Agenda of Council Meeting - 17 October 2017

ORANGE CITY COUNCIL

MINUTES OF THE

Ordinary Council Meeting

HELD IN Council Chamber, Civic Centre, Byng Street, Orange

ON 3 October 2017

COMMENCING AT 7.00pm

1 Introduction

Attendance

Cr R Kidd (Mayor), Cr J McRae (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr T Mileto, Cr S Munro, Cr S Nugent, Cr M Previtera, Cr S Romano, Cr G Taylor, Cr R Turner, Cr J Whitton

General Manager, Operations Manager, Works Manager, Manager Building and Environment, Manager Development Assessments, Manager Administration and Governance, Manager Corporate and Community Relations

1.1 APOLOGIES

Nil

RESOLVED - 17/422 Cr J Whitton/Cr S Munro

That Council grant permission to the Central Western Daily to record audio of the Council Meeting.

1.2 ACKNOWLEDGEMENT OF COUNTRY

1.3 Declaration of pecuniary interests, significant non-pecuniary interests and less than significant non-pecuniary interests

Cr J McRae declared a less than significant non-pecuniary interest in item 5.4 as a family member is employed by Kinross Wolaroi School.

Cr S Nugent declared a less than significant non-pecuniary interest in item 5.4 as his daughter attends Kinross Wolaroi School.

2 Mayoral Minutes

Nil

3 Confirmation of Minutes of Previous Meeting

RESOLVED - 17/423 Cr J Hamling/Cr S Munro

That the Minutes of the Ordinary Meeting of Orange City Council held on 26 September 2017 (copies of which were circulated to all members) be and are hereby confirmed as a true and accurate record of the proceedings of the Council meeting held on 26 September 2017.

Mayor Kidd presented gifts to the Council that had been kindly provided by the Consul-General of Japan, Mr Keizo Takewaka, who visited Orange on 3 October 2017.

THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL ADJOURNED FOR THE CONDUCT OF THE OPEN FORUM AT 7.06PM

Item 5.7 – Stronger Country Communities Funds

Joel Everett and Samantha Rath

Mr Everett and Ms Rath spoke in favour of the new amenities facility at Jack Brabham Park and sought Council’s support for the project.

Item 5.3 – DA 259/2017(1) - 129-131 Byng Street

Euan Greer

Mr Greer provided an overview of the history of the site, and spoke in support of the development.

THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL RESUMED AT 7.10PM

4 Notices of Motion/Notices of Rescission

Nil

5 General Reports

5.1 Statement of Investments - August 2017

TRIM Reference: 2017/1956

RESOLVED - 17/424 Cr K Duffy/Cr S Munro

1 That Council receives the Statement of Investments as at 31 August 2017.

2 That Council receives and adopts the certification of the Responsible Accounting Officer.

5.2 Recording Council Meetings

TRIM Reference: 2017/1988

MOTION Cr S Munro/Cr T Mileto

That Council record Council Meetings and Policy Committee Meetings held in the Council Chamber for internal purposes only, subject to:

1 Appropriate changes being adopted to Council’s Code of Meeting Practice, following the required public exhibition process and associated reporting to Council.

2 The agenda for Council Meetings commencing with an announcement from the Chairperson that the meeting is being recorded.

3 Appropriate signage being installed in the Council Chamber to remind speakers of the recording of the meeting.

AMENDMENT Cr J Whitton/Cr G Taylor

That Council record and live stream Council Meetings and Policy Committee Meetings held in the Council Chamber subject to:

1 Appropriate changes being adopted to Council’s Code of Meeting Practice, following the required public exhibition process and associated reporting to Council.

2 The agenda for Council Meetings commencing with an announcement from the Chairperson that the meeting is being recorded and livestreamed.

3 Appropriate signage being installed in the Council Chamber to remind speakers of the recording and livestreaming of the meeting.

THE AMENDMENT ON BEING PUT TO THE MEETING WAS CARRIED AND BECAME THE MOTION

THE MOTION ON BEING PUT TO THE MEETING WAS CARRIED

RESOLVED - 17/425 Cr J Whitton/Cr G Taylor

That Council record and live stream Council Meetings and Policy Committee Meetings held in the Council Chamber subject to:

1 Appropriate changes being adopted to Council’s Code of Meeting Practice, following the required public exhibition process and associated reporting to Council.

2 The agenda for Council Meetings commencing with an announcement from the Chairperson that the meeting is being recorded and livestreamed.

3 Appropriate signage being installed in the Council Chamber to remind speakers of the recording and livestreaming of the meeting.

5.3 Development Application - DA 259/2017(1) - 129-131 Byng Street

TRIM Reference: 2017/2001

RESOLVED - 17/426 Cr S Nugent/Cr J McRae

That Council consents to development application DA 259/2017(1) for Office Premises (change of use from pub, alterations and additions to existing building, and verandah reinstatement) and Demolition (ancillary buildings and tree removal) at Lot 3 DP 150391 - 129-131 Byng Street, Orange pursuant to the conditions of consent in the attached Notice of Approval, with the addition of a condition that a bike rack or similar secure bike storage facility be included in this development in a suitable location.

Division of Voting
Voted For	Cr R Kidd (Mayor), Cr J McRae (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr S Munro, Cr G Taylor, Cr R Turner, Cr J Whitton, Cr T Mileto, Cr S Romano, Cr S Nugent, Cr M Previtera
Voted Against	Nil
Absent	Nil

5.4 Development Application - DA 299/2017(1) - 59-67 Bathurst Road

TRIM Reference: 2017/2002

Cr J McRae declared a less than significant non-pecuniary interest in this item as a family member is employed by Kinross Wolaroi School, remained in Chamber and participated in the voting and debate on this item.

Cr S Nugent declared a less than significant non-pecuniary interest in this item as his daughter attends Kinross Wolaroi School, remained in Chamber and participated in the voting and debate on this item.

RESOLVED - 17/427 Cr R Turner/Cr S Munro

That Council consents to development application DA 299/2017(1) for School (new building for classrooms and support facilities; site works) at Lot 30 DP 1190518 – 59‑67 Bathurst Road, Orange pursuant to the conditions of consent in the attached Notice of Approval.

Division of Voting
Voted For	Cr R Kidd (Mayor), Cr J McRae (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr S Munro, Cr G Taylor, Cr R Turner, Cr J Whitton, Cr T Mileto, Cr S Romano, Cr S Nugent, Cr M Previtera
Voted Against	Nil
Absent	Nil

5.5 Additions to Register of Fees and Charges

TRIM Reference: 2017/1959

RESOLVED - 17/428 Cr S Munro/Cr J McRae

That the following additions to the fees and charges be adopted:

a Clover Hill Function Centre

User	Fee ex GST	Fee Inc GST
Orange City Council	no charge for all categories
Monday to Friday (Function Room only)
Community Groups – not for profit
Per hour	$10	$12
5+ hours per day	$50	$55
Cleaning fee	$100	$110
For Profit Organisation
Per hour	$20	$22
5+ hours per day	$100	$110
Cleaning fee	$100	$110
Private Hire – Non-commercial
Per hour	$10	$12
5+ hours per day	$50	$55
Cleaning fee	$100	$110
Private Hire – Commercial
Per hour	$20	$22
5+ hours per day	$100	$110
Cleaning fee	$100	$110
Monday to Friday (Use of Kitchen and Function Room)
Community Groups – not for profit
Per hour	$10	$12
5+ hours per day	$50	$55
Cleaning fee	$100	$110
For Profit Organisation
Per hour	$20	$22
5+ hours per day	$100	$110
Cleaning fee	$100	$110
Private Hire – Non-commercial
Per hour	$10	$12
5+ hours per day	$50	$55
Cleaning fee	$100	$110
Private Hire – Commercial
Per hour	$20	$22
5+ hours per day	$100	$110
Cleaning fee	$100	$110

Weekend Hire (Function Room Only)
Community Groups – not for profit
Hire	$250	$275
Security bond	$250	$275
Cleaning fee	$100	$110
For Profit Organisation
Hire	$500	$550
Security bond	$500	$550
Cleaning fee	$100	$110
Private Hire – Non-commercial
Hire	$250	$275
Security bond	$250	$275
Cleaning fee	$100	$110
Private Hire – Commercial
Hire	$500	$550
Security bond	$500	$550
Cleaning fee	$100	$110
Weekend Hire (Kitchen and Function Room)
Community Groups – not for profit
Hire	$500	$550
Cleaning fee	$200	$220
Security bond	$250	$275
For Profit Organisation
Hire	$750	$825
Cleaning fee	$200	$220
Security bond	$500	$550
Private Hire – Non Commercial
Hire	$500	$550
Cleaning fee	$200	$220
Security bond	$250	$275
Private Hire – Commercial
Hire	$750	$825
Cleaning fee	$200	$220
Security bond	$500	$550

B Private Works Management

Name	2017/18
Government Grant Roads and Maritime Services (RMS) works on-cost on labour	36.90%
On-cost on labour wages	40%
On-cost on plant hire charges	30%
On-cost on material charges	10%
Administration on-cost of total account including above on-cost	20%

5.6 National Local Roads and Transport Congress 2017

TRIM Reference: 2017/1927

RESOLVED - 17/429 Cr K Duffy/Cr M Previtera

That attendees for the National Local Roads and Transport Congress to be held in Albany, WA on 6-8 November 2017, be determined at the Councillor Briefing on 5 October 2017.

5.7 Stronger Country Communities Fund

TRIM Reference: 2017/2057

RESOLVED - 17/430 Cr J Whitton/Cr S Nugent

That Council submit all nine listed projects to the Stronger Country Communities fund.

QUESTION TAKEN ON NOTICE

Cr Duffy requested information on the standard of lighting proposed for Wade Park.

