Agenda of Council Meeting

1.1: Engage with the community to ensure recreation opportunities and facilities meet changing needs
1.1.1	Engage with the community in the planning and development of public open space	Following Council's resolution of the Parks, Trees and Waterways committee minutes for a sophisticated style entrance sign a Request for Quotation for suitably experience landscape design firm to provide detailed draws was issued with Moir Landscape Architecture the successful firm.	Through the Parks, Trees and Waterways Community Committee and other community workshops engage in the development of public open space	Landscape Architect appointed to develop City Entrance sign design	n
Cook Park Master Plan reviewed biannually	Drafting of Request for quotation documentation for Cook Park Conservation Management Plan commenced	n
Botanic Gardens Master Plan reviewed biannually	Native Display Garden refining concepts commenced	n
1.1.2	Work and consult with existing and emerging groups to enhance and develop sporting and recreational infrastructure and activities	A number of meetings have been held with representatives through the Sport and Recreation Community Committee.	Implement Council's sports facility program (minor grants)	Funding for Council's 2019/2020 Sports Facility Partnership Program has been allocated as follows: • Orange Mountain Bike Club - Construction of club house and storage facility at the Lake Canobolas Mountain Bike Park - $15,000 • Bloomfield Junior Rugby League Club - Construction of covered spectator area and installation of additional seating at Brendon Sturgeon Oval - $15,000 • Orange City Rugby Club - Upgrade to male toilets at Pride Park - $6,000 • Orange Hockey Inc - Construction of block wall behind the goals on second turf field at the Orange Hockey Centre - $6,000 • Orange Triathlon Club - Installation of permanent signage along the Airport Cycle Loop that can be updated when cycling events are taking place - $8,000	n

1.2: Maintain and renew recreational spaces and infrastructure to encourage an active and healthy lifestyle
1.2.1	Implement maintenance programs/activities to ensure park's infrastructure (seats, signs, fences, pathways and playgrounds) is maintained to service levels as outlined in the Public Open Space Asset Management Plan	Quotations have been received and purchase orders raised for the upgrading of swings in Cook Park to cater for all abilities and Lake Canobolas Reserve play equipment enhancement. A playground has also been designed and a manufacturer appointed to replace the Margaret Stevenson Park playground. Installation works to be competed in the fourth quarter.	Engage playground consultant to undertake safety audit for compliance with Australian Standards every three years	Completed prior to this period.	n
Undertake playground inspection for each playground each month	Occurring as programmed.	n
Re-oil the Orange Adventure Playground by June every two years	To be undertaken.	n
1.2.2	Implement the Open Space Strategy	Compilation of Public Open Space assets currently being undertaken	Finalise plans of management for community land	Compilation of documentation for request for quotation has commenced.	n
1.2.3	Deliver shared cycleway construction program as identified in the Active Travel Plan and in accord with the adopted budget	No funding awarded to Orange City Council under the Transport for NSW, Active Transport programs.	Comply with grant conditions and monthly reporting requirements to grant-funding bodies	No funding received.	n
Grant-funded cycleway construction program completed within allocated budget	No funding received.	n

2.1: Identify and delivery sport and recreation facilities to service the community into the future
2.1.1	Implement the renewal and enhancement of recreational assets	Through Council's 3 yearly independent playground audit Margaret Steven Park playground was identified as having reached maturity. Request for quotation has been assessed, a manufacturer appointed and a replacement playground is scheduled to be installed in the fourth quarter.	Wade Park - undertake subsoil drainage at western quarter of field	No budget.	n
Install hard surface in machinery area of greenkeeper's compound at Sir Jack Brabham Park	Completed.	n
Upgrade play facilities	Programmed for Quarter 4. Manufacturer appointed.	n
Install playground at Sir Jack Brabham Park	Completed.	n
Install training lights at Rosewood Oval	Completed.	n
Construct projects in Moulder Park master plan	No budget.	n
Replace timber bridges in Moulder Park	Completed.	n
Install Koori Walk at Orange Botanic Gardens	No budget.	n
Develop camping facilities at Lake Canobolas and Mt Canobolas precinct	RFQ commenced late March to select contractor to undertake Lake Canobolas Precinct Master Plan which will address camping as part of the Master Plan process.	n

2.2: Ensure the sporting and recreational facilities programs and activities are accessible and affordable to support healthy lifestyle choices
2.2.1	Operate the Orange Aquatic Centre	Council continues to work in line with the NSW Health Guidelines and the Royal Life Saving Society to ensure satisfactory results in all audits and Council continues to maintain adequate rates in learn-to-swim classes, delivers the Aquatic Centre Capital Works Programs and ensures facilities, programs and activities are accessible and affordable.	Ensure the Orange Aquatic Centre complies with Royal Life Saving Society and NSW Health guidelines through satisfactory results in all audits	Council continues to operate in accordance with the Royal Life Saving Society and NSW Health Guidelines to ensure appropriate results in relevant audits.	n
Maintain 90% occupancy rate for all learn-to-swim classes	Council continues to provide learn-to swim classes on a regular basis. Term 3 learn-to-swim overall occupancy was 98%.	n
Deliver the Orange Aquatic Centre capital works program	This program is due in Year 2 (2020/21)	n

2.3: Partner with community groups and government agencies to provide recreational activities and programs that are inclusive and meet the needs of the community
2.3.1	Maintain and implement the Disability Inclusion Action Plan 2017/21	DIAP on track	Maintain and implement the Disability Inclusion Plan	A number of initiatives to achieve goals.	n
2.3.2	Increase and improve public open space accessibility and facilities for a broad range of members of the community	Council continues to work with sporting groups to improve public open space and accessibility. Work is progressing on Sir Jack Brabham Park Sports Centre Stage, with the tender being awarded to Renascent.	Sir Jack Brabham Park Sports Centre Stage 1 to begin	Tenders closed and the tender was awarded to Renascent. Works commenced and are due for completion May 2020.	n
2.3.3	Increase use and functionality of the Orange Showground	Orange Showground is used primarily for the annual show, farmers 'markets, animal obedience training, leash-free area, annual rodeo and car boot/swap meet events.	Develop and implement a plan for the improvement and increased use of the Orange Showground	An operation plan is be developed for the use of Naylor Pavilion. This will include indoor archery. A plan for broader promotion of this facility is also being developed. Grant application submitted for the construction of kiosk and amenities at Naylor Pavilion which would increase ability to increase usage and attract larger events to the Orange Showground.	n
Upgrades to the toilet facilities, Dalton Pavilion and arena fencing completed at the Orange Showground	Upgrades to the toilet facilities, Dalton Pavilion completed. Area fencing upgrade subject to grant funding. Grant application also submitted for construction of amenities and kiosk facilities at Naylor Pavilion.	n
2.3.4	Work with existing and emerging groups to enhance and develop sporting and recreational infrastructure and activities	This project is progressing. The tender has been awarded and works have commenced.	Develop Cricket Centre of Excellence at Wade Park	The tender was awarded to Hines Construction. Demolition commenced in January 2020 and construction commenced. Completion is due in October 2020.	n
2.3.5	Develop recreational facilities at the Mt Canobolas precinct	The Minister's approval has been granted for the Plan of Management. Council is liaising with NPWS to clarify steps required for project to progress. Council is awaiting outcome of BBRF grant application to commence environmental study and detailed design.	Develop the Mt Canobolas precinct for mountain-bike activities	The Plan of Management has been approved by the Minister. The Mountain Bike Trail approval pathway is being undertaken. Council seeking funding for project under Building Better Regions Fund	n
2.3.6	Upgrade recreational and accommodation facilities at the Lake Canobolas Scout Camp	Power issues had further delayed the progress of the project however with the reduction of bookings during the last half of the quarter, many refurbishment items have been brought forward.	Upgrade facilities and report on progress for the Lake Canobolas Scout Camp	Many refurbishment items have been brought forward due the current reduction in bookings.	n
2.3.7	Support and work with community organisations and agencies to develop and operate programs that have a positive impact on community health	Plans to host an event specifically designed at encouraging young females to participate in sport has been put on hold until after the COVID‑19 restrictions have been lifted.	Provide for three events annually	Council had partnered with Sport NSW to deliver their Girls Get Active program in Orange however planning for the July 2020 event has had to be postponed due to the COVID‑19 situation. Planning will recommence once a new date has been determined.	n

