevant guides and manuals are located on Council intranet

Manager Information and Customer Service and Manager People and Culture

3.7.5

DIAP 3.6 Provide Equal Employment Opportunity training to all employees as part of the corporate training package

Training is provided

3.7.6

DIAP 3.9 Ensure online models of training are inclusive of people with disabilities

Where required training is adapted ensure online learning supports learners capabilities Manager People and Culture

3.7.7

DIAP 3.10 Provide training to all employees on bullying and harassment

Training is provided

Manager People and Culture

3.7.8

DIAP 3.11 Provide mental health awareness training to employees

Training is provided

Manager People and Culture

DISABILITY INCLUSION ACTION PLAN ITEMS 3.7.4

42

Inclusion is embedded in all front of house training

Manager People and Culture

growing economy

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcome

WE HAVE EMPLOYMENT OPPORTUNITIES Delivery Program Item

3.8 PROVIDE CAREER OPPORTUNITIES

Community Strategic Plan Outcome: We have career opportunities 3.8.1

Provide recruitment services

DISABILITY INCLUSION ACTION PLAN ITEMS 3.8.2

DIAP 3.4 - Undertake annual employee opinion survey of employees to gauge workplace diversity and employees attitudes to inclusion and accessibility

Marketing and promotion of careers at Council and undertaking of the recruitment process

Manager People and Culture

• Employee opinion survey completed • Information used to inform better decision making for employee support

Manager People and Culture

Community Strategic Plan Outcome

WE ARE A HUB FOR ACTIVITY Delivery Program Item

3.9 ENCOURAGE VIBRANT PRECINCTS

Community Strategic Plan Outcome: We have vibrant precincts How we measure our success 100% of budget expended for cleaning services in Central Activity Distract 3.9.1

Undertake Central Activity District maintenance and cleaning

Provision of maintenance and cleaning services throughout the Central Activity District

Manager Operations

DISABILITY INCLUSION ACTION PLAN ITEMS 3.9.2

DIAP 1.9 - Raise awareness with local services and • Grant funding to be sources Manager Community Services businesses about how they can become more inclusive • Information is developed and provided to local businesses to increase accessibility in in the layout of their design and how they can attract shops and recreational spaces the business of people with a disability

3.9.3

DIAP 1.10 - Promote the recharge scheme with local businesses and shopping centres to increase access for people with mobility devices through promoting locations to recharge their devices

• Recharge scheme is promoted in shopping centres and high traffic areas • Grant funds to be sourced

Manager Community Services

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community place and identity

44

community place + identity This section identifies all the programs and activities Council delivers that bring people together. It also include projects and programs that will help our spaces reflect our community.

Community Strategic Plan Objectives • We are proud of where we live and our identity • We have opportunities to connect with others

Delivery program Items

• 4.1 Promote a strong sense of place • 4.2 Value our heritage • 4.3 Provide services that contribute to a family friendly city • 4.4 Provide services and facilities that make us a centre for arts and culture • 4.5 Activate community spaces to promote connectedness • 4.6 Provide programs and activities to bring us together

Estimated budget Revenue From Continuing Operations Rates & Annual Charges

0

Special Rate Variation

0

User Charges & Fees

(1,086,118)

Interest & Investment Revenue Other Revenues

0 (200,341)

Grants & Contributions provided for Operating Purposes

(1,672,442)

Grants & Contributions provided for Capital Purposes Revenue From Continuing Operations

Expenses From Continuing Operations Employee Benefits & On-Costs

(3,500) (2,962,401) 4,113,615

Borrowing Costs

7,595

Materials & Contracts

3,828,373

Depreciation & Amortisation

0

Other Expenses

1,531,552

Expenses From Continuing Operations

9,481,136

Net Operating Result before Grants and Contributions provided for Capital Purposes

6,522,234

Net Operating (Profit)/Loss

Capital and Reserve Movements

6,518,734

Capital Expenditure - Renewals

Capital Expenditure - New Projects

52,456 106,359

Capital Expenditure - Potential Projects

0

Loan Repayments

22,386

New Loan Borrowings

0

Proceeds from Sale of intangible & tangible Assets

0

Net Movements to/(from) Reserves Total Capital and Reserve Movements

(58,428) 122,773

Net Result after Depreciation

6,641,507

Cash Budget (Surplus)/Deficit

6,641,507

Add back Depreciation Expense (non-cash)

0

This budget is an estimate only of the activities contained in this theme of the operational plan.

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcome

WE ARE PROUD OF WHERE WE LIVE AND OUR IDENTITY Delivery Program Item

4.1 PROMOTE A STRONG SENSE OF PLACE

Community Strategic Plan Outcome: We have a strong sense of place How we measure our success • Commission all identified works from the Public Art plan • Expenditure of Community Programs and Projects category 4.1.1

Develop, administer and implement the Public Art Plan

Administration and implementation of the Public Art Plan

Manager Community Services

4.1.2

Implement the Riverside Master Plan

Implementation of the Riverside Master Plan including the application for grant funding

Manager City Strategy

DISABILITY INCLUSION ACTION PLAN ITEMS 4.1.3

DIAP 2.7 - Support funding for community groups and • Annual grant category of Health and Wellbeing is amended to include a requirement services to improve accessibility and apply principles of for applicants to demonstrate how they plan to :increase access, equity and universal design in buildings and service delivery participation for people living with a disability’ • Community programs and projects categories is fully expended • Support letters are written upon requests to all agencies and community based organisations seeking other grants to increase accessibility

Manager Community Services

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.17 Public Art – Living Lights – Nightlights AP1.18 Public Art – Living Lights – Brightlights – Youth Based Projection Program AP1.19 Public Art – River Life Delivery Program Item

4.2 VALUE OUR HERITAGE

Community Strategic Plan Outcome: We value our heritage How we measure our success • Increase museum visitation levels by 5% • 85% visitor satisfaction with annual museum exhibition schedule 4.2.1

Present exhibitions on local and regional history through Provision, marketing, and management of Museum exhibitions that showcase local and Manager Community Services museum services regional history

4.2.2

Manage the Heritage Grants Program

46

Management and administration of the Heritage Grants Program

Manager City Development

community place + identity OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.10 Riverside – Hampden Bridge Legacy Project Delivery Program Item

4.3 PROVIDE SERVICES THAT CONTRIBUTE TO A FAMILY FRIENDLY CITY Community Strategic Plan Outcome: We are a family friendly city

How we measure our success • 85% educator satisfaction with Wagga Wagga Regional Family Day Care • 85% customer satisfaction with Wagga Wagga Regional Family Day Care • Maintain 85% utilisation rate of Wagga Wagga Regional Family Day Care 4.3.1

Register and support quality Wagga Wagga Regional Family Day Care educators

Administration of educator registration and provision of resources to support educators Manager Community Services involved in the Wagga Wagga Regional Family Day Care service

4.3.2

Register and support families through the Wagga Wagga Regional Family Day Care Service

Administration of family registration and provision of resources to support families using Manager Community Services the Wagga Wagga Regional Family Day Care service

4.3.3

Ensure delivery of quality Wagga Wagga Regional Family Day Care childcare services

Development of policies, plans and service improvements to maintain a quality standard of ‘Exceeding’

Manager Community Services

Delivery Program Item

4.4 PROVIDE SERVICES AND FACILITIES THAT MAKE US A CENTRE FOR ARTS AND CULTURE Community Strategic Plan Outcome: We are a centre for arts and culture