5.8 Motion for Local Government Conference

TRIM Reference: 2017/2089

RESOLVED - 17/431 Cr G Taylor/Cr S Nugent

That Council submit a motion to the 2017 Local Government Conference outlining concerns with the Model Code of Conduct and Procedures with exact wording of the motion to be finalised at the Councillor Briefing on 5 October 2017.

NOTICE OF RESCISSION

Cr Munro gave notice of a Rescission Motion in relation to proposed Amendment 9 of the Orange Local Environmental Plan relating to the Orange Airport Industrial Park.

The Mayor congratulated Rachel Brooking for organising the redhead world attempt to raise funds for Huntington’s Disease.

The Mayor expressed concern at the recent break-in at the Pay It Forward property.

The Meeting Closed at 7.52PM

This is Page Number 7 and the Final Page of the Minutes of the Ordinary Meeting of Orange City Council held on 3 October 2017.

Council Meeting 17 October 2017

4.2 Orange Airport Industrial Park by Crs Duffy, Kidd, Munro, Mileto and McRae

TRIM REFERENCE: 2017/2107

We, Cr Kevin Duffy, CR REG KIDD, CR SCOTT MUNRO, CR TONY MILETO and CR JOANNE MCRAE wish to move the following Notice of Motion at the Council Meeting of 17 October 2017:

Motion

That Council resolve to withdraw, from the Department of Planning and Environment, proposed Amendment 9 of the Orange Local Environment Plan 2011, described as Orange Airport Industrial Park.

Background

The proposed land rezoning and subsequent development poses a threat to the Orange Basalt Aquifer and to surface water and strategic agricultural land, and endangered remnant native biodiversity.

· The Orange LEP 2011 states that its aim is to protect the vulnerable groundwater resources from depletion and contamination.

· The proposed rezoning area will be situated right on the water catchment divide where very large volumes of surface waters are caught and funnel into the Orange Drinking Storage Dams.

· The Department of Primary Industries has identified the area as “groundwater vulnerable, due to the local groundwater being of good quality with potential for contamination from surface activities” via high water infiltration rates.

· The proposed area is upon State Identified Strategic Agricultural Land. This land is designated as such because of the fertility of the soils, and the reliable rainfall and the very high capability and productivity of the land. It must be protected.

· This proposal is not identified within an endorsed sub-regional rural and Industrial land use strategy and is not supported by adjoining Councils within the subregion.

· Large amounts of available industrial land is available within the Orange LGA and within the sub region. There is little demand for industrial land both within and outside our region as many real estate agents within Orange will tell you.

· There is no proposal and there are no jobs. Should something come about there are hundreds of jobs, this would be of State significance and the decision for promotion and development would not be made by a local Council.

· This environment supports subalpine remnant vegetation of Tablelands Snow Gum.

Issues:

· The Water Catchment

As is stated in the Orange LEP 2011, the Orange Basalt is a State-classified vulnerable groundwater management area, with the aim of maintaining the hydrological functions of the key groundwater systems and protecting the vulnerable groundwater resources from depletion and contamination.

The proposed rezoning area will be situated right on the water catchment divide where very large volumes of surface waters are caught and funnel led into the Orange Drinking Storage Dams. This sensitive and valuable area is well known as the water setting area where the surface water recharges the Basalt Groundwater Aquifer. This is evidenced by the local areas with the name ‘spring’ in them – such as Spring Hill, Spring Terrace and Springside.

It is because of the sensitivity of the area that the Department of Primary Industries has identified the area as “groundwater vulnerable, due to the local groundwater being of good quality with potential for contamination from surface activities”, via high water infiltration rates. This very important point should not be underestimated – as contamination from industrial activity is well known and may well be highly probable.

· Agricultural Land

The proposed area is upon State Identified Strategic Agricultural Land. This land is designated as such because of the fertility of the soils, and the reliable rainfall and the very high capability and productivity of the land. As most of the people would know, fertile land within Australia is rare and as such, it must be preserved and protected if we are to continue to feed our nation with clean and green produce.

· Endorsed Strategy

This proposal is not identified within an endorsed sub-regional rural and Industrial land use strategy and is not supported by adjoining Councils within the subregion.

· Vacant Industrial Land

Large amounts of available industrial land is available within the Orange LGA and within the subregion. As has been stated many times, there is little demand for industrial land both within and outside our region as many real estate agents within Orange will tell you.

· Jobs

As has been stated by Orange City Council Councillors and the past Mayor, there are no business proposals and developers beating down our doors, and there are no jobs. Should something come about where are hundreds of jobs, this would be of State significance and the decision for promotion and development would not be made by a local Council. As Councillors, we should concentrate on protecting our environment and critical resources, and put jobs and industry where it is best suited and does not threaten to pose such a risk to our community.

· The Environment

Open spaces, trees, vegetation and fauna all are our lifeblood and our tourist dollar. It is area tourisms come to experience the outdoors, the views and the locally grown and produced food and wine.

This brings in a great deal of employment and finance to the town – preserve this.

CONCLUSION

By supporting this motion, the Council will not be putting itself at risk by allowing contamination from industry to enter our waterways and thereby destroy the livelihoods of many of the stock and domestic users downstream and possibly create pollution forever.

Concentrate on utilising our enormous amounts of industrially vacant land for the industrials that are sustainable and suit our area and are situated in less risky areas.

Signed Cr Kevin Duffy Cr Reg Kidd Cr Scott Munro Cr Tony Mileto Cr Joanne McRae

STAFF COMMENT

The previous Council report on the assessment of the rezoning land upon which the rezoning has proceeded is attached (as a separate attachment) for Council’s information.

Date of Meeting	Question	Responsible Staff Member	Action	Date for completion
3 October 2017	Cr Duffy requested information on the standard of lighting proposed for Wade Park.	Director Community Recreation and Cultural Services	The proposed lighting upgrade is a minimum 350 lux across the playing surface. This is sufficient for local competition matches.	November 2017
26 September 2017	A report was requested on the possibility of conducting Council Meetings in other areas of Orange.	Manager Administration and Governance	A report will be presented to the Council Meeting of 7 November 2017.	7 November 2017
Cr Turner requested a report on the arrangements in place for the operation of the Ophir Road Resource Recovery Centre, particularly in relation to the procedures used by staff and contractors for the operation of the weighbridge and the Recovery Shop.	Manager Waste Service and Technical Support	A report will be presented to the Council Meeting of 7 November 2017.	7 November 2017
15 August 2017	Cr Turner requested information be circulated on whether an application for funding for the Conservatorium/Planetarium had been submitted.	Director Community Recreation and Cultural Services	An application for funding of the project was lodged with the NSW Government under the Cultural Fund program.	Complete 5 September 2017
1 August 2017	Cr Duffy requested Council add to the program of new footpaths both sides of Wakeford Street, both sides of March and Oliver Streets in the vicinity of the nursing home and March Street between Hill and Sale Streets.	Director Technical Services	Information regarding the proposed footpath program and methodology for project selection will be provided to a Councillor Briefing session.	October/November
4 July 2017	Cr Hamling requested the City of Orange Traffic Committee review reports of speeding on the new Waratah link road.	Director Technical Services	Traffic counters will be placed in Platinum Drive to ascertain speed.	October/November
21 March 2017	Cr Gryllis requested Council report on the possibility of making other water reserves available for recreational purposes to be provided as soon as possible.	Director Technical Services	Report taken to June 2017 meeting on Gosling Creek. Will be the subject of a Councillor Briefing .	December 2017

Council Meeting 17 October 2017

5.2 Statement of Investments - September 2017

TRIM REFERENCE: 2017/2115

AUTHOR: Brock Gannon, Financial Accounting Officer

EXECUTIVE Summary

The purpose of this report is to provide a statement of Council’s investments held as at 30 September 2017.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “1.2 Our City - Information and advice provided for the decision-making process will be succinct, reasoned, accurate, timely and balanced”.

Financial Implications

Nil

Policy and Governance Implications

Nil

Recommendation

1 That Council receives the Statement of Investments as at 30 September 2017.

2 That Council receives and adopts the certification of the Responsible Accounting Officer.

further considerations

Consideration has been given to the recommendation’s impact on Council’s service delivery; image and reputation; political; environmental; health and safety; employees; stakeholders and project management; and no further implications or risks have been identified.

SUPPORTING INFORMATION

Section 212(1) of the Local Government (General) Regulation 2005 requires that a written report be presented each month at an Ordinary Meeting of the Council detailing all money that Council has invested under Section 625 of the Local Government Act 1993.

As at 30 September, the investments held by Council in each fund is shown below:

	30/09/2017	31/08/2017
General Fund	48,062,795.08	47,671,254.41
Sewer Fund	37,789,165.25	36,061,133.37
Water Fund	37,748,907.71	34,568,927.06
	123,600,868.04	118,301,314.84

A reconciliation of Council’s investment portfolio provides a summary of the purposes for which Council’s investments are being held. The summary is as follows:

Externally Restricted	30/09/2017	31/08/2017
General Fund	19,106,678.11	16,676,884.73
Water Fund	37,748,907.71	34,568,927.06
Sewer Fund	37,789,165.25	36,061,133.37
Auspiced	1,605,931.39	1,622,805.39
Internally Restricted	10,361,635.45	10,406,658.79
Unrestricted	16,988,550.13	18,964,905.50
	123,600,868.04	118,301,314.84

Portfolio Performance

Council’s current Long Term Financial Plan establishes the benchmark for Council’s interest on investments at “75 basis points above the current cash rate”. The cash rate as at 30 September 2017 remained at 1.50%. The annualised average interest rate of Council’s investment portfolio at the same reporting date was 2.86% (weighted average 2.64%) which continues to exceed Council’s benchmark i.e. the cash rate of 1.50% plus 0.75% (or 75 basis points).