3: A friendly environment where people feel safe and included

3.1: Support projects and programs that address crime and safety and contribute to an increased sense of safety in our homes and in the wider community
Ref	Action	Action Comment	Project/Service	Comment	Status
3.1.1	Engage the community in addressing crime	Community Safety and Crime Prevention Committee Action Plan initiatives on track.	Participate in the Orange Liquor Accord	On track.	n
			Promote the Operation Never Again program	Was promoted over holiday period.	n
			Participate in the relevant crime-prevention networks	Attended.	n
3.1.2	Evaluate the implementation of the Children (Protection and Parental Responsibility) Act 1997 using collected data and community-perception surveys	Waiting on report from Attorney General.	Compile and submit six-monthly reports to the Attorney General on the implementation of the Act	Currently not in operation.	n
3.1.3	Conduct the Orange and Cabonne Road Safety Program	Action plan initiatives on track.	Deliver the Road Safety Officer action plan	Free Cuppa, Driver Fatigue and Child Safety Restraint programs in session.	n

Work with stakeholders to identify opportunities to enhance safetyCouncil works closely with stakeholders through the Community Safety and Crime Prevention Committee to identify and develop opportunities to improve community safety. The members of the Community Safety and Crime Prevention Committee are from a broad, cross-section of Government and business agencies to ensure maximum stakeholder representation is present.

3.2: Partner with key stakeholders to deliver infrastructure and activities that improve the safety and security of the community
Ref	Action	Action Comment	Project/Service	Comment	Status
3.2.1	Support the Community Safety and Community Crime Prevention Committee	Council supports the Community Safety and Community Crime Prevention Committee. The meetings of the Community Safety and Crime Prevention Committee are held quarterly and reported to Council after each meeting. Council is awaiting renewal of the Parental Responsibility Act from the Governor General.	Work with stakeholders to identify opportunities to enhance safety	Council works closely with stakeholders through the Community Safety and Crime Prevention Committee to identify and develop opportunities to improve Community safety. The members of the Community Safety and Crime Prevention Committee are from a broad, cross-section of Government and business agencies to ensure maximum stakeholder representation is present.	n
3.2.1					n

4: A creative community participating in arts and cultural activities

4.1: Engage with the community to ensure creative and cultural facilities and services meet changing needs
Ref	Action	Action Comment	Project/Service	Comment	Status
4.1.1	Engage the community in the development of the Region Art Gallery's programs	Our process for receiving and assessing exhibitions is under review and we will have a new strategy in place for 2021. Previous submissions have been included in our upcoming program and discussions with artists and curators are underway. Teachers have been actively engaged in the development of exhibition content and learning activities.	Meet biannually with the advisory group to assess external exhibition proposals	This process of assessing exhibition proposals is being reviewed. Due to impending shutdown due to extension this has been put on hold.	n
			Seek input from teachers in the development of the education program on an ongoing basis	Teachers and their students (over 2,000) from across the Region were engaged via the SPARKE program to create a collaborative artwork 'Regenerate'. This was a joint project with Orange Regional Museum.	n
			Provide opportunities for individuals and community groups to propose exhibitions and associated programs through application on the Gallery's website, with applications assessed biannually	The Gallery team have included a number of proposals into the upcoming exhibition program for 2021 - 2023. We are currently reviewing the application process for future years.	n
4.1.2	Profile the Gallery and engage the community in its programs through media coverage, advertising and promotional elements	Our two exhibitions at the beginning of the year 'Ros Auld: Adventures in Ceramics' and "Bill Moseley: A Lake, A Forest and the Dark Voice of the Sea' were widely promoted via advertising (Artist Profile Magazine) the Central Western Daily and via social media. With the rise of the COVID‑19 situation, we have moved more to an online platform and are developing ways of engaging our audiences via video walkthroughs, social media and members-only articles.	Ensure exhibition and programs and promoted through print and other media, advertising is placed and promotional elements such as brochures and signage are produced	All shows in Quarter 3 were accompanied by high quality publications and advertising in partnership with the Graphics team.	n
4.1.3	Engage the community in the development of programs for the Orange Regional Museum	ORM completed the exhibition "All in a Day’s Work" which was developed in partnership with ODHS. Development of the permanent exhibition 'Inherit' - curated by Kate Gahan is being undertaken in close consultation with the community and local lenders. Teachers and their students (over 2000) from across the Region were engaged via the SPARKE program to create a collaborative artwork 'Regenerate'. This was a joint project with Orange Regional Gallery.	Engage with the community to create opportunities to contribute to the content and programs of the Museum	Inherit exhibition in development relies strongly on community information and loans.	n
4.1.3			Develop innovative learning and education resources to assist teachers and students to engage in the Museum's programs and activities	Teachers and their students (over 2000) from across the Region were engaged via the SPARKE program to create a collaborative artwork 'Regenerate'. This was a joint project with Orange Regional Gallery.	n