How we measure our success • Increase Wagga Wagga Art Gallery and National Art Gallery visitation by 5% • Deliver 9 public engagement activities per quarter through Wagga Wagga Art Gallery • 85% customer satisfaction with Wagga Wagga Art Gallery engagement activities • Deliver 9 art exhibitions and displays per quarter • 85% community satisfaction with art exhibitions and displays • Complete annual collection and audit report for Wagga Wagga Art Gallery • Maintain 45,000 visitors to Wagga Wagga City Library per quarter • Maintain 800 new members at Wagga Wagga City Library per quarter • Maintain 64,000 collection item loans (hardcopy and electronic) per quarter at Wagga Wagga City Library • 85% visitor satisfaction with annual touring museum exhibition at the Museum of the Riverina • 85% community museum partner satisfaction • Maintain 25 Civic Theatre and Amphitheatre hires per year • 85% customer satisfaction with Civic Theatre workshops • 85% customer satisfaction with Hall a Day programming • Number of inclusive shows, exhibitions and programs available • Programs advertised through database

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

4.4.1

Maintain Wagga Wagga Art Gallery and National Art Glass Gallery operations

Management and administration of Wagga Wagga Art Gallery and National Art Glass Gallery operations

Manager Community Services

4.4.2

Plan and deliver Wagga Wagga Art Gallery public engagement activities

Provision of workshops, talks, lectures, concerts, events tours and film screenings

Manager Community Services

4.4.3

Present art exhibitions and displays

Provision and marketing of art exhibitions and displays across Council’s art facilities

Manager Community Services

4.4.4

Manage Wagga Wagga Art Gallery collections

Management of Wagga Wagga Art Gallery collections, including acquisition of new works and maintenance of current works

Manager Community Services

4.4.5

Manage Wagga Wagga City Library operations

Provision of community spaces, collections, programs and services that are accessible Manager Community Services both in-house and online

4.4.6

Provide Wagga Wagga City Library collection management services

Provision and maintenance of Wagga Wagga City Library’s print, audiovisual and electronic collections

4.4.7

Develop and deliver annual touring museum exhibition schedule at the Museum of the Riverina

Development and implementation of an annual touring museum exhibition schedule for Manager Community Services the Museum of the Riverina

4.4.8

Manage Museum of the Riverina collection

Management, maintenance and conservation of the Museum of the Riverina’s collections

Manager Community Services

4.4.9

Provide regional museum outreach services and partnerships

Delivery of services and training to regional volunteer museums and implementation of the four year Regional Museum Project

Manager Community Services

4.4.10

Provide and facilitate the hire of the Civic Theatre and Amphitheatre

Provision of administration support, equipment and marketing for productions, ceremonies, events and bookings at the Civic Theatre and Amphitheatre

Manager Community Services

4.4.11

Provide educational and skill building workshops through the Civic Theatre

Provision of resources and workshops to support local development

Manager Community Services

4.4.12

Provide additional targeted programing through the Civic Theatre

Provision of programs such as the Comedy Festival, Music at Midday with the Australian Army Band Kapooka, and school holiday programs

Manager Community Services

4.4.13

Deliver annual season programs through the Civic Theatre

Development, implementation and promotion of the Civic Theatre’s annual subscription, Manager Community Services children, and senior seasons

4.4.14

Produce and deliver a community production

Development and implementation of a community production in collaboration with external stakeholders and community members

DISABILITY INCLUSION ACTION PLAN ITEMS

Manager Community Services

Manager Community Services

4.4.15

DIAP 1.3 - A suite of inclusive programs are offered • Provide targeted shows, programs and exhibitions across the City of Wagga Wagga’s cultural facilities that • Promote programming to disability services include targeted programs, shows and exhibitions for • Advertise programming in Council News people with disabilities

Manager Community Services

4.4.16

DIAP 1.4 - Promote programming in cultural facilities to services that work with people with disabilities and included in Council News

Manager Community Services

48

All accessible programs and exhibitions are actively promoted to services who provide support and assistance to people with a disability through networks

community place + identity OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.13 Art Gallery Customer Service Infrastructure – Upgrade Customer Service Desk AP1.14 Art Gallery Lighting Stopgap – 30 Spotlights AP2.11 Upgrade of Backstage Equipment – Civic Theatre AP2.12 Acquire Pieces for the Australian Print Collection AP2.13 Acquire Pieces for the National Art Glass Collection

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcomes

WE HAVE OPPORTUNITIES TO CONNECT WITH OTHERS Delivery Program Items

4.5 ACTIVATE COMMUNITY SPACES TO PROMOTE CONNECTEDNESS

Community Strategic Plan Outcome: We activate our community spaces to promote connectedness How we measure our success • Complete audit on accessible parking spaces • Submit accessible parking report to Council for approval • 100% of budget expended for the building of accessible parking spaces • Complete installation of accessible parking spaces 4.5.1

Provide community centres for events and community activities

DISABILITY INCLUSION ACTION PLAN ITEMS

Facilitation of the use of community centres in Wagga Wagga

4.5.2

DIAP 2.13 - Increase the number of accessible parking spaces to reflect proportion of permit holder in the community

4.5.3

DIAP 2.2 - Audit high usage Council owned community • List of high usage facilities defined and identified centres and halls and identify barriers to access • Audit facilities conducted • Scope of work is costed out and presented to Council for consideration for the inclusion in the long term financial plan

Manager Operations

4.5.4

DIAP 2.12 - Review and implement the Pedestrian Access and Mobility Plan and Engineering guidelines in line with other relevant Council plans to increase connectivity across the city

Manager Project Operations and Manager Operations

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.54 Equex Multipurpose Stadium

50

• • • • •

Conduct audit on accessible parking spaces currently available Ensure spaces adequately reflect permit holder numbers Submit report to the Traffic Committee Submit recommendations to increase spaces to Council for approval Install new spaces where required

Manager Community Services

• PAMP is reviewed • Recommendations are provided to Council for considerations

Manager Project Operations

growing economy

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Delivery Program Items

4.6 PROVIDE PROGRAMS AND ACTIVITIES TO BRING US TOGETHER Community Strategic Plan Outcome: Groups, programs and activities bring us together

How we measure our success • Deliver 10 programs for children, youth, adults, multicultural and Indigenous groups per quarter through Wagga Wagga City Library • Maintain 3000 participants attending Wagga Wagga City Library programs per quarter • 85% customer satisfaction with Wagga Wagga City Library programs and services • Deliver 6 displays and exhibitions at Wagga Wagga City Library per quarter • 85% customer satisfaction with Museum of the Riverina public programs • Number of service providers receiving information 4.6.1

Provide community engagement and public programs through the Wagga Wagga City Library

Development, implementation and marketing of community engagement programs, exhibitions and displays

Manager Community Services

4.6.2

Plan and present annual Museum of the Riverina education and public programs schedule

Development, implementation and marketing of events and programs that support celebratory days/weeks/festivals, educational experiences, and exhibitions

Manager Community Services

4.6.3

Support and implement cultural programming and events

Provision of support for cultural programs, festivals, workshops and application for grant funding opportunities

Manager Community Services

4.6.4

Deliver community capacity building programs and projects

Provision of events and programs such as FUSION, Youth Week, Reconciliation Week, Seniors Festival and rural village programs that connect our community and celebrate culture

Manager Community Services

DISABILITY INCLUSION ACTION PLAN ITEMS 4.6.5

DIAP 1.7 - Promote days and weeks that celebrate ability and diversity

4.6.6

DIAP 1.8 - Work with local agencies and organisations that provide awards to advocate for an accessibility award to recognise businesses increasing access through redesign, policies and process to increase access for people with disabilities

• Promote celebratory days and weeks that celebrate ability and diversity Manager Community Services • Distribute What’s On Guide to services that support people with a disability or mental health issue • Mental Health Month, International Day of people with a disability to our community • Publicise inclusive events through social media databases

• Seek available grants • Local recognition for excellence around inclusion and access are established on an annual basis

Manager Community Services

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the environment

52

the environment

This section contains all the programs, projects and services that contribute to the sustainability of our community. This includes managing our growth and impact on the environment, as well as protecting and maintaining our assets, both natural and built.