Council has also utilised the AusBond Bank Bill Index to provide a further benchmark focused towards long term investments. As at 30 September 2017, the AusBond rate was 1.74%. The annualised average interest rate of Council’s investment portfolio at the same reporting date was 2.86%.

Council’s adopted Investment Policy establishes limits in relation to the maturity terms of Council’s investments as well as the credit ratings of the institutions with whom Council can invest.

The following tables provide a dissection of Council’s investment portfolio as required by Council’s Investment Policy. The Policy identifies the maximum amount that can be held in a variety of investment products or with institutions based on their respective credit ratings.

Table 1 and Table 2 show the percentage held by Council (holdings) and the additional amount that Council could hold (capacity) for each respective category in accordance with limits as established by Council’s Policy.

Table 1: Maturity – Term Limits

Term to Maturity Allocation	Maximum	Holding	Capacity
0 - 3 Months	100.00%	8.45%	91.55%
3 - 12 Months	100.00%	61.30%	38.70%
1 - 2 Years	70.00%	7.65%	62.35%
2 - 5 Years	50.00%	22.60%	27.40%
5+ Years	25.00%	0.00%	25.00%

Table 2: Credit Rating Limits

	Maximum	Holding	Capacity
AAA	100.00%	0.00%	100.00%
AA	100.00%	21.09%	78.91%
A	60.00%	41.80%	18.20%
BBB & NR	40.00%	33.66%	6.34%
Below BBB	0.00%	0.00%	0.00%

It should be noted that the amounts presented in this report will be audited as part of the preparation of Council’s General Purpose Financial Statements for the 2017/18 year and may be subject to change.

Certification by Responsible Accounting Officer

I, Jason Cooke, hereby certify that all investments have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.

Council Meeting 17 October 2017

5.3 Policy Committees of Council

TRIM REFERENCE: 2017/1811

AUTHOR: Michelle Catlin, Manager Administration and Governance

EXECUTIVE Summary

It has been Council’s practice to establish a number of Policy Committees, and to delegate authority to those Committees to determine a range of matters, with exception to matters that would cause expenditure outside Council’s adopted Delivery/Operational Plan.

This reports seeks Council’s determination of the Policy Committee structure.

On Council’s request, the Community Committee structure will be subject to a further Councillor Briefing and report to Council.

Link To Delivery/OPerational Plan

Financial Implications

Nil

Policy and Governance Implications

All Committees are subject to Council’s Code of Meeting Practice. Following Council’s determination of the Committee structure, Charters for the Policy Committees will be developed and presented to Council for adoption.

Recommendation

1 That Council determine the Policy Committee Structure.

2 That the method of voting for the election of Policy Committee Chairperson(s) be ordinary ballot.

3 That the General Manager, acting as Returning Officer, conduct the election for the Policy Committee Chairperson(s).

further considerations

Consideration has been given the recommendation’s impact on Council’s service delivery; image and reputation; political; environmental; health and safety; employees; stakeholders and project management; and no further implications or risks have been identified.

SUPPORTING INFORMATION

The Policy Committee structure under the previous Council was:

a Planning and Development Committee

b Employment and Economic Development

c Infrastructure

d Sport and Recreation

e Environmental Sustainability

f Finance

g Services

For Council’s information, the reporting line for the previous Community Committees through these previous Policy Committees is attached.

At the Councillor Briefing held on 10 October 2017, Councillors discussed possible other structures for the Policy Committees including:

§ Reducing the number to four to align with the Divisions of Council (Corporate and Commercial, Technical, Development and Community, Recreation and Cultural)

§ Determining the number of Policy Committees based on key areas of interest to the community

§ Combining Planning and Development with Employment and Economic Development Policy Committees

Along with the Community Committee structure, Council will be required to determine the Chairperson for each Policy Committee established at the meeting.

Election of Chairperson(s)

Council will need to resolve the method of voting. It is recommended that the method of voting be ordinary ballot (as was adopted for the election of the Deputy Mayor).

The procedure to be followed for the conduct of the elections will be similar to the process adopted for the election of the Deputy Mayor, except for the requirement to provide nominations in writing.

Councillors may nominate for the position of Chairperson without notice at the meeting, and nominations do not need to be in writing. The General Manager will call for nominations and conduct the election for one Policy Committee at a time.

Procedures for the election count, as set out in the Local Government (General) Regulation 2005 Schedule 7, are detailed below:

Election

3 (1) If only one Councillor is nominated, that Councillor is elected.

(2) If more than one Councillor is nominated, the Council is to resolve whether the election is to proceed by preferential ballot, by ordinary ballot or by open voting.

(3) The election is to be held at the Council Meeting at which the Council resolves on the method of voting.

(4) “ballot” has its normal meaning of secret ballot

“open voting” means voting by a show of hands or similar means.

Ordinary Ballot or Open Voting

Marking of Ballot Papers

5 (1) If the election proceeds by ordinary ballot, the Returning Officer is to decide the manner in which votes are to be marked on the ballot-papers.

(2) The formality of a ballot-paper under this Part must be determined in accordance with clause 345 (1) (b) and (c) and (6) of this Regulation as if it were a ballot-paper referred to in that clause.

(3) An informal ballot-paper must be rejected at the count.

Count - 2 Candidates

6 (1) If there are only 2 candidates, the candidate with the higher number of votes is elected.

(2) If there are only 2 candidates and they are tied, the one elected is to be chosen by lot.

Count - 3 or more candidates

7 (1) If there are 3 or more candidates, the one with the lowest number of votes is to be excluded.

(2) If 3 or more candidates remain, a further vote is taken of those candidates and the one with the lowest number of votes from that further vote is to be excluded.

(3) If, after that, 3 or more candidates still remain, the procedure set out in subclause (2) is to be repeated until only 2 candidates remain.

(4) A further vote is to be taken of the 2 remaining candidates.

(5) Clause 6 of this Schedule then applies to the determination of the election as if the 2 remaining candidates had been the only candidates.

(6) If at any stage during a count under subclause (1) or (2), 2 or more candidates are tied on the lowest number of votes, the one excluded is to be chosen by lot.

Preferential Ballot

Ballot-papers and Voting

9 (1) The ballot-papers are to contain the names of all the candidates. The Councillors are to mark their votes by placing the numbers ‘1’, ‘2’ and so on against the various names so as to indicate the order of their preference for all the candidates.

(2) The formality of a ballot-paper under this Part is to be determined in accordance with clause 345 (1) (b) and (c) and (5) of this Regulation as if it were a ballot-paper referred to in that clause.

(3) An informal ballot-paper must be rejected at the count.

Count

10 (1) If a candidate has an absolute majority of first preference votes, that candidate is elected.

(2) If not, the candidate with the lowest number of first preference votes is excluded and the votes on the unexhausted ballot-papers counted to him or her are transferred to the candidates with second preference on those ballot-papers.

(3) A candidate who then has an absolute majority of votes is elected, but, if no candidate then has an absolute majority of votes, the process of excluding the candidate who has the lowest number of votes and counting each of his or her unexhausted ballot-papers to the candidates remaining in the election next in order of the voter’s preference is repeated until one candidate has received an absolute majority of votes. The latter is elected.

(4) In this clause, absolute majority, in relation to votes, means a number that is more than one-half of the number of unexhausted formal ballot-papers.

Choosing by Lot

11 To choose a candidate by lot, the names of candidates who have equal numbers of votes are written on similar slips of paper by the Returning Officer, the slips are folded by the Returning Officer so as to prevent the names being seen, the slips are mixed and one is drawn at random by the Returning Officer and the candidate whose name is on the drawn slip is chosen.

Attachments

1 Policy and Community Committee Structure established by the previous Council, D17/54023 ⇩

Council Meeting 17 October 2017

5.6 Annual Waste Diversion and Education Strategy Implementation - 2016/17

TRIM REFERENCE: 2017/1991

AUTHOR: Wayne Davis, Manager Waste Services and Technical Support

EXECUTIVE Summary

Prior to the adoption of the current Domestic Waste and Recycling contact, Council undertook a trial with the community for a fortnightly waste collection. The results were considered by Council at its meeting of 16 February 2016 and resolved the following:

“RESOLVED - 16/049 Cr J Davis/Cr R Kidd

1 That Council adopt a weekly waste collection service frequency for municipal solid waste (red lid waste bin) collection for up to five years of the new NetWaste Waste Services Contract.

2 That Council increase expenditure by $30,000 per annum to implement a comprehensive and ongoing education program to increase waste diversion rates to 70% by 2021, with progress towards this target to be the subject of an annual report to Council.

3 That, subject to Council not being able to achieve the State Government’s required 70% waste diversion target by 2021, or being directed by the State Government to achieve this, Council retain an option to re-negotiate the NetWaste Waste Services Contract within five years to include fortnightly waste collection service frequency to assist in achieving the required 70% waste diversion target. In this circumstance, the matter be brought back to Council.

4 That authority be given to the General Manager to conclude contractual requirements for the NetWaste Waste Services Contract.

5 That approval be granted for the Council Seal to be affixed to relevant documents.”

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “15.3 Our Environment – Maintain and renew waste recovery infrastructure assets and services as specified within the Asset Management Plan at agreed levels of service”.

Financial Implications

The implementation of all activities within the Strategy are funded as follows:

Council commitment to waste diversion	$ 30,000
Commitment within Orange Food and Garden Organics Contract	$ 50,000
Commitment within NetWaste Joint Recycling Contract	$ 50,000
Total Annual Funds	$130,000

Additional funds in 2016/17 were made available from the NetWaste Group for audit funding of $13,500 (as a one off to support an audit of residual waste at the ORRRC).

Policy and Governance Implications

Nil

Recommendation

That the information provided in the report on Annual Waste Diversion and Education Strategy Implementation – 2016/17 be acknowledged.

further considerations

SUPPORTING INFORMATION

In July 2016, Orange City Council developed a five year Waste Diversion Education Strategy 2016-2021 entitled “Engaging the Community in Waste Minimisation and Resource Recovery”. The Strategy acts as a guide to achieving a reduction in waste to landfill and diversion of recyclable materials within the Orange community.