4.2: Partner with key stakeholders to deliver cultural facilities and services that reflect the interests of a culturally-diverse community
Ref	Action	Action Comment	Project/Service	Comment	Status
4.2.1	Link visual arts with other organisations via partnerships and other innovative shared events	Partnerships are in development with National Art School, Corridor Project and the Museum of Contemporary Art. The Arts and Health Partnership with Orange Health Service Continues.	Identify and pursue additional funding for this purpose	Partnerships are in development with National Art School, Corridor Project and the Museum of Contemporary Art.	n
			Collaborate with other organisations to produce two events each year	ORG is developing and annual exhibition partnership with the National Art School and the Corridor Project.	n
			Participate in regional festivals with a minimum of two each year	FOOD week opportunities this year were suspended due to Coronavirus.	n
4.2.2	Foster community participation in the Gallery through education and public engagement	Education and Public engagement events were delivered, while others were cancelled due to COVID‑19 closures. Content has been shifted to online platforms where possible and engagement is strong.	Develop educational opportunities for children and adults at the Gallery throughout the year	School holiday programs were delivered in January 2020. Teachers and their students (over 2000) from across the Region were engaged via the SPARKE program to create a collaborative artwork 'Regenerate'. This was a joint project with Orange Regional Museum.	n
			Produce at least one public program each year in partnership with the Friends of the Orange Regional Gallery	An Evening with the Collection was intended as a FORG fundraiser on Thursday March 26. This was cancelled due to COVID‑19 restrictions around gatherings.	n
			Identify and develop opportunities for creative expression and art-marking at the Gallery through art workshops and family activities	Teachers and their students (over 2,000) from across the Region were engaged via the SPARKE program to create a collaborative artwork 'Regenerate'. This was a joint project with Orange Regional Museum. This was going to have a collaborative series of activities for families, but these were cancelled due to COVID‑19 closures of our spaces.	n
4.2.3	Development of options for new Planetarium and Conservatorium	Architectural plans are being refined. In principal, partial funding has been received ($10M). A formal submission to the Australian Government for approval of the project has been lodged.	Develop project plan for approved project implemented according to budget and timeframes	Seeking additional funding to enable project to progress	n
4.2.4	Develop a Regional Museum program for Orange	Funding has recently been received to continue the Sustainable Collections Program in 2020 and 2021. Key objectives of the funding are the development of a Bushranger Trail and research and documentation on rural vernacular sheds in the district.	Continue to implement the Sustainable Collections project in partnership with regional museums, cultural groups and participating councils	Council continues to work with the Regional Museums of Orange Blayney and Cabonne Councils on the Sustainable Collections Project.	n
4.2.4	Develop a Regional Museum program for Orange		Continue the documentation of digital engagement of Regional Museum collections as part of the Sustainable Collections program	Artefacts from the regional museums are catalogued on Ehive, collection management system.	n
4.2.5	Implement the Aboriginal Heritage Strategy	An Aboriginal Artist to be engaged to develop a suite of Aboriginal art for Aboriginal Cultural Heritage across Council.	Continue to work with the Aboriginal community on the implementation of the Aboriginal heritage strategy	Brief drafted to engage an Aboriginal Artist to develop a suite of Aboriginal art to be used by Council's Graphic Design staff for Aboriginal Cultural Heritage.	n
4.2.6	Deliver services to Central West participating councils in accord with the service-level agreements	All actions detailed in the Service Level Agreements between individual CWL participating councils and Orange City Council for this quarter have been met.	Ensure that actions are implemented in accord with the respective service-level agreements	All actions detailed in the Service Level Agreements between individual CWL participating councils and Orange City Council for this quarter have been met.	n