Estimated budget Special Rate Variation

0

Community Strategic Plan Objectives

User Charges & Fees

(11,830,553)

• Plan for the growth of the city • We protect and enhance our natural areas • Create and maintain a functional and attractive built environment

Delivery program Items • 5.1 • 5.2 • 5.3 • 5.4 • 5.5 • 5.6 • 5.7 • 5.8

Ensure sustainable urban development Provide healthy natural areas Look after and maintain community assets Create an attractive city Improve the facilities of our spaces and places Educate the community in sustainability Be proactive with waste management Minimise our impact on the environment

Revenue From Continuing Operations Rates & Annual Charges

(23,041,723)

Interest & Investment Revenue

(410,485)

Other Revenues

(109,046)

Grants & Contributions provided for Operating Purposes

(4,577,613)

Grants & Contributions provided for Capital Purposes

(24,176,991)

Revenue From Continuing Operations

(64,146,411)

Expenses From Continuing Operations Employee Benefits & On-Costs Borrowing Costs

18,454,818 2,714,472

Materials & Contracts

26,153,265

Depreciation & Amortisation

25,232,865

Other Expenses

2,775,638

Expenses From Continuing Operations

75,331,059

Net operating result before grants and contributions provided for capital purposes

35,361,639

Net Operating (Profit)/Loss

Capital and Reserve Movements

11,184,648

Capital Expenditure - Renewals

23,901,942

Capital Expenditure - New Projects

23,537,378

Capital Expenditure - Potential Projects

22,679,869

Loan Repayments

1,547,407

New Loan Borrowings

(1,791,321)

Proceeds from Sale of intangible & tangible Assets Net Movements to/(from) Reserves

0 (30,020,929)

Total Capital and Reserve Movements

39,854,345

Add back Depreciation Expense (non-cash)

25,232,865

Net Result after Depreciation

Cash Budget (Surplus)/Deficit

51,038,993 25,806,128

This budget is an estimate only of the activities contained in this theme of the operational plan.

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcome

PLAN FOR THE GROWTH OF THE CITY Delivery Program Item

5.1 ENSURE SUSTAINABLE URBAN DEVELOPMENT

Community Strategic Plan Outcome: We have sustainable urban development How we measure our success • % Complete of the 2019 Development Control Plan • Respond to development compliance requests within 3 business days • Process all drainage diagrams applications within 3 business days if all inspections completed • 85% of private Section 68 applications processed within 7 days • Process 75% of Development Applications within 40 days • Process all Construction Certificates (CC) applications within 40 days of approval of Development Application • Process Complying Development Applications within 20 days • Process 80% of Subdivision Certificate applications within 10 business days • Process 80% of Subdivision Construction Certificate applications within 20 business days • Process 80% of Section 68 sewerage and drainage applications within 7 business days • Complete 90% of referrals for advice on environmental condition of development applications within 7 days • Complete Local Housing Strategy by June 2019 • Complete CBD Master Plan by June 2019 • Complete Northern Growth Plan by December 2018 5.1.1

Develop the Development Control Plan

Create a new Development Control Plan, which includes the Bomen Structure Plan, CBD Master Plan, Riverside Master Plan, and flood planning

Manager City Strategy

5.1.2

Update and maintain the Local Environmental Plan

Review and monitoring of the Local Environmental Plan to ensure alignment with adopted strategies

Manager City Strategy

5.1.3

Manage development compliance

Undertaking of inspections and investigations, and administration of requests and notices for development compliance

Manager Environment and City Compliance

5.1.4

Process drainage diagrams applications

Provision of plumbing inspections and administration of drainage diagrams applications Manager City Development

5.1.5

Process Section 68 applications (private)

Administration of applications and inspections, and provision of on-site plumbing inspections

Manager City Development

5.1.6

Assess and determine residential and commercial planning applications

Processing of residential and commercial development applications, construction certificates, complying development application, annual fire safety certificates and swimming pool compliance certificates

Manager City Development

5.1.7

Assess and issue Subdivision Certificates

Processing and assessment of subdivision certificates

Manager Project Operations

5.1.8

Assess, issue and provide inspections for Subdivision Construction Certificates

Administration of Subdivision Construction Certificates, including the assessment of applications against legislation, conditions and engineering guidelines

Manager Project Operations

54

the environment

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

5.1.9

Assess, issue and provide inspections for Section 68 applications (public)

Processing, inspection and assessment of incoming Section 68 Applications

Manager Project Operations

5.1.10

Process Section 149 Certificates

Administration of Section 149 zoning certificates

Manager City Development

5.1.11

Assess environmental impacts of development

Provision of environmental and biodiversity advice in conditioning of development applications and the review of Council projects

Manager Environment and City Compliance

5.1.12

Deliver strategic planning projects and strategies

Development and adoption of strategic planning projects and strategies such as the Activation Strategy, CBD Master Plan, Local Housing Strategy, Health Precinct plan and the Northern Growth Plan

Manager City Strategy

5.1.13

Provide building, planning and plumbing advice to stakeholders

Provision of advice in relation to planning, building, plumbing, heritage and stormwater compliance

Manager City Development

5.1.14

Linking Sewer Diagrams Project

Implementation of electronically capturing historical drainage diagrams

Manager City Development

5.1.15

Manage contaminated land

Management and inspection of contaminated sites and administration of reporting to the Environmental Protection Authority

Manager Environment and City Compliance

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcome

WE PROTECT AND ENHANCE OUR NATURAL AREAS Delivery Program Item

5.2 PROVIDE HEALTHY NATURAL AREAS

Community Strategic Plan Outcome: We have healthy natural areas How we measure our success • Complete 2500km of road side spraying for priority weeds • Complete 200 weed inspections on rural properties • Maintain 1400 plants planted at National Tree Day • Implement Plans of Management for areas of environmental significance • Conduct 21 tours of Marrambidya Wetlands per year • Respond to all environmental requests within 3 business days • Complete Environmental Protection Licenses within 60 days of anniversary date • Publish the State of the Environment Report 5.2.1

Implement the Weed Management Program

Provision of road, path and property inspections, weed control, and biosecurity education for the community

Manager Environment and City Compliance

5.2.2

Protect and enhance the natural environment

• Protection of the environment through improving connectivity of habitats for threatened species and applying for grant funding to enhance the natural environment • Management of National Tree Day activities, the Birramal Conservation Area and the Bomen Axe Quarry

Manager Environment and City Compliance

5.2.3

Manage and maintain the Marrambidya Wetland

Management and maintenance of the Marrambidya Wetland, including the facilitation of Manager Environment and City Compliance tours and events

5.2.4

Manage environmental compliance

Administration of environmental customer requests, undertaking of inspections and investigations, and the enforcement of legislation

Manager Environment and City Compliance

5.2.5

Undertake environmental monitoring and reporting

Monitoring and reporting of compliance with environmental protection licenses, water quality of waterways and urban salinity, as well as Council’s water, waste, energy and carbon emissions

Manager Environment and City Compliance

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.20 Birramal Conservation Area Lookout – Walking Track AP1.21 Marrambidya Wetland Walking Track Extension AP1.52 Lake Albert Control Gates

56

the environment

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Community Strategic Plan Outcome

CREATE AND MAINTAIN A FUNCTIONAL AND ATTRACTIVE BUILT ENVIRONMENT Delivery Program Item