This report provides a brief overview of actions undertaken within the 2016-17 year to assess data and implement behaviour change initiatives as Orange City Council works towards the achievement of Key Result Areas and Targets outlined in the NSW Waste and Resource Recovery Strategy 2014-21 (NSW WARR). Key result areas follow:

Key Result Area 1 Avoid and reduce waste generation

Key Result Area 2 Increase recycling

Key Result Area 3 Divert more waste from landfill

Key Result Area 4 Manage problem waste better

Key Result Area 5 Reduce litter

Key Result Area 6 Reduce illegal dumping

Targets within the NSW WARR:

Key Result Area 1 - By 2021, reduce the rate of waste generation per capita

Key Result Area 2 – By 2021-22 increase recycling rates for

· Municipal solid waste (MSW) to 70%

· Commercial and industrial waste (C & I) to 70%

· Construction and demolition waste (C & D) to 80%

Key Result Area 3 – By 2021, increase the waste diverted from landfill to 75%.

2016/17 Waste Diversion Plan Initiatives

The key standalone program initiatives for 2016-17 were drawn from the Waste Diversion Education Strategy 2016-2021 and have been implemented throughout 2016-17 as both a base for measurement and a guide for direction for future years. Program elements are listed below:

· Development of the Waste Diversion Education Strategy 2016-2021 entitled ‘Engaging the Community in Waste Minimisation and Resource Recovery’.

· Development of Branding and Slogan for all community behaviour change and education

· Composition Assessments of Self-haul, Commercial and Industrial and Construction and Demolition Waste; Self-haul User Attitude and Knowledge Surveys

Additional activities within this plan has been the application for NSW EPA Grant Funding for implementation of a targeted Food Organics and Garden Organics Program in Multi Units Dwellings (MUDs). At the time of this report, no feedback on funding approval had been received.

The following outlines the full action plan and provides a brief status on actions undertaken within the previous twelve months.

1. Improve householder use of recycling and food and organic waste services to reduce contamination and increase resource recovery
Action	Action	Target	Timeframe	Completed 2016-17
1.1	Establish understanding of community knowledge and attitudes through targeted and ongoing survey	Householders	Year 1 and ongoing	Yes
1.2	Use data and evidence to link and develop targeted content, delivery mediums and methodologies for ongoing engagement program development. Evidence sources may include: · Formal survey · Feedback at display and interventions · Evaluations from community interactions · Audit and data collection results	All	Year 1 and ongoing	Yes
Action	Action	Target	Timeframe	Completed 2016-17
1.3	Implement initiatives that inform the community of all waste reduction and recovery targets and associated expected behaviours - why are we doing this; why it is important	Households; Schools Community Groups	Year 1 and ongoing	Partially through FOGO and NetWaste contract education
1.4	Ensure that the whole community is equipped (knowledge, skills, motivations) to deliver the expected behaviours to meet the targets through a range of evidence based community education initiatives.	Households; Schools Community Groups	Year 1 and ongoing	Partially through FOGO and NetWaste contract education
1.5	Implement initiatives that inform the community of progress in relation to the community waste minimisation and recovery targets and behaviours	Households; Schools Community Groups	Year 1 and ongoing	Yes
1.6	Develop a key slogan/message and branding that encompasses the whole waste minimisation and diversion program for next five years	All	Year 1	Initiative completed
1.7	Utilise collection data (from JRR collection reports) to establish areas of low resource recovery and high contamination to implement geographically targeted education initiatives	Householders	Year 1 and ongoing	Not completed
1.8	Report annually on waste diversion and performance	All	Annually	Yes
1.9	Undertake segregation assessments of general waste stream to establish changes in household diversion practice	Householders	Annually	Yes

2. Encourage greater resource recovery from self-haul disposal
Action	Action	Target	Timeframe	Completed 2016-17
2.1	Establish understanding of community knowledge and attitudes through targeted and ongoing survey	Householders	Year 1 and ongoing	Yes
2.2	Undertake characterisation audit and/or observational assessments of materials presented through the Resource Recovery Centre ‘Waste Bins’ to determine priority areas, opportunities and targets.	Self-haul users	Year 1	Initiative completed
Action	Action	Target	Timeframe	Completed 2016-17
2.3	Implement evidence based initiatives to increase reuse and sharing of unneeded materials, resources and products by diversion to tip shop and other formal and informal reuse initiatives	Householders	Year 1	Data collected for future reference
2.4	Implement evidence based educational initiatives that encourage and support the diversion of waste through load preparation and management.	Householders, Facility Users	Year 1	Data collected for future reference
2.5	Implement evidence based initiatives that target skills development to minimise the disposal and maximise the reuse of existing resources.	Householders	Year 1	Data collected for future reference
2.6	Target community based organisations with appropriate skills and community outreach channels to engage with off-site or in community resource capture to decrease waste generation and increase community reuse and resources sharing.	Householders, Community Groups, Support Service Groups	Year 2	No
2.7	Develop a key slogan/message and logo that encompasses the whole waste minimisation and diversion program for next five years	All	Year 1	Initiative completed
2.8	Report annually on waste diversion and performance.	All	Annually	Yes

3. Improve resource recovery across the business sector
Action	Action	Target	Timeframe	Completed 2016-17
3.1	Establish a listing of priority businesses including classification of business opportunity by size and sector	Business – multi sectors	Year 1	Not undertaken
3.2	Undertake engagement with business to understand barriers, possible motivations and levels of knowledge in relation to waste minimisation and diversion.	Business – multi sectors	Year 1 and 2	No
3.3	Implement evidence based initiatives to increase reuse and sharing of unneeded materials, resources and products by diversion to tip shop and other formal and informal reuse initiatives	Business – multi sectors	Year 2-3	No
Action	Action	Target	Timeframe	Completed 2016-17
3.4	Develop and implement evidence based small business engagement programs targeting resource recovery	Small Business	Year 1 and ongoing	No
3.5	Develop and implement evidence based large business engagement programs targeting resource recovery	Large Businesses	Year 1 and ongoing	No
3.6	Seek funding through EPA Bin Trim program or other grant program	Business – multi sectors	Year 1	No
3.7	Undertake characterisation audit of the mixed commercial waste stream presented for baling to determine priority materials, opportunities and targets.	Business – multi sectors	Year 1 and 5	Yes
3.8	Develop a key slogan/message and branding that encompasses the whole waste minimisation and diversion program for next five years	All	Year 1	Initiative completed
3.9	Report annually on waste diversion and performance.	All	Annually	Yes

4. Increase materials efficiency through waste minimisation and avoidance
Action	Action	Target	Timeframe	Completed 2016-17
4.1	Implement evidence based community education initiatives targeting waste minimisation and avoidance. Target areas to be informed by other initiatives such as community survey and other engagement feedback, assessments of self-haul waste behaviours, annual waste segregation assessment and other available data.	Householders	Year 1 and ongoing	Partially through FOGO and NetWaste contract education
4.2	Establish understanding of community knowledge and attitudes through targeted and ongoing survey	Householders	Year 1 and ongoing	Partially through FOGO and NetWaste contract education
4.3	Implement evidence based initiatives that target skills development to minimise waste disposal and maximise the reuse of existing resources.	Householders	Year 1 and ongoing	Partially through FOGO & NetWaste contract education
Action	Action	Target	Timeframe	Completed 2016-17
4.4	Implement community programs that promote attitudes and positive behaviours towards waste minimisation at the source (smart shopping, waste avoidance)	Householders	Year 2	Partially through FOGO and NetWaste contract education
4.5	Target community based organisations with appropriate skills and community outreach channels to engage with off- site or in community resource capture to decrease waste generation and increase community reuse and resources sharing.	Householders, Community Groups, Support Service Groups	Year 2	No
4.6	Review planning/develop processes for construction and demolition works to ensure waste minimisation and diversion is considered in demolition and construction phases.	C&D Stream	Year 1	No
4.7	Develop and implement evidence based small business engagement programs targeting waste minimisation and avoidance	Small Business	Year 1 and ongoing	No
4.8	Develop and implement evidence based large business engagement programs targeting waste minimisation and avoidance	Large Businesses	Year 1 and ongoing	No
4.9	Develop a key slogan/message and branding that encompasses the whole waste minimisation and diversion program for next five years	All	Year 1	Initiative completed
4.10	Report annually on waste diversion and performance.	All	Annually	Yes

Everybody in the Orange City Council area produces waste; residents, business owners, workers, students and visitors. All of these people purchase, use, consume and dispose of materials on a daily basis.

Orange City Council is charged with providing the most economically and environmentally responsible means to manage waste through the provision of collection, processing, diversion and disposal services, however it is the behavioural choices made by purchasers, consumers, users and disposers that have the greatest impact on the success of these services. In other words, the responsibility for waste management and resource recovery is shared.

Council has committed to being a leader in sustainable waste management, within the region and the state through development and management of best practice infrastructure, collection services, and policy. Council acknowledges the need to assist all stakeholders to become more aware of, and engaged with, the issues associated with waste minimisation, resource recovery and correct disposal through a comprehensive and strategic community engagement and education program. Education and community engagement that combines proven educational techniques with innovative, inclusive and inspiring initiatives will be the visible cornerstone to this leadership.

In addition, Council has led the development of an education/meeting facility on the Ophir Road Waste Management site through the JR Richards NetWaste Joint contract and commitment of all Councils within this group. This facility is available for community, business and school education workshops and training.