4.3: Maintain and renew cultural facilities and programs
Ref	Action	Action Comment	Project/Service	Comment	Status
4.3.1	Implement the Orange Civic Theatre and Orange Function Centre strategic plan	Orange Civic Theatre continues to maintain and promote performing arts, partnerships and activities that maximise presentation opportunities and outcomes. As of 16 March 2020 all performances to 29 June 2020 were either cancelled or postponed to a future date as a result of COVID‑19. In this quarter (Jan-Mar) 4 performances were either cancelled or postponed.	Operate the Theatre and Function Centre in accordance with the strategic plan	Strategic plans in place however all events cancelled as a result of COVID19	n
			Actions implemented in accordance with the programming plan	Programming being salvaged and postponed where possible.	n
			Actions implemented in accordance with the marketing plans	Marketing plans being reviewed in line with business change as a result of COVID‑19	n
4.3.2	Ensure Orange Civic Theatre is a well-equipped and facilitated community resource able to accept and develop touring performing arts product	Annual maintenance review completed in January 2020.	Ensure sound, lighting and staging maintenance is implemented in accord with asset management	Maintenance schedule completed in January in accordance with schedule.	n
4.3.3	Deliver the Orange Library Service	Events Calendar for 2020 operational. Early childhood literacy programs resumed in February after Summer Holidays. They are offered each week during term time: Ten Minutes a Day (0-1) weekly; 1-2 Books (1-2 year olds) weekly; Music for Little ears (2-5 year olds) 2 weekly; Storytime (3‑5 year olds) 4 x weekly. Average 140 participants each week. Lego club and Code Club offered weekly during term time. STEAM activities included in October school holiday program aimed at 7-14 age group. Possible alternatives for delivery of Library Services online during COVID‑19 pandemic explored and actioned.	Develop a calendar of events and activities by January each year	Events Calendar for 2020 operational.	n
			Develop a calendar of events and activities by January each year	Events Calendar for 2020 operational.	n
			Provide early childhood literacy programs that meet guidelines, standards and outcome measures for Australian Public Libraries	Early childhood literacy programs resumed in February after Summer Holidays. They are offered each week during term time: Ten Minutes a Day (0-1) weekly; 1-2 Books (1-2 year olds) weekly; Music for Little ears (2-5 year olds) 2 weekly; Storytime (3‑5 year olds) 4 x weekly. Average 140 participants each week.	n
			Consolidate STEAM (Science, Technology, Engineering, Arts and Mathematics) programs in the library for children and for young people	Lego club and Code Club offered weekly during term time. STEAM activities included in October school holiday program aimed at 7-14 age group.	n
			Explore outreach options for the delivery of library services	Possible alternatives for delivery of Library Services online during COVID‑19 pandemic explored and actioned.	n
4.3.4	Make the Library's heritage collections available online	Audit of the Library's local studies collection continued in preparation for the implementation of the Recollect software which will increase access to these resources.	Continue to make digitised and digital content available through the Spydus Library Management System and other online platforms	Audit of the Library's local studies collection continued in preparation for the implementation of the Recollect software which will increase access to these resources.	n
4.3.5	Improve the visitor experience through increased functionality of galleries and associated public spaces	Adjustments to gallery extension plans in response to initial construction tenders has been ongoing. Gallery collection is online but adjustments are being made to existing website.	Upgrade furniture in East and West Rooms and Gallery spaces	Completed.	n
4.3.5			Make the Gallery's permanent collection available online	Ongoing. New website was constructed in this quarter. Will go live in April 2020.	n
4.3.6	Reduce the carbon footprint of the Gallery	Gallery extension is intended to be substantially lit using Solatube technology. This is being worked into the design updates.	Investigate energy-efficient divides for Gallery lighting	Solatubes being included in extension design.	n
4.3.7	Manage and preserve the Gallery's permanent collection in line with industry standards	Acquisitions, photography, preservation and documentation of collections is ongoing.	Add all permanent collection items to Vernon system and maintain up-to-date records	Ongoing.	n
			Maintain up-to-date records to reflect acquisitions and disposals and new information located about the works held in the collection	Ongoing.	n
			Photograph all collection items and seek copyright permissions	This will be completed in April 2020.	n
			Collection to be independently and professionally valued every five years	COVID‑19 has put this on hold. It is due to happen in 2020.	n
			Enhance and enrich the collection through purchases, donations and commissions	New acquisitions include a painting by Hendrik Kolenberg, and Sculpture by Harrie Fasher. Recent donations via Cultural Gifts include Kevin Connor's bronze 'Head IV', A series of Photographs by Christian Thompson and a suite of drawings by Arthur McIntyre.	n
			Seek industry-standard storage solutions for all artworks regarding temperature, humidity and security requirements	Gallery extension will address all these.	n
4.3.8	Deliver the Orange Regional Gallery Exhibition, Education and Public programs	Extensive planning for exhibitions and programs for 2021 - 2023 was developed in this quarter and a multiyear funding Grant was submitted to CreateNSW. Result will be announced in May 2020. Delivery of exhibitions and engagement programs developed well until COVID‑19 closures resulted in suspension of all public access. Gallery team exploring a range of online engagement strategies.	Plan and implement program of exhibitions in accord with the exhibition timetables and budgets	Ongoing - and detailed planning for 2021 - 2023 was completed.	n
4.3.9	Deliver the Civic Theatre Annual Performing Arts Program	The Orange Civic Theatre is a highly valued community asset providing a diverse range of programming and services that contributes to the well-being of the City of Orange. The theatre offers an annual program of a professional theatre subscription season community and commercial hiring program and children’s workshops. The programming and hiring of the facilities are supported by a professional team of staff and the services including a Ticketek agency.	Develop and implement an annual subscription season and performing arts program across a diverse range of genres	Whilst the 2019/2020 performing arts programs have been in place as of 16 March 2020 all productions have been cancelled or postponed because of COVID‑19.	n
			Present a dedicated annual children's program for primary and secondary students	Programmed however cancelled re COVID‑19.	n
			Provide support and assistance to schools and the Orange Eisteddfod Society to present well-managed programs	Support to schools and the Orange Eisteddfod Society is ongoing.	n
			Develop and facilitate a school holiday acting/drama program	Programmed and ready for delivery however cancelled re COVID‑19.	n
			Develop an annual satisfaction survey of patrons and hirers	Completed.	n
4.3.10	Manage the Museum collection to museum industry standards	New Museum Manager began in the role in March 2020 and will be overseeing the Museum content. A staff in a temporary role of Collections Officer has been working with the Acting Museum Manager on documenting the collection and processing new acquisitions.	Continue the migration of database records to new "Vernon" content management system and provide online access to collections	Ongoing task. On target.	n
			Ensure collections at Wentworth Mine, Lake Canobolas pump house and cool stores are documented and provide online access to these collections	The Cool Stores are shared as storage for the Museum and the Orange and District Historical Society. Cataloguing of Wentworth Mine and the Lake Canobolas Pump House objects to be deferred until 2020-2021 program when a cataloguer will be engaged to document items on e-hive (collection management system).	n
			Maintain up-to-date records to reflect acquisitions, disposals and new information about the works held in the collection	Ongoing task. On target.	n
			Identify and pursue funding opportunities for improvements to collection storage facilities	Gallery extension is an option, but longer term solution will be required.	n
			Seek funding to install humidity-climate system to ensure Museum meets industry standards	No development.	n
			Seek funding to implement the creation of separate gallery spaces with wall structures that will allow for temporary exhibitions and the development of a permanent exhibition	Completed in March 2020.	n
4.3.11	Develop a Regional Museum program for Orange	Forward plans of exhibitions developed and grant funding sought from Create NSW. Development of 'Inherit' exhibition will present significant objects from the Region in a fresh and inventive way.	Plan and implement innovative and engaging program of exhibitions and educational activities	Activities included School Holiday Program and the SPARKE 'Regenerate' exhibition.	n
			Ensure the Orange Regional Museum exhibitions interpret the stories, cultures and places of the region	'Inherit' - permanent exhibition in development will focus on multiple ways of understanding significant objects from the region.	n
			Plan and deliver innovative and engaging public and educational programs for a diverse community	Ongoing.	n
			Deliver the Museum service in accordance with the budgeted/approved components of the Orange Regional Museum Development Plan 2017 (including Wentworth Mine and Emmaville Cottage)	Ongoing.	n
			Ensure Museum has adequate staffing to function as a public institution	The new Manager of the Regional Museum started in March 2020.	n

4.4: Celebrate and conserve the diverse cultural heritage of the urban, village and rural communities
Ref	Action	Action Comment	Project/Service	Comment	Status
4.4.1	Implement the Aboriginal heritage strategy	Council continues to seek funding opportunities for public art at the Springs to develop public art.	Develop process for the documentation and preservation of significant Aboriginal artefacts	Council continues to work with the Local Aboriginal Land Council on the documentation of Aboriginal artefacts.	n
4.4.1	Implement the Aboriginal heritage strategy		Seek funding for the installation of Aboriginal-themed public art works	Council continues to work with the Aboriginal artist to source funding for public art at The Springs.	n
4.4.2	Support a range of community events	Towards the end of the quarter the effect of COVID‑19 had reached the stage of social distancing, forcing the cancellation of a range of events. Approximately 20% of events were cancelled during the quarter with a number of other events conducted in a restricted format.	Count number of events held on Council land by external parties	Two events were cancelled due to COVID‑19	n
			Count number of Council-hosted events organised by Council	Eight events cancelled due to the COVID‑19 virus	n
			Implement the disability inclusion action plan with regard to supported events	Staff continue to ensure all events are accessible to anyone who wishes to attend the event.	n

5: Responsive programs and services that support our community's lifestyle and social needs