5.3 LOOK AFTER AND MAINTAIN COMMUNITY ASSETS

Community Strategic Plan Outcome: We look after and maintain our community assets How we measure our success • Complete all programmed asset condition assessments for footpaths, kerb and gutter • Complete all programmed asset condition assessments for buildings • Complete all programmed works for sealed roads • 100% of budget expended for sealed roads • 100% of budget expended for unsealed roads • 100% of budget expended for kerb, gutter and footpaths • 100% of budget expended for sewer systems • 100% of budget expended for stormwater • Maintain zero reportable incidents at Council’s quarries • 85% customer satisfaction with sewer requests • Develop Land Acquisition and Disposal Policy • Develop Easement Policy • Deliver information sessions on Crown Land reforms to all identified key internal stakeholders 5.3.1

Manage Wagga Wagga City Council’s asset data

Provision of condition assessment, capture of asset data and assistance in the updating of the asset management plans

Manager Operations

5.3.2

Plan, construct, maintain and manage sealed roads

Construction and maintenance of sealed roads, pavements, shoulders, bridges, culverts and table drains, including the replacement of aged infrastructure

Manager Operations

5.3.3

Maintain and manage unsealed roads

Maintenance of unsealed roads, culverts, bridges and table drains, including the replacement of aged infrastructure

Manager Operations

5.3.4

Manage Wagga Wagga City Council’s quarries

• Management of quarry sites, hauls, licences and extraction fees and contractors.

• Review and update of the Pavement Material Resources Plan and development of strategic rehabilitation plans

Manager Operations

5.3.5

Concrete maintenance and replacements for kerb, gutter and footpath

Construction of new drainage structures and items identified in the Pedestrian Access Mobility Plan and maintenance and repair of kerb, gutter and footpath assets

Manager Operations

5.3.6

Maintain and manage sewer systems

Management of customer requests and replacement and maintenance of sewer assets Manager Operations in accordance with the Sewer Management Plan

5.3.7

Maintain and manage stormwater systems

Management and maintenance of stormwater systems, including responding of customer requests

Manager Operations

5.3.8

Manage lease and licence portfolio

Management of land acquisitions, disposals, leases and land interest dealings

Manager Procurement Services

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

5.3.9

Manage Crown Land

Management of the Aboriginal Land Claims database, Native Titles and delivery of information sessions on Crown Land reforms

Manager Procurement Services

5.3.10

Manage asset remediation

Provision of technical advice and solutions for the remediation of assets

Manager Operations

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.24 Wagga Wagga Lawn Cemetery & Crematorium Furnace Reline AP1.30 Sewer – Pump Station – SPS23 Ashmont – New Assets – New Pump Station and Rising Main AP1.35 Sewer Treatment Works – Forrest Hill Plan – New Assets AP1.37 Sewer – Pump Station – SPS08 Boorooma – Increase Pump Capacity AP1.38 Sewer – Pump Station – SPS08 Boorooma – Emergency/Wet Weather Detention STG AP1.41 Automation of Pump Stations – Variable Speed Drive Installation AP1.42 Sewer – Pump Station – SPS22 Elizabeth Avenue, Forest Hill – New Assets AP1.43 Sewer – Pump Station – SPS01 + SPS02 Sewer Rising Main Network Diversion AP1.44 Sewer – Pump Station – SPS30 Bomen – New Assets AP1.45 Sewer – Pump Station – SPS15 Hammond Avenue – Renewals AP1.46 Upgrade Air-conditioning – Civic Centre AP1.53 New Footpaths AP1.56 Upgrade Main City (1 in 100) + North Wagga (1 in 20) Levee Systems AP2.5 Renew Recreational Assets AP2.6 Renew Park Facilities AP2.7 Renew Playground Equipment AP2.8 Renew Recreational Facilities AP2.17 Capital Renewal – Reseal Program AP2.18 Conduct Urban Asphalt Program AP2.19 Pavement Rehabilitation Program AP2.20 Replace Kerb & Gutter AP2.21 Gravel Resheets AP2.22 Renew & Replace Culverts AP2.23 Eliminate Sewer Joint Connections AP2.24 Implement Renewal Program for Gravity Sewer AP2.25 Implement Sewer Mains Rehabilitation Program AP2.26 Replacement and Renewal of Sewer Plant 58

the environment

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Management of street tree operations such as the establishment, maintenance and removal of street trees and administration of customer requests

Manager Operations

Delivery Program Item

5.4 CREATE AN ATTRACTIVE CITY

Community Strategic Plan Outcome: We create an attractive city How we measure our success • 550 new trees planted annually • 85% customer satisfaction with mowing 5.4.1

Manage street tree operations

5.4.2

Maintain open space maintenance and presentation for Management and maintenance of city and village open spaces such as parks, parks, reserves, gardens and roundabouts reserves, gardens and roundabouts

Manager Operations

5.4.3

City horticulture maintenance and presentation

Manager Operations

Maintenance and beautification of high profile areas such as the Botanic gardens, Collins Park and Victory memorial Gardens and preparation of open space areas for events

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.15 Public Art – Living Spaces AP1.16 Public Art – Living Communities Delivery Program Item

5.5 IMPROVE THE FACILITIES OF OUR SPACES AND PLACES

Community Strategic Plan Outcome: We improve the facilities of our places and spaces How we measure our success Number of articles published

DISABILITY INCLUSION ACTION PLAN ITEMS 5.5.1

DIAP 2.19 - Double the Master Locksmith Associations Increase public facilities listed on the MLAK scheme (6) Key (MLAK) scheme for three Council owned accessible toilets

Manager Operations and Manager Community Services

5.5.2

DIAP 2.29 - New signage installed includes provisions for accessibility and where appropriate Braille is included in high usage areas

Marketing and Communications Coordinator

Signs for areas around Council are designed for maximum clarity and access

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OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

5.5.3

DIAP 2.30 - Promote What Council has achieved in accessibility in the community through Council News and online

Publish articles that promote City of Wagga Wagga’s achievements in improving accessibility online and in Council News

Marketing and Communications Coordinator

5.5.4

DIAP 2.31 - Publicise the availability of accessible facilities through online mapping

Online interactive maps are available for people to locate accessible facilities within the Local Government Area on Council website

Manager Information and Customer Service

Sites are updates and maintained

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.49 Accessible Adult Change Room Stage 2 AP1.50 Civic Centre Entrance Canopy (to protect from weather and better identify the building entrance) AP2.27 Renew Community Amenities – Frenchs Field Delivery Program Item

5.6 EDUCATE THE COMMUNITY IN SUSTAINABILITY

Community Strategic Plan Outcome: Educate the community in sustainability How we measure our success • Deliver 4 free environmental events for the community • Increase Bill the sustainability truck visits by 20% • 85 % customer satisfaction with environmental sustainability workshops 5.6.1

Deliver environmental events and projects

Development and implementation of environmental events and projects such as Recycling Week, Spotlighting Walks, Clean up Australia Day and World Environment

Manager Environment and City Compliance

5.6.2

Provide environmental education and information

Promotion of environmental sustainability through the provision of educational information, community workshops, radio spots, an e-newsletter and Bill The Sustainability Truck visits

Manager Environment and City Compliance

Delivery Program Item

5.7 BE PROACTIVE WITH WASTE MANAGEMENT

Community Strategic Plan Outcome: We are proactive with our waste management How we measure our success • Ensure waste capacity does not exceed 100,000 tons • Zero environmental licence exceedances • Maintain less than 10% contamination rate in red bin • Maintain less than 8% contamination in yellow ben • Maintain less than 5% contamination in green bin 5.7.1

Manage waste management operations

Management and maintenance of the City and rural waste facilities, monitoring and reporting on the environmental licensing and provision of waste schemes and events