Strategy Partners

The overall success of this education strategy and the attainment of resource recovery goals will rest with a collaborative partnership approach to community engagement and project delivery. Key partners include:

· NetWaste Group of Councils and in particular the NetWaste Joint Contract Partners (Bathurst, Parkes, Forbes, Cabonne and Blayney) and the NetWaste Management team

· J.R.Richards and Sons – contractors for domestic services to the Orange City Council and the NetWaste Joint Contract. J.R.Richards manage the processing of organics, recycling and residual waste at Ophir Road Waste Management Centre. As a large commercial waste operator, J.R.Richards will assist Council to divert resources through commercial customers.

· Council departments – will be approached to assist with delivery as required. For example, libraries offer excellent opportunities for displays community interaction and dissemination of information; economic development departments can assist to link to businesses.

Determining Target Areas Based on Waste Generation and Diversion

To improve the rates of recycling and diversion from landfill there are two primary mechanisms:

1 Increase the amount of material recovered while maintaining or decreasing the total residual waste generated

2 Decrease the total residual waste generation while maintaining or increasing the amounts diverted.

To identify the primary areas to target with these mechanisms, consideration is given to the inputs to the baler at the ORRRC. This aspect of the facility’s operations is identified as critically important as it is the primary single source of waste to landfill/disposal. Current movement data indicates the following proportional inputs to this facility.

Stream Based Contributions to Baling Operations 2015-2016 (by mass)

The above graph indicates that the residential or MSW is the largest stream contributing to the mass of material presented to the baler. Within each of the aggregate streams noted in Figure One, data is available on the sub stream contributions. Examining the sub streams contributing to the baler operations it is observed that the major contributions are from:

1 Residential - Mixed Domestic Waste (wheelie bin collections) 31% of all inputs

2 Commercial and Industrial – Mixed Commercial Waste (eg front lift collections) 29% of all inputs

3 Residential – ORRRC Waste Bins (eg self-haul or trailer waste from households); 21% of all inputs

4 Construction and Demolition – Mixed Truck Waste (loads of general mixed materials from building and demolition activities) 11% of all inputs

This list indicates that the four input streams represents 92% of all the waste inputs to the baler in the 2015/2016 year. However, the total mass of materials managed at the site is so large that if 20% of each of these input streams was diverted directly to recycling streams, the overall rate of diversion for the site would only rise by 8-9%. To achieve the State Government targets, a combination of increased amounts of materials presented for recycling and diversion, plus a reduction in total waste generation (all materials managed in the waste stream) would be required.

The MSW (domestic kerbside waste bin collections) was noted as the greatest contributor to the baling system and therefore the waste disposal stream. Previous segregation audits have been undertaken of this waste stream in March and November of 2015. Both audits revealed that approximately 20% of the waste stream was acceptable within the mixed recycling collections and 30-35% of the stream is acceptable in the (FOGO) diversion stream. The segregation data available for this stream highlights that significant increases in the amount of material diversion are possible through changes in the presentation behaviour of residents.

No detailed segregation analysis of the remaining three contributing streams, mixed C&I, waste presented from the ORRRC transfer station bins and mixed C&D waste has been undertaken. As there is no specific segregation data for these streams, an assessment of the opportunities or potential for further diversion from these streams cannot be quantified.

As a result of the data assessment, it is observed that a strategic approach to address the 2021 diversion and recycling rate targets will require:

· Improved rates of diversion in the domestic kerbside collection systems

o Data indicates that up to 20% of the stream could be further diverted to the mixed recycling collections

o Data indicates that up to 30-35% of the stream could be diverted to the kerbside FOGO diversion stream

· Reduction in generation of residual waste within the combined domestic collection streams

· Improved rates of recycling in the commercial and industrial mixed waste stream

o Composition data has not been collected to quantify the opportunity within this waste stream

· Reduction in generation of waste within the mixed commercial and industrial waste stream

· Improved diversion within the ORRRC Bins

o Composition data has not been collected to quantify the opportunity within this waste stream

· Reduction in generation of waste within the ORRRC

· Reduction in generation within the C & D (mixed waste stream).

Principles of the Waste Diversion Education Strategy

As a result of the need to improve overall diversion and waste minimisation within the Orange City Council area, a strategic whole of community education and engagement program is required. The overarching aim of any education program or campaign is to achieve a desired behaviour or behaviours; what is it that you want people to do? In some instances, education is required to bring about a change in behaviour whereas at other times, there is a need to continue a positive behaviour. Identifying the desired behaviours actually helps to shape education initiatives.

In its most simplistic form, desired behaviours can be achieved through awareness raising, skills development and community change. Improving awareness means that individuals have a better knowledge and understanding which can result either in a changed behaviour or in continuation of a positive behaviour. Developing skills and providing community members with new skills can also bring about behaviour change or encourage individuals to maintain a positive behaviour. Equally, a change in community momentum can also influence behaviour.

The NSW Waste Less, Recycle More Education Strategy 2015-17 outlines the following principles as key to community education about waste avoidance and resource recovery:

1 fosters a spirit of active citizenship in caring for the environment

2 reflects and addresses the needs, values and motivations of the target audiences

3 reinforces key messages over time and engages with new issues

4 helps people connect their actions with outcomes

5 has a positive ‘call to action’; and expects behaviour change

6 aims to generate positive social norms about the value of resources

7 respects and reflects cultural and linguistic diversity, and local Aboriginal culture

8 shows its effectiveness by being well researched, evaluated and reported.

Education Strategy Focus

The following outlines the key focus areas that will guide delivery of the overall strategy aims and will assist to order and prioritise initiatives delivered within annual plans:

1 improve householder use of recycling and food and organic waste services to reduce contamination and increase resource recovery

2 encourage greater resource recovery from self-haul disposal

3 improve resource recovery across the entire business sector

4 increase materials efficiency through waste minimisation and avoidance.

Key consideration in addressing the focus areas listed above will include:

· improving overall knowledge of Council waste services

· providing service and education consistency between township and rural community

· providing continual feedback to the community and business

· developing skills in the community to increase resource longevity

· fostering community engagement through messaging and communication

· applying evaluation and review to all initiatives.

Waste Generation Target Sectors

· Residential

· Business: Commercial and Industrial (C&I)

Construction and Demolition (C&D)

· Council

With carefully targeted education programs, households can affect broader waste minimisation and resource recovery efforts due to the strong overlap between local residents working within the Orange Council area. The below table outlines key target areas for engagement and education delivery.

Key targets

Residential	Business		Council
Residential	C&I	C&D	Council
Householders Single unit dwellings Multi unit dwellings	Commercial and Professional Services	Builders	Internal departmental management
Primary and secondary students	Retail – Independent	Demolition companies	Outdoor staff
Property managers/leasing agents	Retail – Centre/Asset Management	Professional services – planners/ developers/ architects	Indoor staff
Community organisations	Property managers/leasing agents	Agricultural suppliers	Council facilities – halls; community health; libraries, child care (internal and external users)
Tourists and visitors	Light and heavy production industry	Mining sector	Tourists and visitors -caravan and camping Visitor information
Waste collection contractors	Hospitality	Waste collection contractors	Special events managers
	Tourism and visitor		Waste collection contractors
	Community services
	Educational institutions
	Horticultural/agricultural activities
	Health care
	Aged care
	Waste collection contractors

Delivery Methods

A variety of delivery methods can be used to bring about community change, develop skills and increase awareness. Individuals learn and engage with information in different ways. It is practically impossible to identify which demographic responds best to individual methods of delivery. Some individuals respond best to visual stimuli such as billboards and posters, others prefer more information rich mediums such as brochures and handouts. Some people learn more from facilitator-led workshops or training sessions while others prefer to self-learn through information available online for example.

It is therefore essential to utilise a range of delivery methods to appeal to a larger proportion of the demographic.

Methods and mediums are generally classified into seven broad groups with Table Four listing some initiatives within each category:

1 Written materials (often focused on raising awareness, delivering general information to broad audiences or delivering specific information to limited audiences)

2 Visual media (generally developed to prompt additional engagement, discussion and community consideration of issues)

3 E-media (to deliver broad messages to a general audience in both a proactive and reactive form)

4 Incentive programs (developed in response to specific barriers)

5 Face to face engagement (critical for the delivery of specialised knowledge and skills as well as promoting motivational outcomes, reinforcing acceptable behaviours and addressing community questions/concerns on a personal level)

6 Traditional media – newspapers, radio, television (delivers broad messages to a general audience in both a proactive and reactive form; alert to upcoming program initiatives and provide feedback to community)

7 Tools (tangible objects that assist in overcoming barriers to actions and prompt specific behaviours)

Conclusion

Baseline Information for Orange Council

KRA	Waste Stream	WARR Targets - 2021	Orange June 20161	Orange June 20172
1	Waste generation per capita		1.77t/pp/year	1.67t/pp/year
2	Increase recycling rates
	Municipal solid waste	70%	45%	47%
	Commercial and industrial waste	70%	24%	21%
	Construction and demolition waste	80%	82%	77%
3	Increase waste diverted from landfill3	75%	45%	47%

The figures outlined above indicate that a reduction in waste generation has been observed. A concurrent increase in the waste diversion rate in the municipal solid waste stream was also observed.

From the assessment of the weighbridge records, it is clear that the current recycling rates in the commercial and industrial and municipal solid waste stream are significantly below the 2021 targets and should form an ongoing focus for intervention and education programs.

The calculation of the aggregate diversion rate is based on a mass balance of materials entering the facility and materials being exported from the facility as diverted materials. In this calculation all the primary sources of waste (excluding internal movements) are compared to the offsite movement of resources and beneficial reuse on the site of clean fill materials to calculate the rate of material diversion. From the available data, it is estimated that the current rate of diversion is approximately 50% for the facility or 45% if domestic collections from other regional authorities are excluded.

Based on these figures, all diversion sectors are lower than the 2021 targets, with commercial and industrial waste being significantly lower than targeted. However, the waste generation per capita is indicated to be down by 0.1t/pp/year and the municipal solid waste diversion rate up slighting compared to that observed in 2015-2016.