5.1: Engage with the community to ensure facilities and programs meet changing lifestyle and social needs
Ref	Action	Action Comment	Project/Service	Comment	Status
5.1.1	Conduct an annual planning and consultative process to assess the needs of our ageing population in line with the principles of an aged-friendly community	Planned focus and community group sessions postponed.	Annual planning session with age-related services community committee to create action plan; adoption of plan by Council	Postponed.	n
5.1.1		Planned focus and community group sessions postponed.	Report on implementation of the approved ageing-related services action plan	Report provided 31 March 2020.	n
5.1.2	Engage with the local culturally and linguistically diverse community to identify needs and opportunities	Harmony Day postponed. Provision of support continued to individuals.	Implement programs including migrant settlement strategy, Harmony Day and social inclusion in accordance with funding provided by the Department of Social Services and other relevant funding bodies	Group events postponed and individuals supported.	n
5.1.3	In line with Council's Statement of Commitment to the Aboriginal community, work with the Community Working Party to achieve the outcomes of the Orange Aboriginal Social Development Plan	Orange Aboriginal Social Development Plan to be reviewed by Working Party.	Support the implementation of the Orange Aboriginal social development plan in line with agreed timeframes	Support provided.	n
5.1.3			Liaise with the Community Working Party to determine culturally-appropriate responses to issues relating to the local Aboriginal community	No meetings held in the period	n

5.2: Ensure the community services provided by Council are professionally managed, integrated and meet demonstrated needs
Ref	Action	Action Comment	Project/Service	Comment	Status
5.2.1	Provide recreational activities for older people, people with disability and younger people to support healthy and active living	Seniors Festival theatre event held in partnership with Orange Theatre. A range of other group activities postponed until social distancing requirements relaxed.	Provide recreational activities including after-school and a school-holiday activities for identified young people	OSHC, Youth Centre and Anson Street OSCH.	n
			In all services provided, ensure compliance with the Commonwealth Home Care Standards, National Standards for Disability Services, NSW Disability Inclusion Act 2014 and the Children and young Persons (Care and Protection) Act 1998	All services complying with relevant Standards and legislation.	n
			Provide a range of recreational activities as part of Seniors Week and International Day for People With a Disability annually	Seniors festival event completed in February.	n
5.2.2	Implementation of wellness and reablement in the Commonwealth Home Support Program	All programs operational until COVID‑19 period. Continuation of meals, Shopping and social telephone calls throughout the social isolation period.	Deliver high quality service in compliance with the Commonwealth Home care Standards	All services complying.	n
5.2.3	Provide support to the Commonwealth Home Support Program in the Central West	Services supported though a range of training and webinar options.	Implement transition to new funding arrangements through training and strategic planning	On track.	n
			Implementation of Commonwealth Home Support Program, Development Officer Plan, including promotion of Commonwealth Home Support Programs services and maintaining regional directory of services	Plan on track.	n
			Attend quarterly meetings of interagencies	Meetings attended.	n
5.2.4	Deliver quality children's services	All services operational and complying with regulations.	Ensure usage rates of Council's children's services are maintained at an average of 80% across all services	Prior to COVID19 all services were above 80% utilization.	n
5.2.4	Deliver quality children's services	All services operational and complying with regulations.	Ensure services comply with National standards and achieve successful assessment in accordance with the National Quality Framework	All Standards met.	n
5.2.5	Use available government funding to support the delivery of accessible and affordable services for older people and people with a disability	A range of grant contractual obligations met. New Children's Services grants applied for.	Funding options identified and grant applications submitted	Start Strong Grants submitted.	n
5.2.5			Relevant grant and compliance reporting requirements met	All contractual obligations met.	n
5.2.6	Provide supported accommodation services to adults with an intellectual disability	Monthly resident meetings report satisfaction with service.	Measure number of residents supported	Numbers remain stable.	n
5.2.6		Monthly resident meetings report satisfaction with service.	Ensure compliance with NSW Disability Service Standards, NSW Disability Inclusion Act 2014 and the Children and Young Persons (Care and Protection) Act 1998 and National Standards for Disability Services	All Standards met.	n
5.2.7	Operate the Orange Cemetery	Administration of Cemetery operations has been provided in accordance with legal requirements. Construction of new road commenced during the quarter and will be completed prior to the end of this financial year.	Allocation of allotments for burial within 24 hours of receipt of application for burial	All applications for burial were determined within 24 hours. Records have been maintained in accordance with legislative requirements.	n
			Keep records in accordance with Cemeteries and Crematoria Act 2013	Records have been maintained.	n
			Undertake landscaping and irrigation of new section	No new landscaping undertaken due to water restrictions.	n
			Extend road network within non-denominational road	Road construction commenced.	n

Improvements in affordable housing needs analysisCouncil continues to work with Housing Plus to support increased housing options for social housing and those experiencing homelessness.

5.3: Work with government agencies and non-profit organisations to reduce the incidence of homelessness by supporting the need for affordable and social housing
Ref	Action	Action Comment	Project/Service	Comment	Status
5.3.1	Support agencies in delivering affordable and social housing	This is due April to June 2020. Council works with Housing Plus and Veritas House to support the delivery of affordable and social housing where possible given that external bodies are funded to deliver the programs. Council progressing with a Housing Strategy in 2019/2020, which will incorporate this element.	Improvements in affordable housing needs analysis	Council continues to work with Housing Plus to support increased housing options for social housing and those experiencing homelessness.	n
5.3.1			Improvements in affordable housing needs analysis		n

6: A community that values and protects domestic animals and the role they play in residents' wellbeing - physically, socially and psychologically

Comply with Companion Animal Act in establishment of new poundPound construction continues

6.1: Provide services and facilities that enable Council to fulfil its obligations under the Companion Animals Act
Ref	Action	Action Comment	Project/Service	Comment	Status
6.1.1	Establish a new pound	Continued delays in construction occurred in this quarter due to the contractor. Shed structure and surrounds will be completed this financial year. Tenders for the fitout of the building will be called during Quarter 4 of this year.	Comply with Companion Animal Act in establishment of new pound	Pound construction continues.	n
6.1.1	Establish a new pound			Pound construction continues.	n

Encourage stakeholder feedback on availability of leash-free areasEngagement with neighbours undertaken earlier in the year.

6.2: Ensure that infrastructure exists for the safe exercising of domestic dogs
Ref	Action	Action Comment	Project/Service	Comment	Status
6.2.1	Maintain leash-free areas	Off Leash Areas have been serviced throughout the quarter. North Orange Off Leash Area that was completed last quarter has been well utilised by residents.	Encourage stakeholder feedback on availability of leash-free areas	Engagement with neighbours undertaken earlier in the year.	n
6.2.1	Maintain leash-free areas			Engagement with neighbours undertaken earlier in the year.	n

6.3: Partner with key stakeholders to deliver education and services relating to animal health and wellbeing
Ref	Action	Action Comment	Project/Service	Comment	Status
6.3.1	Support Companion Animals Community Committee	One meeting held early in the quarter. No further meetings until COVID-19 restrictions are lifted.	Support opportunities for collaboration on animal health and wellbeing	One Community Committee Meeting was held in the quarter. Future meetings have been cancelled until further notice due to COVID‑19 restrictions.	n
6.3.2	Manage companion animals	Ranger Services have been provided to the City.	Deliver ranger services	Services provided to a high standard.	n
6.3.2	Manage companion animals	Ranger Services have been provided to the City.	Review Companion Animals Management Plan annually	Resolution by Committee not to progress Plan.	n