Manager Commercial Development

5.7.2

Delivery of communications and education for the introduction of food organics collection

Provision of campaign material, education and information on the organic foods collection initiative and evaluation of waste collection data

Manager Environment and City Compliance

60

the environment

5.7.3

OPERATIONAL PLAN ITEM

WHAT WE WILL DO

WHO IS RESPONSIBLE

Provide kerbside waste administration

Administration of kerbside waste collection and implementation of regional waste strategies and projects

Manager Commercial Development

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.58 Gregadoo Waste Management Centre – Progressive Site Rehabilitation AP1.59 Gregadoo Waste Management Centre – Purchase of Large Cardboard Compactor AP1.60 Gregadoo Waste Management Centre – Additional Leachate Pond AP1.61 Gregadoo Waste Management Centre – Hard Stand for Landfill Sorting Delivery Program Item

5.8 MINIMISE OUR IMPACT ON THE ENVIRONMENT

Community Strategic Plan Outcome: We minimise our impact on the environment How we measure our success Process all Tree Preservation Order applications within 20 business days 5.8.1

Provide advice and support on tree management

Assessment of tree preservation order applications and provision of advice on tree management

Manager Operations

CAPITAL WORKS PROJECTS

Refer to Appendix 1-3 for more information AP1.25 Parks Smart Irrigation Pilot (to assess the water saving capabilities of the irrigation system) AP1.47 Civic Building Energy Efficiency Project – Civic Building Solar Panels

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appendix

62

appendix

Appendix 1 Long Term Financial Plan one-off capital projects - 2018/19 - 2021/22 New capital projects refers to the one-off projects Council will undertake during the year.

Ref

Project Title

Funding Source

1

South Estella Park - Embellishment of open space

S94*

Financial Directorate

2018/19

2019/20

2020/21

2021/22

1,324,500

1,246,000

31,816

625,000

(New Plan still to be adopted) (OS28) 2

Estella - Neighbourhood Open Space Works - Walking Path

S94*

3

Jubilee Park - Replace existing synthetic surfaces at the Jubilee Park Hockey Complex Hockey Association Contribution $200,000 + Infrastructure Reserve $200,000 + Borrowings $225,000

4

Replace Softfall - Botanic Gardens Adventure Playground

GPR

5

Exhibition Centre - Kooringal Road Exit

Borrowings (GPR - Future Years Loan Repayments)

6

Active Transport Plan - 5 corridors totalling 45 kilometres

Grant Funding

7

Lineal Park Boorooma (Promenade - Amundsen) - Corridor Recreation Improvements

S94*

8

Construction of Mt Austin Neighbourhood Park (Harris Park - OS10)

9

Remediate Lake Albert Foreshore, Eastlake Dr Reserve

10

84,840

177,000

1,598,157

5,676,300

5,676,300

245,000

S94A*

161,000

GPR $28,000 (Transferred from Renew Rec Facilities budget) + $83,835 RMS Grant Funds

111,835

Riverside - Hampden Bridge Legacy Project

Grant Funding $75,067 + GPR Carryover Reserve $259,933

335,000

11

Uranquinty Skate Park

GPR Carryover Reserve $495 + Grant $20,000 + Parks & Rec Reserve $49,500

69,995

12

Video Conferencing Hardware

Information Services Reserve

10,000

6,817,946

7,984,297

1,324,500

1,246,000

Community Directorate

Total Capital Works - Financial Directorate

13

Art Gallery Customer Service Infrastructure - Upgrade Customer Service Desk

Art Gallery Reserve

11,110

14

Art Gallery Lighting Stopgap - 30 spotlights

GPR

30,097

15

Public Art - Living Spaces

Public Art Reserve

35,000

35,000

35,000

16

Public Art - Living Communities

Public Art Reserve

10,000

10,000

10,000

WAGGA WAGGA CITY COUNCIL COMBINED DELIVERY PROGRAM + OPERATIONAL PLAN 2018/19

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Ref

Project Title

Public Art - Living Lights - Nightlights

Public Art Reserve

18

Public Art - Living Lights - Brightlights - Youth based projection program

Public Art Reserve

19

Public Art - River Life

Public Art Reserve

20

Birramal Conservation Area Lookout - Walking Track

Contribution (Riverina Water/ Origin Energy) $60K + Environment Conservation Reserve $20K

21

Marrambidya Wetland Walking Track Extension

Contribution (Origin Energy) $30K + GPR $14K (transferred from Biodiversity Project)

17

Commercial Operations Directorate

Funding Source

Total Capital Works - Community Directorate

2018/19

2019/20

2020/21

2021/22

10,100

10,100

10,100

52,083

80,295

44,440

241,242

75,300

127,383

0

20,200

20,200

20,200

22

Lawn Cemetery Master Plan Stage 2A Works - New burial area, outdoor chapel and water feature

Borrowings (Cemetery Capital Reserve Future Years Loan Repayments)

750,000

23

Wagga Wagga Lawn Cemetery & Crematorium Office Refurbishment

Cemetery Capital Reserve

24

Wagga Wagga Lawn Cemetery & Crematorium Furnace Reline

Cemetery Capital Reserve

100,000

25

Parks Smart Irrigation Pilot - To assess the water saving capabilities of the irrigation system

Internal Loans Reserve (Water savings payback - 2 Year Loan Repayments)

50,500

26

Amundsen Bridge - Boorooma East to Boorooma

S94*

505,000

27

Sewer - Pump Station - SPS02 Forsyth Street - Renewals - Refurbishment of current wells

Sewer Reserve

28

Sewer - Pump Station - SPS06 Shaw Street - Renewals

Sewer Reserve

280,000

29

Sewer - Pump Station - SPS09 Cartwrights Hill - Renewals

Sewer Reserve

50,000

200,000

30

Sewer - Pump Station - SPS23 Ashmont - New Assets - New pump station and rising Sewer Reserve main

1,270,543

822,870

31

Sewer - Pump Station - SPS24 Lakehaven West - New Assets - Pump replacement and upsizing

Sewer Reserve

61,421

32

Sewer - Pump Station - SPS39 Copland Street - New Assets - New pump station

Sewer Reserve

33

Sewer - Pump Station - SPS41 Glenfield East - New Assets - New pump station

Sewer Reserve

100,000

1,710,893

1,076,386

34

Sewer - Pump Station - SPS49 Springvale - New Assets - New pump station

Sewer Reserve

35

Sewer Treatment Works - Forest Hill Plant - New Assets

Sewer Reserve

1,193,677

36

Sewer - Pump Station - SPS31 Uranquinty - Renewals

Sewer Reserve

37

Sewer - Pump Station - SPS 08 Boorooma - Increase Pump Capacity

Sewer Reserve

76,689

38

Sewer - Pump Station - SPS 08 Boorooma - Emergency/Wet Weather Detention STG Sewer Reserve

254,414

64

appendix

Ref

Project Title

2018/19

2019/20

2020/21

2021/22

Sewer - Ashmont SPS, Rising Main & Gravity Main Upgrade

Sewer Reserve

40

Re-use Water - Additional infrastructure to meet quality requirements

Sewer Reserve

1,224,096

41 42

Automation of Pump Stations - Variable Speed Drive Installation

Sewer Reserve

150,000

150,000

Sewer - Pump Station - SPS22 Elizabeth Avenue, Forest Hill - New Assets

Sewer Reserve

700,000

43

Sewer - Pump Station - SPS01 + SPS02 Sewer Rising Main Network Diversion

Sewer Reserve

801,984

44

Sewer - Pump Station - SPS30 Bomen - New Assets

Sewer Reserve

1,830,000

45

Sewer - Pump Station - SPS15 Hammond Avenue - Renewals

Sewer Reserve

1,580,000

46

Upgrade Air conditioning - Civic Centre

S94* Civic Building Recoupment

990,599

250,000

250,000

47

Civic Building Energy Efficiency Project - Civic Building Solar Panels

Sustainable Energy Reserve

125,000

48

Buildings - Civic Theatre - Air-Conditioning Upgrade

Civic Theatre Operating Reserve $151,500 + GPR $151,500

303,000

49

Accessible Adult Change room Stage 2

GPR

191,891

50

Civic Centre Entrance Canopy - To protect from weather and better identify the building entrance