The primary diversion activities undertaken at the site are undertaken within the residential waste stream. Approximately 53% of the diversion observed on the site (excluding mixed recycling from other municipalities) is generated from the residential waste sector. In addition, approximately 35% of the observed diversion is generated within the Construction and Demolition sector.

The primary diversion activity or material is observed to inert materials (by mass), followed by wood and garden waste. These two activity groups represent approximately 67% of the diversion observed (by mass). The FOGO services are observed to contribute approximately 18% of the site diversion.

Concurrently, an examination of the further diversion opportunities at the site (residual waste to baler) indicates that significant opportunities remain to recover mixed recycling from the commercial sector (representing approximately 12% of materials in the baler) and residential FOGO materials (representing approximately 11% of the baler inputs).

A focus going forward in our waste diversion strategy will be to further engage with on-site resources at the weighbridge, landfill and public receival station and within the waste baling facility in an effort to increase awareness on enhanced resource recovery techniques and communication with patrons of the Ophir Road Resource Recovery Centre.

Council Meeting 17 October 2017

5.7 Requests for Financial Assistance

TRIM REFERENCE: 2017/2092

AUTHOR: Kathy Woolley, Director Corporate and Commercial Services

EXECUTIVE Summary

Council can only assist other organisations financially (in cash or in kind) in accordance with section 356 of the Local Government Act 1993.

Council has in place a policy for donations to be made under section 356 of the Act and annually advertises for applications under this policy. Additional applications are received during the year. This report provides the most recently received requests.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “3.3 Our City – Recognise that members of the community will take different leadership pathways, the Council will support this growth and development through appropriate activities, initiatives and assistance”.

Financial Implications

Each financial year as part of adopting the Delivery/Operational Plan, Council calls for, receives and determines applications for financial assistance and sets the budget for donations in the General Donations, Major Promotions, Sports Participants and Sports Capital Improvements donations programs as shown in the table below. The Orange Harness Racing, Racing Orange and Waratah’s Sporting Club contributions are the subject of time-limited, one-off agreements for donations to the three entities.

Applications for financial assistance in the General Donations, Major Promotions and the two sports grants programs are also considered during the year. These are reported to Council as the allocation of funds to other entities is one of the tasks that Council cannot delegate.

The total allocation and expenditure/commitment for the donations/sponsorship budgets for 2017/18 is as follows:

Program	Adopted Budget	Actual/ committed	Remaining balance
General Donations	$61,500.00	$61,259.00*	$241.00
Major Promotions	$51,072.00	$48,000.00	$3,072.00
Orange Harness Racing	$20,000.00	$20,000.00	$0.00
Racing Orange	$100,000.00	$100,000.00	$0.00
Waratah’s Sporting Club contribution	$94,188.00	$94,188.00	$0.00
Sports participants grants ( see below for details)	$13,900.00	$1,350.00	$12,550.00
Sports capital improvements grants	$50,000.00	$50,000.00	$0.00
TOTAL	$390,660.00	$374,797.00	$15,863.00

* The allocation of 20 x $100 is reserved for school prize giving and is included in the actual/committed column of the table. The applications are shown below:

Details of the allocation of the School Prize-giving Program

Applicant and Purpose	Amount Received
Canobolas Rural Technology High School	$100.00
Orange High School	$100.00
Total	$200.00

Details of the allocation of the Sports Participation Program:

Applicant and Purpose	Amount Received
Team - Under-13 Boys' State Softball Championships	$200.00
Team - Under-13 Girls' State Softball Championships	$200.00
Team - Under-15 Boys' State Softball Championships	$200.00
Team - Under-15 Girls' State Softball Championships	$200.00
Elijah Smyth - NSW Under-17 Rugby League Development Team	$100.00
Tamara Keegan - Over-35s Masters NSW Hockey Team	$100.00
Kaden Williams - Under-13 Group 10 Junior Rugby League Team	$100.00
Dallas Sydney George - Martial Arts NZMAC New Zealand Titles	$250.00
Total	$1,350.00

Policy and Governance Implications

Nil

Recommendation

1 That Council approves the following to be funded from the General Donations and Major Promotions budget allocation (all amounts are exclusive GST):

a. Gold Sponsorship of the Classic Cars, Food and Wine event being hosted by Rotary Club of Orange Daybreak with the donation being made up of in-kind services up to a value of $2,000.00 for footpath sweeping, hanging of banners at the site, promotional materials in the Visitor Information Centre and on Council’s website and the supply of water to the venue for 7 days.

b. A $1,313.00 donation in cash plus the use of the West/East Rooms for workshops on two days for no charge be provided to the Orange Cowra Cabonne Science Hub for the CORRIDOR project.

2 That Council approves the following to be funded from the Sports Services and Promotions budget (all amounts exclusive of GST):

c. A cash donation of $1,500.00 and an in-kind donation valued at $200.00 for a logo painted on field to Orange CYMS Rugby League Club Group 10 Grand Finals.

d. An in-kind donation valued at $200.00 for the logo painted on field and use of bollards to Orange Emus Rugby Club for the Central West Rugby Union Grand Finals.

3 That a donation of $200.00 (ex GST) be made from the Sports Participation Program to Special Olympics Central West Region Club for attendance at the Special Olympics National Games.

further considerations

SUPPORTING INFORMATION

Applications for consideration

Organisation

Rotary Club of Orange Daybreak

Not for Profit

Yes

Event - Classic Cars Food and Wine Orange - 24-26 November 2017

Inaugural event to raise funds for the Rotary Club of Orange Daybreak - "Making a Difference" to the community.

Donation Request - $5,000.00 plus in-kind support as follows:

Type of in-kind support	Estimated cost
Footpath sweeping machine and staff to operate to clean the Bunnings site before and after	$300.00
Supply of garbage bins and emptying	n/a
Use of a "cherry picker" to assist hanging banners - internal and external (10 to 15 banners)	at least $1,525.00
Promotion by the Visitor Information Centre and Council's website	$nil
Supply of water at the Bunnings site to cover seven days to assist cleaning	$50.00

Comment: Donation sought as Category 6 - Event/Major Promotion Sponsorship.

The total cost of the event is identified in the application as $11,810.00. The requested donation is $5,000 plus in-kind services. The in-kind services have been estimated as a cost to council of at least $1,875.00.

The recommendation to Council is to seek Gold level sponsorship of the event (details of sponsorship packages is included in the attached application form) with Council’s contribution to be for the in-kind services outlined in the table above, rather than making a cash donation. As the cherry-picker costs can only be determined when the services are done and are likely to be higher than the amount listed above, the recommendation to Council is that the total package of in-kind services donated to support the event be capped at $2,000.00.

The applicant has been advised to approach the waste contractor for the supply and emptying of garbage bins.

Organisation

Orange Cowra Cabonne Science Hub

Not for Profit

Yes

Project - the CORRIDOR project

Ongoing projects for education, cultural pursuits and/or research where alternative methodologies can be explored and developed in a constantly evolving environment. The projects will include workshops, forums and maker spaces relating to STEM (Science, Technology, Engineering and Mathematics).

Donation Request - $5,000.00 plus in-kind support

Type of in-kind support	Estimated cost
Location for marker space for a series of workshops to promote STEM regionally driven by STEM professionals, creative industry professionals and the community	Free of charge
Location for the Science Week forum as part of the National Science Week in Orange	Free of charge

Comment: Sought under Category 3 - Annual Donation of $5,000.00.

The Science Week Forum has already happened (the application was received before this event and when Council was in the caretaker period) and the Museum space was given free of charge.

The recommendation is that a donation of $1,313.00 (the remaining balance in the General Donations/Major Promotions budgets) be made to the project plus the provision of two days' use of the East/West Rooms for the running of workshops in the CORRIDOR program.

Organisation

Orange CYMS Rugby League Club

Not for Profit

Yes

Event - Group 10 Rugby League Grand Finals - 10 September 2017

Hosting the grand finals for Group 10 which includes Bathurst, Blayney, Cowra, Lithgow, Oberon and Orange

Donation Request - $1,500.00 and in-kind support plus following in kind:

Type of in-kind support	Estimated cost
CYMS logo marked on the field	$200.00

Comment: Sought under Category 6 - Event/Major Promotion Sponsorship.

The grand finals have already been held. The application was received before the event and could only be submitted once the venue for finals was known following competition rounds. However, the application could not be considered during the caretaker period. In-kind support has already been provided to mark the logo.

An allocation from the Sports Services and Promotions budget of $1,500 in cash and $200 in-kind is recommended.

Organisation

Orange Emus Rugby Club

Not for Profit

Yes

Event - Central West Rugby Union Grand Finals - 16 September 2017

Hosting the grand finals for Central West Rugby Union (CWRU) (CWRU includes Bathurst, Blayney, Canowindra, Coolah, Coonabarabran, Cowra, Cudal, Dubbo, Forbes, Geurie, Molong, Mudgee, Narromine, Orange, Parkes, Trangie, Wellington and Yeoval). The grand finals attract a crowd of 3,000 to 4,000, with many people travelling to Orange from the region.

Donation Request - In-kind support only

Type of in-kind support

Estimated cost

Orange Emus logo marked on the field by Council's greenkeepers

$200.00c

Loan of bollards from the Orange Civic Theatre to assist in managing bar service inside the Club during the event

Comment: Sought under Category 6 - Event/Major Promotion Sponsorship.

The grand finals have already been held. The application was received before the event and could only be submitted once the venue for finals was known following competition rounds. The application could not be considered during the caretaker period. In-kind supported has already been provided.

An allocation from the Sports Services and Promotions of $200.00 in-kind is recommended.