2: Preserve - balancing the natural and built environment

7: Sustainable growth and respectful planning that values the natural environment

7.1: Engage with the community to develop plans for growth and development that value the local environment
Ref	Action	Action Comment	Project/Service	Comment	Status
7.1.1	Provide a framework for development in the City through the Orange Local Environmental Plan 2011, plans of management and Council's development control plan	Strategic Planning Statement - Council is on track to meet the Departmental requirement of having the plan in place by June 2020. Local Housing strategy – Council has engaged Premise to undertake the preliminary work associated with this body of work. A draft has been prepared and Council is awaiting the final document. Heritage Study - Progress continues on the review of the heritage study. Key stakeholder engagement has been undertaken. Consultants in the process of reviewing nominated items.	Develop, and have adopted, a new City-wide development control plan	A preliminary DCP has been drafted. Awaiting direction from the Department in relation to standardized DCPs.	n
7.1.1			Update local environmental plan on a needs basis	Draft Amendment 24 to Orange LEP 2011 (administrative amendment encompassing 23 matters) is currently with the Department for Gazettal.	n
7.1.2	Provide efficient and effective development assessment and compliance service in a timely manner	Council staff continue to deal with a range of complex planning and building issues in an efficient and timely manner.	Development applications determined within a median time of 35 days Construction certificates determined within a medium time of 30 days Complying development certificates determined within a median time of 15 days	· 103 development applications were determined, comprising 79 x new DAs and 24 x modifications. · The new DAs were determined with a median processing time of 42 days. · The modifications were determined with a median processing time of 30 days. · 5 x complying development certificate applications were determined with a median processing time of 21 days. · 32 x construction certificate applications were determined with a median processing time of 42 days.	n
7.1.3	Provide property information in a timely manner	Property information was provided in a timely manner.	Issue planning certificates within a median processing time of 4 days Issue planning certificates within a median processing time of 1.5 days where an urgency fee has been paid	· 307 planning certificates were issued, comprising 332 x 10.7(2)s and 38 x 10.7(5)s. · 328 of these were issued with a median processing time of 4 days. · Urgency fees were paid for the other 42. These were issued with a median processing time of 1 day.	n
7.1.3	Provide property information in a timely manner	Property information was provided in a timely manner.	Issue building certificates and other property information within a median processing time of 4 days	· 13 building information certificates were determined with a median processing time of 8 days. · In many instances, work is required to be done on a property before a building certificate can be issued. The median processing time can therefore increase.	n

Seek partnership and funding opportunities for solar expansion of Council facilitiesThe Sustainability Officer commenced duties. Work has commenced on policy and strategy. Investigations into solar partnerships has commenced.

Use membership to investigate sustainability optionsMembership has been maintained.

7.2: Ensure best practice use of renewable energy options for Council and community projects
Ref	Action	Action Comment	Project/Service	Comment	Status
7.2.1	Increase solar power	New Sustainability Officer commenced duties during the quarter. Environmental Sustainability Community Committee met early in the quarter and works on strategic approach to increase in solar options has commenced.	Seek partnership and funding opportunities for solar expansion of Council facilities	The Sustainability Officer commenced duties. Work has commenced on policy and strategy. Investigations into solar partnerships has commenced.	n
7.2.1	Increase solar power				n
7.2.2
7.2.2	Maintain Cities Power Partnership membership	Contact with the CPP and Department of Environment to understand future funding has commenced and will progress next quarter.	Use membership to investigate sustainability options	Membership has been maintained.	n
	Maintain Cities Power Partnership membership		Use membership to investigate sustainability options	Membership has been maintained.	n

Reported in State of Environment reportThe State of Environment Report was included in Council's Annual Report. November 2019, which was sent to the State Government and placed on Council's website on 29 November 2019.

7.3: Ensure that policies and practices are in place to protect the sustainability and security of water destined for potable supply from the water catchment area
Ref	Action	Action Comment	Project/Service	Comment	Status
7.3.1	Comply with relevant water quality legislation	All works completed - State of the Environment Report prepared and submitted November 2019.	Reported in State of Environment report	The State of Environment Report was included in Council's Annual Report. November 2019, which was sent to the State Government and placed on Council's website on 29 November 2019.	n
7.3.1	Comply with relevant water quality legislation		Reported in State of Environment report		n