Civic Centre S94 Recoupment (CR2)

115,988

51

Survey Equipment

Plant Reserve

52

Lake Albert Control Gates

Internal Loans Reserve

53

New Footpaths

GPR Carryover Reserve

54

Equex Multi-Purpose Stadium

NSRF Grant $2,681,359 + Borrowings $1,691,321 + Netball Contribution $125,000

55

Eunony Bridge Replacement

Grant $9,813,000 + GPR Carryover Reserve $42,380

56

Upgrade Main City (1 in 100) + North Wagga (1 in 20) Levee Systems

Special Rate Variation (SRV) $6.5M + Grant $13.4M + GPR $0.1M

39

Commercial Development Directorate

Funding Source

100,000

554,671

50,000

230,000

100,000

4,497,680

9,855,380

10,062,609

4,871,590

5,115,169

6,647,460

7,880,734

3,391,903

Total Capital Works - Commercial Operations Directorate 34,681,954

57

GWMC - Road Rehabilitation

Solid Waste Reserve

58

GWMC - Progressive Site Rehabilitation

Solid Waste Reserve

230,000

59

GWMC - Purchase of Large Cardboard Compactor

Solid Waste Reserve

250,000

60

GWMC - Additional Leachate Pond

Solid Waste Reserve

1,493,270

61

GWMC - Hard Stand for Landfill Sorting

Solid Waste Reserve

200,000

62

LMC CCTV & security (partial)

LMC Reserve

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Ref

Project Title

2018/19

2019/20

2020/21

2021/22

LMC new sheep drafts

LMC Reserve

64

LMC new sheep stacking pens

LMC Reserve

65 66

LMC new sheep delivery pens

LMC Reserve

LMC Light Vehicle Traffic Management

LMC Reserve

67

LMC new circulating road (partial)

LMC Reserve

68

Implement a Wifi Network throughout the LMC Operational Area

LMC Reserve

222,200

69

Airport - Bays 1-3 Upgrade

External Borrowings (Airport Reserve Future Years Loan Repayments)

380,000

70

Airport - Car park system replacement

External Borrowings (Airport Reserve Future Years Loan Repayments)

385,000

71

Airport - Reseal Don Kendell and Welsh Drives

External Borrowings (Airport Reserve Future Years Loan Repayments)

216,645

72

Airport - Redevelop terminal - Internal Baggage Claim and Retail Section

Borrowings (Airport Reserve - Future Years Loan Repayments)

1,000,000

73

Airport - Design + Construct - Upgrade to Code C: Taxiways A, B, D, E

Grant

2,350,000

74

Airport - Lighting Cabinet Upgrade

Borrowings (Airport Reserve - Future Years Loan Repayments)

98,909

75

Airport - Runway Lighting Upgrade

Borrowings (Airport Reserve - Future Years Loan Repayments)

416,000

76

Airport - Carpark Equipment Upgrade

Borrowings (Airport Reserve - Future Years Loan Repayments)

44,550

77

Airport - Taxiway C shoulders

Airport Reserve

36,000

78

Oasis - Tile Repairs & Floor Resurfacing

Oasis Building Renewal Reserve $121,000 + Grant $169,000

290,000

79

Oasis - Diving Board Replacements

Oasis Building Renewal Reserve

30,300

80

Oasis - Filter Sand for All Pools

Oasis Plant Reserve

81

Oasis - Chemical Controller Equipment (All Pools)

Oasis Plant Reserve

130,000

82

Oasis - Circulation pumps (All Pools) - Replacement

Oasis Plant Reserve

145,000

83

Oasis - Chlorine & Acid pumps (All Pools) - Replacement

Oasis Plant Reserve

60,000

84

Oasis - Pool Heating Systems (All Pools)

63

Funding Source

Oasis Plant Reserve

200,000

Total Capital Works - Commercial Development Directorate

6,847,574

610,300

720,000

0

TOTAL LTFP CAPITAL PROGRAM

48,588,716

15,317,357

10,052,617

4,637,903

* Timing of project is subject to receipt of sufficient Section 94, Section 94A and DSP funds 66

appendix

Appendix 2 Long Term Financial Plan recurrent capital projects - 2018/19 - 2021/22

Recurrent capital projects refers to the expenditure allocated on an annual basis for capital works programs.

Ref

Project Title

Funding Source

2018/19

2019/20

2020/21

2021/22

1

Implement Sportsgrounds Lighting Program - Anderson Oval (Mt Austin)

GPR $180,000 + Contribution $144,500

324,500

2

Implement Sportsgrounds Lighting Program - Frenchs Field (Mt Austin)

GPR $180,000 + Contribution $122,500

302,500

3

Implement Sportsgrounds Lighting Program - Estella

GPR $180,000 + Contribution $150,000

330,000

4

Implement Sportsgrounds Lighting Program - Jack Misson Oval (Ashmont)

GPR $180,000 + Contribution $144,500

5

Renew Recreational Assets

GPR

22,497

23,397

24,333

25,306

6

Renew Parks Facilities

GPR

122,533

127,434

132,532

137,833

7

Renew Playground Equipment

GPR

325,000

100,000

160,000

40,000

8

Renew Recreational Facilities

GPR

116,383

150,158

156,164

162,411

9

Replace Plant and Equipment

Plant Reserve $2.43M + Plant Sales $0.93M (amounts vary each fin year)

3,378,500

2,427,600

4,549,000

4,946,500

10

Corporate Hardware Purchases

18/19 - GPR $695,000 + Information Services Reserve $100,000, 19/20 onwards - GPR

795,000

433,000

645,000

757,000

4,759,913

3,564,090

5,991,529

6,399,050

11,249

11,699

12,167

12,653

Financial Directorate

Community Directorate

Total Capital Works - Financial Directorate

11

Upgrade of Backstage Equipment - Civic Theatre

GPR

12

Acquire pieces for the Australian Print Collection

GPR

8,874

9,189

9,517

9,857

13

Acquire pieces for the National Art Glass Collection

GPR

22,185

22,973

23,791

24,643

42,308

43,860

45,475

47,154

Commercial Operations Directorate

Total Capital Works - Community Directorate

14

Upgrade Existing Bus Shelters

GPR

20,000

20,000

15

Implement unfunded Traffic Committee resolutions as adopted by Council

GPR

50,000

50,000

50,000

50,000

16

Implement Street Lighting Improvements Program - Roads and Traffic Facilities (as per GPR schedule)

50,000

50,000

50,000

50,000

17

Capital renewal - reseal program

1,656,715

1,729,233

1,807,233

1,891,210

GPR + Regional Roads Block Grant $313,892 (incrementing 3% each year)

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Ref

Project Title

Conduct Urban Asphalt Program

Funding Source

GPR

2018/19

2019/20

2020/21

2021/22

19

Pavement Rehabilitation Program

2018/19 -R2R Grant $841,526 + Regional Roads Block Grant $571,298 + GPR Balance, 2019/20 onwards -R2R + Regional Roads Block Grants (R2R 3% + Block 2% increment each year) + GPR Balance