5	Organisation	Special Olympics NSW Central West Club
	Not for Profit	Yes
	Event - Special Olympics National Games - 16-21 April 2018 To raise proceeds for fourteen competitors and one head coach will attend the Special Olympics Nationals in Adelaide in April 2018. The Club provides sporting opportunities for Orange people with intellectually disability.
	Donation Request - $3,000.00

Comment: The applicant has selected Category 3 - Annual Donation. Under the donations policy, the category for representation for sporting activities is Category 2 - Sports Participation Program - Regional/State Representative Team.

The policy determines that the maximum donation is $200.00, which is the recommended funding level.

Attachments

1 Application Form - Classic Cars Food and Wine Orange (Rotary Club of Orange Daybreak), IC17/17703 ⇩

2 Application Form - the CORRIDOR project (OCCSH (Orange Cowra Cabonne Science Hub)), IC17/18275 ⇩

3 Application Form - Group 10 Grand Finals 2017 (Orange CYMS Rugby League Club), IC17/18417 ⇩

4 Application Form - Central West Rugby Union Grand Final 2017 (Orange Emus Rugby Club), IC17/18431 ⇩

5 Application Form - Special Olympics National Games (Special Olympics Central West Region Club), IC17/19257 ⇩

Council Meeting 17 October 2017

5.8 New Community Strategic Plan

RECORD NUMBER: 2017/2134

AUTHOR: Nick Redmond, Manager Corporate and Community Relations

EXECUTIVE Summary

One of the roles of a new Council is to develop and adopt a new Community Strategic Plan.

The Community Strategic Plan represents the highest level of strategic planning undertaken by a local Council. All other plans developed by the Council as part of the Integrated Planning and Reporting framework must reflect and support the implementation of the Community Strategic Plan.

While Council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the Local Government area, it is not wholly responsible for all of its implementation. Other partners such as state agencies and community groups may also be engaged in delivering the long term objectives of the Plan.

The Plan is the primary forward planning document, aligning the community’s vision with a clear strategic direction for the long-term future of Orange.

The minimum timeframe for a Community Strategic Plan is 10 years. This is based on accepted principles of strategic planning and reflects the requirements of the National Framework for Local Government Financial Sustainability which were signed off by all states and territories in 2007/08.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “1.3 Our City - Ensure a robust framework that supports the community’s and Council’s current and evolving activities, services and functions”.

Financial Implications

The priorities, objectives and visions established in the development of a new Community Strategic Plan will inform the expenditure and levels of service considered in the development of Delivery/Operational Plans.

Policy and Governance Implications

Nil

Recommendation

That the report by the Manager Corporate and Community Relations on the new Community Strategic Plan be acknowledged.

further considerations

The recommendation of this report has been assessed against Council’s other key risk categories and the following comments are provided:

Service Delivery	Levels of service will be a key consideration in the process.
Image and Reputation	Given the Community Strategic Plan is the highest strategic document to be adopted by Council, community involvement and how that is collated will be important to the success of the project.
Political	The role of Mayor and Councillors is detailed in this report.
Environmental	The Community Strategic Plan must be based on the social justice principles of access, equity, participation and rights. It should also address the quadruple bottom line (social, environmental, economic and civic leadership) issues.
Employees	There will be an internal engagement process as part of developing the new Community Strategic Plan.
Stakeholders	The Community Strategic Plan is a whole of community plan. Reaching all sectors will be both an objective and challenge in developing the plan.
Projects	It is possible new major projects maybe identified in the process and will need to be prioritised and assessed in the development of the Delivery/Operational Plan.

SUPPORTING INFORMATION

The purpose of the Community Strategic Plan is to identify the community’s main priorities and aspirations for the future, and plan strategies to achieve them.

A comprehensive consultation process is undertaken with the community and stakeholders as part of the processes involved in drafting the Plan. The Council receives the draft Plan and places it on exhibition for comment as part of the process of finalising the Integrated Planning and Reporting documents.

The Plan’s strategies will take into consideration the issues and pressures that may affect the community and the level of resources that will realistically be available.

The Plan essentially addresses four key questions for the community:

• Where are we now?

• Where do we want to be in 10 years’ time?

• How will we get there?

• How will we know we’ve arrived?

The Community Strategic Plan goals will then inform the tasks in the Delivery/Operational Plan and has a relationship to the NSW State Plan and regional planning.

The Community Strategic Plan gives consideration to:

• The expressed needs of the community

• Asset Management Planning

• The Long Term Financial Plan – a 10 year financial plan that models what the Council can afford over the long-term based on the expected income from rates, charges, fees and Government Grants

• The Workforce Management Plan - what human resources the Council requires in order to provide for the needs of the community

• The direction and provision of services and infrastructure from State to Federal agencies

It is important to recognise that this is not just a Council plan; it is a whole of community plan to be delivered as a partnership between Council, State agencies, community groups, businesses and individuals.

The timeframe is relatively tight in that the new Community Strategic Plan strategies needs to be reflected in the 2018/19 Delivery/Operational Plan.

There are several steps in developing and adopting a new Community Strategic Plan. This includes preliminary consultation to identify some community view benchmarks.

It is proposed to use the Orange Your Say on line engagement portal (detailed later in this report) and exhibition to undertake this stage of the consultation.

This stage will include:

· What do you like? e.g. what do you value, what works, what are you proud of, what is fun, what needs are met, what do we want

· What needs work? e.g. what is not meeting your needs, what service/facility needs expanding, what do we need

· What’s missing? e.g. what’s the big idea, where to next, what should Orange look like in ten years, how could Orange be a better place to live

· Councillor input

It is proposed this stage will be undertaken prior to Christmas. The data collected at this stage will be used to develop a set of draft community visions.

The next stage of consultation will involve refining these visions and identifying priorities and objectives.

The second stage of consultation will include:

· Further Orange Your Say activities

· Forums (schools, community, groups)

· Surveys (events, phone)

· Consultation through Council committees

· Councillor input

It is intended to involve an external engagement specialist to assist with the second stage of the consultation process.

A draft Community Strategic Plan would then be developed in the January – March period of 2018 to enable the preparation of the 2018/19 Delivery/Operational Plan. Councils are required to prepare a Delivery Program and Operation Plan as part of the Integrated Planning the Reporting framework. Like a number of other councils in the State, Council has opted in the past to combine the Delivery Program (covering 4 years) with the Operational Plan (covering year 1 of the Delivery Plan period) to reduce the number of documents that contain duplicated information.

The working title for the engagement process for the new Community Strategic Plan is “Where to Next?”

The following roles and responsibilities have been included under the Integrated Planning and Reporting Manual for local government in NSW for Community Strategic Plans:

Mayor:

· Act as the spokesperson for the council in promoting the Community Strategic Plan and lead community engagement in the development of the Plan.

Mayor and Councillors:

· Promote the Community Strategic Planning process to the community, and support and participate in community engagement for the development of the Community Strategic Plan

· Consider advice on resourcing implications of the Community Strategic Plan and present options to the community for consultation

· Endorse the Community Strategic Plan on behalf of the community

· Ensure the Community Strategic Plan is reviewed in accordance with the legislation and Guidelines

· Work with the General Manager and senior staff to develop a Delivery Program in accordance with the Guidelines

· Oversee the implementation of the Delivery Program and receive and review reports from the General Manager on progress towards achieving its objectives

· Review the Delivery Program on an annual basis

· Work with the General Manager and senior staff to develop an agreed schedule of reporting to the Council on the Operational Plan budget, ensuring compliance with the minimum standard specified in the legislation and the Guidelines

· Ensure that the council reports to the community annually, as required by the legislation and the Guidelines

· Work with the General Manager and senior staff to develop and oversee the implementation of the Operational Plan in accordance with the Guidelines.

The Your Say site is an engagement portal powered by Bang the Table. It offers a range of tools including:

· Polls

· Surveys

· Q and A

· Forums

· Virtual post it notes

· Mapping tools where participants can drop a pin on a map to identify an issue or an opportunity

· Budget allocator

Council Meeting 17 October 2017

5.9 Stronger Country Communities Priorities

RECORD NUMBER: 2017/2139

AUTHOR: Nick Redmond, Manager Corporate and Community Relations

EXECUTIVE Summary

At the meeting on 3 October 2017, Council considered a report on the Stronger Country Communities Fund and resolved the following:

5.7 Stronger Country Communities Fund

TRIM Reference: 2017/2057

RESOLVED - 17/430 Cr J Whitton/Cr S Nugent

That Council submit all nine listed projects to the Stronger Country Communities fund.

While it is permissible to put all projects forward, the funding authority requires Council to rank the projects.

The government will fund $950,000 worth of projects in the first year of the program, and $950,000 in the second year.

The projects submitted total $3.6 million. Council has been advised that year one and two funding, with written approval, can be combined to fund projects from within the nine put forward.

As part of the final application Council also needs to advise if any Councillors have a conflict of interest with the projects put forward.

Link To Delivery/OPerational Plan

Financial Implications

The Council financial contributions listed in the body of this report are for amounts already included in the Delivery/Operational Plan. Operational and maintenance costs in some cases will be a carried by the applicant to fund such as the hockey field resurfacing and the domestic violence crisis centre. However, there will be ongoing operational and maintenance costs to Council for other projects such as Sir Jack Brabham new amenities and the proposed new toilets.

It should also be noted that projects to date have only been tested through quotes and quantity surveyor estimates as per the NSW Government requirements. The projects will need to go through a further procurement process which could include tenders. In these cases the estimates may vary.

Policy and Governance Implications

Nil

Recommendation

That Council determine in order of 1 to 9 the projects to be submitted to the Stronger Country Communities Fund.

further considerations

SUPPORTING INFORMATION

Council undertook a two part consultation process in identifying projects for possible funding under the Stronger Country Communities Fund.

The first stage sought nominations from the community for funding. Council ran this process through the Orange Your Say online consultation portal.

The eligibility requirement was to provide at least two quotes in their application or one quote and one estimate from a quantity surveyor or equivalent.