8: Managing our resources wisely

8.1: Identity and deliver essential water, waste and sewer infrastructure to service the community into the future
Ref	Action	Action Comment	Project/Service	Comment	Status
8.1.1	Implement water conservation strategies	The implementation of an extensive annual water conservation strategy continued during this quarter. Due to the increased activity in this program, expenditure has been high compared to previous years.	Implement annual water conservation strategies (media, education, advertising, water audits)	The new water auditing position completed over 70 non-residential water audits during this quarter. Letters have been issued to these businesses requesting Water Savings Action Plans to be developed and implemented. The Demand Management Communications Team continues to engage with the community on reducing water use.	n
8.1.2	Work with the Centroc Water Utilities Alliance and the NSW Water Directorate on various strategic and operational projects, including advocating for the Urban Water Industry in Regional NSW	All meetings of the NSW Water Directorate and Central NSW Joint Organisation Water Utilities Alliance attended with valued contribution on all regional issues by Council.	Attend meetings of the Centroc Water Utilities Alliance and the NSW Water Directorate	All meetings of the NSW Water Directorate and the Central NSW Joint Organisation Water Utilities Alliance attended.	n
8.1.3	Mid-term review of water and sewer strategic business plan (including financial plan)	Minimal action during this quarter as this is a long term project which has been deferred due to other water supply priorities requiring urgent action.	Mid-term review of water and sewer strategic business plan (including financial plan) in accordance with the Department of Industry, Crown Lands and Water Division (Water) best practice criteria by May 2020	Long-term project which has been deferred due to other water supply priorities requiring urgent action.	n
8.1.4	Implement Council's drought management plan	Level 5 Water Restriction remain in place. Litres/person/day targets are currently being met by the residential sector. Lowering of the Macquarie River to Orange Pipeline Project pumping trigger (from 108 ML/day to 38 ML/day under the Water Supply (Critical Needs) Act 2019) has allowed the Pipeline to operate more frequently during this quarter. Good rainfall has also allowed both Ploughmans Creek and Blackmans Swamp Creek Stormwater Harvesting Schemes to capture and transfer water into Suma Park Dam. Storage levels have been maintained over this quarter pushing back the estimated implementation of Level 6 Water Restrictions to July 2020.	Review outcomes of Council's drought management plan in accordance with Department of Primary Industry, Crown Lands and Water Division (Water) best practice criteria by May 2020	Due to other water supply priorities during this quarter, the formal documentation of this plan has been deferred. Actions of a Drought Management Plan are being undertaken irrespective of a formal Drought Management Plan being developed.	n
8.1.5	Implement water mains extension/realignment program	Works have been competed on the water main relocation around McLachlan Street and March Street with works which involved the renewal of the 375 mm Water Trunk Main and relocation of 150 mm water mains. This completed the program for the Implement water mains extension/realignment program.	Water mains extension/realignment program delivered by June annually	This program has been completed for the current financial year.	n
8.1.6	Conduct routine operation and maintenance of water and sewerage infrastructure	During this quarter, all Water and Sewer assets have been managed in accordance with statutory requirements and meeting Levels of Service outlined in Council's Asset management Plan.	Conduct annual monitoring and reporting according to the requirements of the Department of Industry, Crown Lands and Water Division (Water) for inclusion in the NSW water supply and sewerage monitoring report by September annually	Completed in Quarter 1 and Quarter 2.	n
8.1.6			Maintain water and sewerage infrastructure in accordance with statutory requirements and levels of service identified in water and sewer asset management plans	Water and Sewer assets all managed in accordance with statutory requirements meeting Levels of Service in Council's Asset management Plan.	n
8.1.7	Deliver sewer mains relining program	Councils Sewer Relining Program has commenced with all sewer lines cleaned and 30% of the relining complete. The works program has been delayed due to COVID‑19. Works are expected to recommence on the 15 April 2020 and be completed by June 2020.	Sewer mains relining program delivered by June annually	On target for completion in Quarter 4.	n
8.1.8	Implement water loss management program	The water loss management program has been implemented.	Establish district metering areas in order to quantify water losses from the water supply system	Program completed for this financial year.	n
8.1.9	Deliver water services renewals program	Council has completed 29 water services renewals for the 2019/20 period. The services that are renewed are in a poor condition or that may have been repeatedly failing.	Water services renewals program delivered by June annually	On target to be completed in Quarter 4.	n
8.1.10	Deliver water meter replacement program	Council is under way with the water meter replacement program with 1,047 meters replaced. Council is also planning to undertake flow testing on meters between the age of 8 to 17 years to determine the level of accuracy of these meters. The current program is under part delay due to COVID 19 with meter supply and installation slowed due to community contact.	Water meter replacement program delivered by June annually	On target to be completed in Quarter 4.	n
8.1.11	Deliver water mains renewal program	Works for this year's program has stalled with works on water main renewals not due to start this year. Works have been completed on various water savings and source programs which have limited this program as well as restrictions of COVID‑19.	Water mains renewal program delivery by June annually	Not due until Quarter 4 but it already know that COVID‑19, as have various water savings and source programs have stalled this program.	n
8.1.12	Lake Canobolas sewer upgrade	Design complete with site geotechnical, service location and Review of Environmental Factors currently under way.	Design completed by June 2020	Due in Quarter 4.	n
8.1.12	Lake Canobolas sewer upgrade		Design completed by June 2020	Due in Quarter 4.	n
8.1.13	Smart Water Metering	Council has commenced the Smarting Metering Program with the engagement of Taggle Systems through Local Government Procurement (LGP). Receiver networks have been installed which consists of three receivers located at Icely Road Filtration Plant, Beach Crescent Reservoir and Amana Circuit 9ML Reservoir. Development and implementation of the Smart Metering Data Management System is underway with Council providing the relevant data to Taggle for the establishment of the MiWater Meter Data Management System. This system will provide customers with an online portal to review water usage via their Smart Water Meters. Council has 49 remaining meters to update however Council's water meter supplier is currently experiencing delays in 3rd party suppliers.	Pilot smart-metering project delivered by June 2020	This pilot project consists of the installation of 250 Smart Water Meters for the largest water users across the network.	n
8.1.14	Telemetry and SCADA Upgrade	Project to be delivered by June 2021 (Year 3)	Project delivered by June 2021	Project to be delivered by June 2021 (Year 3).	n
8.1.15	Lake Canobolas potable water upgrade	Design complete with site geotechnical, service location and Review of Environmental Factors currently under way.	Design completed by June 2020	Due in Quarter 4.	n
8.1.16	Install reservoir mixers	Due to competing priorities and emergent work in the water supply area, the installation of reservoir mixers has been deferred until 2020/2021	Supply and install by June 2020	Due to competing priorities and emergent work in the water supply area, the installation of reservoir mixers has been deferred until 2020/2021.	n
8.1.17	North Orange water supply strategy	Due to other water supply priorities the North Orange Water Supply Strategy project has been delayed	Delivery of strategy by June 2020	Due to other water supply priorities the North Orange Water Supply Strategy project has been delayed.	n
8.1.18	North Orange Sewer Strategy	Due to other water supply priorities the North Orange Sewer Strategy project has been delayed	Delivery of strategy by June 2020	Due to other water supply priorities the North Orange Sewer Strategy project has been delayed.	n
8.1.19	Redmond Place Sewer Pump Station Design	The Redmond Place Sewer Pump Station Design is not due to start until 2020/2021 (Year 3)	Design completed by June 2021	The Redmond Place Sewer Pump Station Design is not due to start until 2020/2021 (Year 3).	n
8.1.20	Spring Hill Lucknow Sewer Pump Station design and construction	The Spring Hill Lucknow Sewer Pump Station design is due in 2020/21 (Year 3)	Construction completed by June 2021	The Spring Hill Lucknow Sewer Pump Station design is due in 2020/21 (Year 3).	n
8.1.21	Deliver manhole rehabilitation program	Works deferred to 2020/21 due to drought programs and COVID‑19.	Manhole rehabilitation program delivered by June annually	This program has been deferred until the next financial year due to both COVID‑19 and the drought.	n
8.1.22	Manage Ophir Road and Euchareena Road resource recovery centres in accordance with landfill environmental management plans and licences	Both waste facilities operating in accordance with license and Operational Environmental Management Plans. Quarterly waste volumes and environmental monitoring data collated for submission within the Annual Returns and Annual Review documents to be issued to the EPA and DPIE in August 2020. Site rehabilitation works undertaken to commence phytocapping to the eastern face of the Ophir Rd Landfill including improvements made to the green waste processing site.	Reporting to the Office of Environment and Heritage, Department of Planning and Environment Protection Authority undertaken annually as required	Annual reporting to the EPA & DPIE to be completed in August 2020.	n
			Undertake maintenance works at the Ophir Road Resource Recovery Centre including site rehabilitation	Site maintenance and commencement of phytocapping to the eastern face of the Ophir Road landfill completed in this quarter by application of clean fill and chipped mulch material including restoration of the mounds and pad area of the green waste processing site. Leachate and sedimentation and stormwater dams sprayed to eradicate reed and weed growth.	n
			Community Recycling Centre reporting wastes collected to the Environment Protection Authority on a monthly basis	Monthly reconciliation of stock on hand within the CRC stillages reported to the collection contractor to facilitate collection and reprocessing of Household Hazardous Waste from the CRC building.	n
8.1.23	Deliver planned flood-mitigation strategies across the City	No works programmed for the current financial year.	Construct new culverts under McLachlan Street for the East Orange channel	Programmed for 2021/2022 financial year.	n
8.1.24	Provide safe drinking and re-use water	Drinking water and recycled water was provided to customers in accordance with quality standards through implementation of the Drinking Water Management System and Recycled Water Management System.	Monitor and report on water quality in accordance with regulatory requirements and report to the State Government annually in October	Drinking water satisfied the NSW Health monitoring program for all health guideline limits. As reported to Council, a sample collected on 20 January had a pH of 6.4 units, which is below the aesthetic guideline limit of 6.5 to 8.5 pH units. Follow-up sampling returned to within the range.	n
8.1.25	Orange Sewage Treatment Plant works inlet upgrade	The Concept Design continues to progress in consideration of site limitations.	Design and construct new inlet works by June 2021	Design work during the quarter focused on a pump station feed to existing infrastructure with respect to limited space on site.	n
8.1.26	Orange Sewage Treatment Plant primary settling tank coating	The Orange Sewage Treatment Plant primary settling tank coating has been re‑scheduled to 2025/26.	Specialist paint coating of tank completed by June 2021	The Orange Sewage Treatment Plant primary settling tank coating has been re‑scheduled to 2025/26.	n
8.1.27	Suma Park Dam back-up pumps	Success in securing emergency funding for the Spring Creek Dam to Icely Road Water Treatment Plant pipeline has resulted in a re-prioritisation of water supply energy back-up options.	Installed by June 2020	Success in securing emergency funding for the Spring Creek Dam to Icely Road Water Treatment Plant pipeline has resulted in a re-prioritisation of water supply energy back-up options.	n
8.1.28	Stormwater harvesting rehabilitation of Stage 1	The detailed design for the rehabilitation of Blackmans Swamp Creek Stormwater Harvesting Stage 1 was drafted and is under review.	Rehabilitation works completed by June 2020	The draft detailed design is under review and shall be finalized in quarter 4, enabling the construction phase to be incorporated into the Blackmans Swamp Creek Stage 2 wetland project.	n
8.1.29	Orange Sewage Treatment Plant aeration upgrade	The design phase of the aeration upgrade is scheduled for 2020/21, followed by construction in 2022/23.	Design finalised by June 2021 and construction by June 2023	The design phase of the aeration upgrade is scheduled for 2020/21, followed by construction in 2022/23.	n
8.1.30	Icely Road Water Treatment Plant stormwater earthworks and administration building	Design and construct of the new stormwater earthworks is not due until June 2022, with the new administration building to follow by June 2023.	Design and construct stormwater earthworks by June 2022 and new administration building by June 2023	Design and construct of the new stormwater earthworks is not due until June 2022, with the new administration building to follow by June 2023.	n
8.1.31	Design new ultraviolet disinfection system for Orange Sewage Treatment Plan	Detailed design of the new ultraviolet system at the Orange STP is not due until June 2023.	Detailed design of new ultraviolet system by June 2023	Detailed design of the new ultraviolet system at the Orange STP is not due until June 2023.	n
8.1.32	Undertake ongoing condition assessment on Council's stormwater network	Fieldwork completed by 22 January 2020. Expect reports and video by end March 2020.	Assessments undertaken on 2% of network per annum and updated in the asset management plan	Completed.	n