3,181,543

3,326,060

3,481,553

3,649,011

20

Replace Kerb and Gutter

GPR

455,215

474,038

493,614

513,973

21

Gravel Resheets

GPR

1,548,264

1,614,079

1,682,525

1,753,709

22

Renew and Replace Culverts

GPR

551,650

575,261

599,816

625,353

23

Eliminate Sewer Joint Connections

Sewer Reserve

50,750

51,511

52,284

53,068

24

Implement renewal program for Gravity Sewer

Sewer Reserve

137,917

142,055

146,316

150,706

25

Implement Sewer Mains Rehabilitation Program

Sewer Reserve

1,236,000

1,273,080

1,311,272

1,350,611

26

Replacement and Renewal of Sewer Plant

Sewer Reserve

51,511

52,284

53,068

53,864

27

Renew Community Amenities - Frenchs Fields

GPR

208,668

28

Renew Community Amenities - Anderson Oval

GPR

214,928

29

Norman Duck Amenities Upgrade

GPR

137,360

30

Renew Community Amenities - Kessler Park

GPR

221,375

31

Renew Community Amenities - Forest Hill Oval

GPR

32

Renew Community Amenities - Uranquinty Sports Ground

GPR

33

Renew Community Amenities - Jubilee/Connolly Park

GPR

34

Renew Community Amenities - Gissing Oval

GPR

35

Renew Community Amenities - Tarcutta Public Convenience

GPR

36

Renew Community Amenities - Apex Park

GPR

Total Capital Works - Commercial Operations Directorate

9,964,548

10,390,969

10,716,894

11,269,480

TOTAL LTFP CAPITAL PROGRAM

14,766,768

13,998,919

16,753,898

17,715,683

18

786,313

818,440

851,852

886,599

* Timing of project is subject to receipt of sufficient Section 94, Section 94A and DSP funds

68

appendix

Appendix 3 Long Term Financial Plan Capital Program “Potential Projects” list, 2018/19 - 2021/22

Potential capital projects refers to the projects that require further investigation or require joint funding that has not yet been confirmed.

These projects still require councillor approval.

Ref

Project Title

Funding Source

2018/19

2019/20

2020/21

2021/22

1

Riverside Wagga - Wagga Beach Landscape Upgrade Stage 2

2

Riverside - Wagga Beach Car Park upgrade including CCTV and lighting

S94* (New Plan still to be adopted)

841,753

841,753

CBD Car parking Reserve $110,302 + Grant funding $224,165

334,466

3

Construct a Multisport Cycling Complex at Pomingalarna Reserve

S94* (New Plan still to be adopted)

400,000

800,000

800,000

4

Northern Sporting Precinct - Sports grounds and play equipment

S94* Plan $5,979,000 (New Plan still to be adopted) + GPR $199,643 + S94 (Old Plan) $121,838 + Reserve $178,519 + Borrowings $100,000 (GPR - Future Years Loan Repayments)

1,800,000

3,200,000

1,579,000

5

Implement Sportsgrounds Lighting Program - McPherson Oval (Nth Wagga)

GPR $180,000 + Contribution $177,000

357,000

6

Implement Sportsgrounds Lighting Program - Harris Park (Mt Austin)

GPR $180,000 + Contribution $282,000

462,000

3,376,219

5,303,753

2,736,000

0

45,000

Financial Directorate

Community Directorate 7

Total Potential Projects - Financial Directorate

Public Art Projects - TBA

Commercial Operations Directorate

Public Art Reserve Total Potential Projects - Community Directorate 0

0

0

45,000

8

Glenfield Road Corridor – Works to improve traffic flow (RT16)

S94*

390,000

1,408,775

1,408,775

9

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

S94*

90,000

10

Bakers Lane Widening + Intersection Upgrades Sturt Hwy & Inglewood Rd)

S94*

11

Kooringal Road - Works to improve traffic flow (RT30)

S94*

90,000

12

Old Narrandera Road - Second Carriageway for 600m

2018/19 - S94* $90,000 + 2020/21 - S94* $637,428 + 2021/22 - S94A* $100,000

90,000

637,428

100,000

13

Old Narrandera Road/Olympic Highway Roundabout

2018/19 - S94* $90,000 + 2020/21 S94A* $100,000 + S94* $477,886

90,000

577,886

WAGGA WAGGA CITY COUNCIL COMBINED DELIVERY PROGRAM + OPERATIONAL PLAN 2018/19

69

Ref

Project Title

2018/19

2019/20 200,000

2020/21

1,300,000

2021/22

Pine Gully Road Roundabout

S94*

15

Pine Gully Road - Bike Track

S94*

30,000

96,510

16

Pine Gully Road - Second Carriageway for 1.2km

2018/19 - S94 $90,000 + 2023/24 S94A* $100,000 + S94* $1,740,965

90,000

17

Pine Gully Road/Old Narrandera Road - Intersection Upgrade

18

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

S94*

180,000

877,439

S94*

19

Red Hill Road and Hudson Drive – Intersection improvements

20

Boorooma Street Slip Lane into Boorooma West

S94*

10,000

91,164

S94*

297,000

21 22

Bourke Street and Bourkelands Drive Intersection Upgrade

S94*

100,000

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

S94*

90,000

23

Harris Road/Pine Gully Road - Dual Lane Roundabout

S94*

1,201,000

24

Farrer Road Improvements

Fit for the Future Reserve $4,392,066 + S94 $1,620,000 + Infrastructure Reserve $107,934

6,120,000

25

Supplementary Regional Roads Block Grant

Block Grant -Supp

199,000

199,000

199,000

199,000

26

Regional Roads Repair Block Grant - project

Repair Block Grant

400,000

400,000

400,000

400,000

27

Implement Pedestrian Access and Mobility Program (PAMP)

Grant $42,000 + GPR $42,000

84,000

84,000

84,000

84,000

28

Implement Cycleways

Grant $30,000 + GPR $30,000

60,000

60,000

60,000

60,000

29

Sewer - Gravity Network Extension - New Assets

Sewer Reserve

195,000

100,000

597,803

265,494

30

Sewer - Pump Station - SPS15 Hammond Avenue - New Assets

Sewer Reserve

130,000

31

Renew Sewage Treatment Works - Tarcutta

Sewer Reserve

95,000

32

Implement Stormwater Drainage Improvements - Jubilee Oval to Red Hill Rd - Wagga West DSP Area

Stormwater DSP * $265,580 + Civil Projects Reserve $24,000

289,580

33

Undertake Stormwater Drainage Upgrade - Contour Ridge (Lloyd) approx. 5 km Wagga West DSP Area

Stormwater DSP * $119,102 + Stormwater Drainage Reserve $9,600

128,702

34

Undertake Stormwater Drainage Upgrade - Day, Higgins, Tarcutta St - Wagga West DSP Area

Stormwater DSP * $248,129 + Stormwater Drainage Reserve $20,000

268,129

35

Improve Stormwater drainage - Kincaid St end to Flowerdale pumping station - Wagga Stormwater DSP * $771,200 + Civil West DSP Area Projects $28,800

800,000

36

Stormwater DSP Project Allocation

Stormwater DSP*

500,000

37

Glenfield Road Drainage Remediation (North of Fernleigh Rd)