The projects also had to contemplate the following:

“To ensure projects make a significant contribution to improving local communities, the NSW Government is seeking projects of at least $100,000 and typically in the range of $250,000 to $1 million per project. Larger projects will be considered where there is significant financial co-contribution. Applications will be called for on an annual basis over the next two years. Councils will be assigned a time frame during which they can apply. Projects submitted should be able to commence within a 12-month time period and ideally be complete within two years of funding approval.”

The NSW Government’s eligibility requirements and the tight timeframe meant a number of projects put forward did not get through the first stage.

The community projects that did meet the threshold requirements were then added to projects identified by Council.

These nine projects were then exhibited using the Your Say site.

The projects were:

Under Awning Lighting in Central Business District (CBD)

The CBD of Orange is currently lit by an ageing system of under-awning lighting. The proposal is to install a new system of pole-mounted street lights to illuminate street and footpaths in Orange’s main shopping precinct.

Total cost: $900,000	SCC funds required: $700,000
Proponent: Orange City Council (Council funds $200,000)

Footpaths including Active Travel Plan

The proposal is an expansion of the footpaths program.

The expanded program gives consideration to asset management plans and the Active Travel Plan, which aims to make walking and bike riding a more attractive option for getting around the City.

The new foot paths would be in addition to those already identified in the 2018/19 budget.

The proposed additions include: Eyles Street (Bathurst to Ellard), Sale Street (March to Stibbards), Sale Street (March to Byng), March Street (Sampson to Woodward), Autumn Street (March to Byng), Glenroi Avenue (Moad to Churchill) and Anson Street (Matthews to Heatherbrae and Coombes to the Northern Distributor Roads).

Total cost: $670,000	SCC funds required: $320,000
Proponent: Orange City Council (Council funds $350,000)

Domestic Violence Crisis Centre for women and children

The proposal is to construct a purpose-built crisis centre for women and children experiencing domestic violence. The centre would include short-term high security beds, self-contained units for more independence and eventually transitional housing.

Total cost: $1.77 million	SCC funds required: $670,000
Proponent: Housing Plus

Sir Jack Brabham New Amenities Facilities (Stage 1)

The Sir Jack Brabham Park sportsgrounds hosts a broad cross section of sports, including softball, football (soccer), cricket and school sport. The existing amenity buildings are located on the eastern and western side of the 21 hectare sportsground.

The proposal is to construct a new amenities building near the Forest Road softball diamonds to the south of the park. Facilities will include accessible toilets, change rooms, showers and storage.

The proposal also includes a children’s playground.

Total cost: $610,000	SCC funds required: $550,000
Proponent: Orange City Council (Council funds $60,000)

Wade Park Lighting

In recent years Wade Park has undergone a number upgrades including a new playing surface and LED scoreboard. The next priority is lighting. The field lighting is in need of an upgrade to meet the requirements of local and regional sporting competitions conducted at the venue, including cricket, rugby league, rugby union, football and AFL. The lighting upgrade would significantly improve the current lighting standard to ensure player safety as well as providing improved experience for spectators.

Total cost: $240,000	SCC funds required: $100,000
Proponent: Orange City Council (Council funds $140,000)

Upgrades for Rotary Park and Somerset Parks

The project aims to enhance the community facilities at two of Orange's parks. This includes the installation of a picnic shelter with table and seating, a BBQ and toilets at both Rotary Park (on Mt Lindsay off Dalton Street) and Somerset Park (on the wetland area between Molong Road and Burrendong Way). It also includes the construction of a shade sail over the playground equipment at Somerset Park.

Total cost: $400,000	SCC funds required: $400,000
Proponent: Rotary Club of Orange

Robertson Park Toilet

Robertson Park is a high-profile park in the centre of Orange, which hosts a number of community events and festivals each year including Anzac and Remembrance Day, FOOD Week and Wine Festival night-markets as well as serving day-to-day as a passive recreation space for shoppers and tourists. The proposal is to construct public toilet facilities in Robertson Park alongside the existing Country Women’s Association rooms.

Total cost: $270,000	SCC funds required: $220,000
Proponent: Orange City Council (Council funds $50,000)

Re-Surface a Hockey Playing Field

The project is to upgrade the playing surface of a hockey field (known as the ‘Smith Field) at the Orange Hockey Centre. Currently the field is a sand-based artificial turf field that is nearing the end of its useful life. The club intends to replace the playing surface with a new water based synthetic turf, installing the necessary infrastructure to be able to water the field.

Total cost: $749,000	SCC funds requested: $374,500
Proponent: Orange Hockey Club Inc

Child-Safe Play Area and Car Parking

The proposal is to replace on-site parking at the Orange Presbyterian Church on-site car parking areas with a landscaped area. The church proposes to remove the hardstand areas and remediate the soil and adjust the ground levels to provide soft landscaped lawn and trees as a safe area for play. The church also proposes to provide a layout of 50 car spaces (including four disabled spaces) to the south of the site.

Total cost: $290,000	SCC funds required: $290,000
Proponent: Orange Presbyterian Church

These projects were on exhibition for 10 days to 26 September 2017. 669 people have visited the Stronger Country Communities project on Orange City Council’s Your Say Orange website.

Of those, 314 people have contributed to the survey. The survey asks people to select the three projects they believe should be prioritised for funding.

The top projects were:

· The re-surfacing of a hockey field with 182 votes

· A domestic violence crisis centre for women and children with 160 votes

· A toilet for Robertson Park with 90 votes.

All participants have registered as living within the Orange region, as far as Forest reefs, Spring Hill and Lewis Ponds, to name a few.

The entirety of the consultation results can be found on the following page.

A project summary is as follows:

Applicant	Project	Project costs	Funds requested	Quotes supplied	Located on open public space	Cost to Council
Orange City Council	CBD lighting upgrade	$900,000	$700,000	Yes	Yes	$200,000 plus ongoing operation and maintenance
Orange City Council	Expanded footpaths program	$670,000	$350,000	Yes	Yes	$350,000 plus ongoing operation and maintenance
Housing Plus	DV Crisis centre for women and children	$1.77M	$670,000	Yes	No	Assistance to date
Orange City Council	New amenities block Sir Jack Brabham	$610,000	$550,000	Yes	Yes	$50,000 plus ongoing operation and maintenance
Orange City Council	Wade Park lighting upgrade	$240,000	$100,000	Yes	Yes	$140,000 plus ongoing operation and maintenance
Rotary Club of Orange	Enhancing Rotary Park and Somerset Park	$400,000	$400,000	Yes	Yes	Connection to sewer plus ongoing operation and maintenance
Orange City Council	Toilet block Robertson Park	$270,000	$220,000	Yes	Yes	$50,000 plus ongoing operation and maintenance
Orange Hockey	Re-surface Hockey Field	$749,000	$347,500	Yes	No	Nil
Orange Presbyterian Church	Child safe landscaping and car parking	$290,000	$290,000	Yes	No	Nil

There are a number of considerations that provide some assistance in ranking the projects however determining a criteria matrix is not straight forward.

Aside from the ranking provide by the community consultation other elements that could assist with a priority list includes issues raised previously by the Orange community. This includes for example footpaths as a priority during the 2017/18 Delivery/Operational Plan consultation.

Other considerations would include broad community utility. For example the Robertson Park toilet block would rate highly in this category as the facility would be open to all. The Hockey Field for example would not rate as highly in this category, as while anyone in principle can use the facility it is focussed on one particular community use/group.

The Hockey Field however would rank highly in co-contribution of funds, as would the Domestic Violence Crisis Centre.

Given the above and noting the complexity in creating a ranking, the projects were scored based on co-contribution of funds, broad community amenity/access and community support.

The top four projects equally rated were footpaths, Robertson Park Toilets, Hockey Field and the Crisis Centre, followed by equal ratings to Jack Brabham and under awning lighting, then next to upgrades for Rotary Park and Somerset Parks and Wade Park lighting followed by Orange Presbyterian Church project.

With this criteria, a priority list could be the following:

1 Footpaths

2 Robertson Park toilets

3 Hockey field

4 Domestic Violence Crisis Centre

5 Jack Brabham amenities

6 Under awning lighting

7 Upgrades for Rotary Park and Somerset Parks

8 Wade Park lighting

9 Orange Presbyterian Church child safe playground and parking

If, for example, the NSW Government supported this ranking list, the first four projects would proceed.

It should be noted that Council has provided support to Housing Plus in securing affordable land for the services future developments. With that in mind and grant success by Housing Plus in the past and opportunities in the future, Council could put forward an application for part of the $670,000 sought. If for example Council supported $335,000 (50% of the requested funds) for Housing Plus, it would free up $335,000 for another project.

Depending on the timing of the NSW Government announcement on successful projects, it may be possible to refer unsuccessful projects to Council’s Community Strategic Plan engagement process.

The deadline for submissions to the NSW Government is 18 October 2017. The NSW Government will then have a commercial survey firm conduct online random surveys within the LGA (at least 100 people) to ask them if they like projects and rank them.

The NSW Government will review the survey and make a final determination.

Orange City Council
Policy Committees (comprised all Councillors only)
Employment and Economic Development	Finance	Services	Infrastructure	Sport and Recreation	Environmental Sustainability	Planning and Development
Community Committees reporting to the Policy Committees – Members include Councillors and members of the public
Economic Development Orange Health Liaison Sister Cities	Audit and Risk Management	Spring Hill Lucknow Clifton Grove Ageing and Access Cultural Heritage Community Safety and Crime Prevention NAIDOC Week Orange Regional Museum Centenary of World War I Orange Planetarium	City of Orange Traffic (**statutory committee) Floodplain Management Orange and Cabonne Road Safety range Airport	Sport and Recreation Orange Showground Australia Day Bicycling Parks, Trees and Waterways	Companion Animals Tidy Towns Environmental Sustainability