Stormwater DSP* $1,000,000 + Stormwater Levy $500,000

1,500,000

14

70

Funding Source

appendix

Ref

Project Title

Murray St Stormwater Project

Stormwater Levy

39

Tarcutta Drainage Upgrade & Supplementary Levee

RMS Contribution

40

Civic Building Energy Efficiency Project - Library Lights

41

Civic Building Energy Efficiency Project - Historic Council Chambers Lights

42 43

38

200,000

2019/20

3,000,000

2020/21

2021/22

406,000

S94* Civic Building Recoupment

28,000

S94* Civic Building Recoupment

88,809

Civic Building Energy Efficiency Project - Art Gallery & Glass Gallery Lights

S94* Civic Building Recoupment

399,278

Bolton Park Stadium Upgrade

Borrowings $1,847,693 + S94* $68,657 + Royal Lifesaving NSW Contribution $300,000

12,653,088

5,011,603

6,847,813

3,017,269

Commercial Development Directorate

Funding Source

Total Potential Projects - Commercial Operations Directorate

2018/19

44

GWMC - Construction of a new Waste Cell (Design + Construction)

Solid Waste Reserve

150,000

4,242,000

45

GWMC - Weighbridge Relocation

Solid Waste Reserve

500,000

46

GWMC - Asset Renewals (Transfer Stations, Leachate systems)

Solid Waste Reserve

200,000

47

GWMC - Renewal of the Rural Transfer

Solid Waste Reserve

400,000

48

GWMC - Alternate Waste Treatment Facility

Solid Waste Reserve

1,735,000

49

GWMC - Construct RRC

Solid Waste Reserve

1,700,000

50

GWMC - Solar Panels

Solid Waste Reserve

30,000

51

GWMC - Gas Flare Extension - Mini Station

Solid Waste Reserve

40,000

52

GWMC - Organic Processing Plant

Solid Waste Reserve

3,000,000

53

GWMC - Transfer Station Asphalting

Solid Waste Reserve

125,000

54

GWMC - Office Space

Solid Waste Reserve

50,000

55

GWMC - Establish a Community Recycling Centre (CRC)

Solid Waste Reserve $73,514 + Grant funding $200,000

273,514

56

GWMC - Establish an Automated Partner Site for CDS

Solid Waste Reserve

273,267

57

GWMC - Benevap Leachate Evaporation Unit

Solid Waste Reserve $41,970 + Grant funding $179,247

221,217

58

GWMC - Purchase the gas flare and assets from AGL and extend the gas capture infrastructure

Solid Waste Reserve

450,000

59

Airport - Taxiways A, B, D, E, F enrichment

2022/23 - External Borrowings (Airport Reserve - Future Years Loan Repayments) + 2023/24 Airport Reserve

WAGGA WAGGA CITY COUNCIL COMBINED DELIVERY PROGRAM + OPERATIONAL PLAN 2018/19

71

Ref

Project Title

Oasis Initiatives from the Energy Audit Review

Oasis Plant Reserve

61

Oasis Water Slide

S94* - Oasis Recoupment

62

Oasis Splash Pad water feature

60

Funding Source

S94* - Oasis Recoupment

2018/19

2019/20

2020/21

2021/22

850,000

500,000

680,000

Total Potential Projects - Commercial Development Directorate

10,256,781

4,463,217

500,000

200,000

TOTAL LTFP CAPITAL PROGRAM

26,286,088

14,778,573

10,083,813

3,262,269

* Timing of project is subject to receipt of sufficient Section 94, Section 94A and DSP funds

72

appendix

Appendix 4 Contributions, grants and donations North Wagga Residents Association

Community - Fees & Charges Waiver ADFAS Riverina

$1836

Ashmont Public School Learn to swim for disadvantaged youth

$752

Breast Cancer Group Inc. (Wagga Wagga) - Mothers Day Walk

$88

Cancer Council – Biggest Morning Tea

$82

Cancer Council hire of Paramore Park

$587

Cantelina Singers

$500

Collingullie Soliders Memorial Hall

$522

Combined riders of Wagga Bolton Park Stadium Toy Run

$118

Country Hope - Walk for Hope

$88

CSU Photography Grad Show

$618

Estella Progress Group Friends of the Botanic Gardens

$85 $1030

Henwood Park Football Club

$522

Kurrajong Waratah hire of Links Art Gallery

$288

Kurrajong Waratah hire of Music Bowl and Civic Theatre - Christmas Spectacular

$2774

Ladysmith Memorial Hall Committee

$522

Legacy

$135

Legacy Civic Theatre Hire Leukamia Foundation Mangoplah Cookardina Eastlakes United Football and Netball Club Melanoma Institute - March Walk

$2500 $95 $567 $88

Mini all-ympics disability Sports Event

$397

Motor Neurone Disease Reasearch Wagga Wagga

$103

Murrumbidgee Rotary Club Teddy Bears Picnic

$118

$522

Over 60’s Touch Football Group

$567

Regional Heritage Transport Association

$1200

Riverina Conservatorium of Music events

$1500

Riverina Down Syndrome hire of Music Bowl

$175

Rotary Club of Wagga Wagga Shine Awards

$247

Rotary Club Street Banners

$118

Salvation Army Red Shield Appeal

$113

Specialist Medical Resource Foundation

$639

Suicide Prevention Network meeting room hire

$1185

Task Force 72 - Scale Model Ship Association

$742

Tolland Public School swimming lessons for the disadvantage youth

$970

Uranquinty Neighbourhood Centre Management Committee

$536

Wagga and Riverina Orienteers - annual school championships

$155

Wagga Autism Support Group annual walk

$88

Wagga Wagga & District Family History Society

$852

Wagga Wagga Rescue Squad

$110

Wagga Wagga Show Society

$11,755

Wagga Women’s Bowling Club

$3800

Cultural Contributions Eastern Riverina Arts Program Contribution

$21,004

Eisteddfod Donation

$3090

Riverina Conservatorium of Music events

$6727

School of Arts Contribution

$2500

Summer School for Strings

$2500

WAGGA WAGGA CITY COUNCIL COMBINED DELIVERY PROGRAM + OPERATIONAL PLAN 2018/19

73

Scholarships

Other

Southern Sports Academy

$4000

Committee 4 Wagga - Contribution

$7,500

Riverina Conservatorium Scholarship

$2000

Community Leases Rental Subsidy

$1,518,741

Annual Grants Program - Various Arts & Culture

$25,000

Community Programs & Projects

$30,000

Events

$20,000

Local Heritage

$16,000

Neighbourhood & Rural Villages

$22,000

Recreational Facilities

$30,000

Natural Environment

$7000

Rural Halls

$25,000

Youth Led Performance Initiatives

$15,000

Road Closures - Various ANZAC Day Parade

$12,000

Lake Run & Ride

$5500

Liberty from Violence Parade

$2500

Remembrance Day

$2000

Riverina Truck Show

$2500

Town & Gown

$2500

Wagga Gold Cup

$2000

74

Kerbside Waste Services

$4,400

Library Food for Fines

$5,000

Mayoral Discretionary Fund

$1,030

Medical Flights - Landing Fees Miss Wagga - Sponsorship New Major Events Sponsorship Oura Septic Upgrade Financial Assistance Program

$500 $2000 $100,000 $42,090

Parkes Shire Council Event

$1,000

Rotary Circus Quirkus - Contribution

$2,200

Rural Counselling Service

$10,000

Rural Villages Leaps and Bounds Early Childhood program

$20,450

San Isidore Septic Upgrade Financial Assistance Program

$84,870

Small Business Grant Program

$12,500

Waste Subsidy for Charitable Organisations & Community Groups

$10,300

Total Section 356 CONTRIBUTIONS AND DONATIONS

2,123,091

questions? comments? contact us.

Wagga Wagga City Council PO Box 20 Cnr Baylis & Morrow Sts Wagga Wagga NSW Ph: 1300 292 442 Fax: (02) 6926 9199 Email: council@wagga.nsw.gov.au

Wagga Wagga City Council Combined Delivery Program and Operational Plan 2018/2019

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