8.2: Develop and promote initiatives to reduce water, energy and waste in consultation with the community
Ref	Action	Action Comment	Project/Service	Comment	Status
8.2.1	Review and report on the five key areas of our environment (water, air, biodiversity, soil, salinity) through preparation of the State of Environment report	Regional State of the Environment Report Completed.	Publish the annual statement of environment report by November	Completed in Quarter 1.	n
8.2.2	Implement the landfill gas management plan for Euchareena Road Resource Recovery Centre	Ongoing monitoring for gas levels at the Euchareena Road RRC undertaken during the quarter for reporting in the Annual Review documentation to the EPA and DPIE in August 2020. Installation of landfill gas monitoring system rescheduled for 2020/2021 and beyond.	Installation of the landfill gas-management system programmed for 2022/23 and beyond	Installation plan rescheduled for commencement in 2020/2021.	n
8.2.3	Engage the community in the Parks Alive program and environmental activities	Ten community events were held with 4 being educational events and 6 hands on events. Events were held at Lake Canobolas, Clifton Grove, Ploughman's Wetlands and Gosling Creek. The events attracted 248 volunteers	Deliver four school programs, four educational programs and four community events per annum	Ten community events were held over the third quarter engaging 248 community members.	n
8.2.4	Participate in the NSW Tidy Towns sustainable program	The marquee event for the 3rd quarter was Clean Up Australia Day, (CUAD). Six sites were organized in and around Orange including Clifton Grove, Hill Park, Rotary Park, Moulder Park, Lake Canobolas and the East Orange Channel. 65 community members collected 20 bags of rubbish at the organized sites.	Participate in Clean Up Australia activities	Clean Up Australia Day attracted 65 community members.	n
			Raise awareness of the NSW Tidy Towns Program through four local media events and engaging with local schools	2 articles were run in the local newspapers relating to Clean Up Australia Day.	n
			Compile annual NSW Tidy Towns Sustainable Community Award submissions	Completed in Quarter 2.	n
8.2.5	Monitor and implement awareness events and campaigns for priority weeds	Over the 3rd quarter 88 property inspections were undertaken with 54 of those being on private property, 26 on OCC managed land and 8 on property under the management of the State Government. Weed staff attended 3 regional meetings. Funding of $53,270 was secured from NSW DPI for the annual inspection program	Undertake 400 annual private property inspections to ensure noxious weeds are managed in accordance with legislative requirements	88 property inspections were undertaken in the 3rd quarter.	n
8.2.6	Manage abandoned articles within the City	Ranger Services staff continue to provide impounding service.	Report abandoned shopping trolleys to stores	Daily reports to supermarket call centres undertaken.	n
8.2.7	Enforce environmental legislation	All reported pollution incidents were investigated. Sediment control on building sites continued to be a focus of regulatory action.	All pollution complaints investigated within 2 working days for non-urgent events and within 4 hours for urgent events and action take if required	All events investigated.	n

8.3: Promote the range of recycling services
Ref	Action	Action Comment	Project/Service	Comment	Status
8.3.1	Deliver waste and recycling services	Ongoing outreach to residents, businesses and schools undertaken by Councils education consultant Envirocom with Organic and Recycling bin inspections undertaken during the quarter to determine levels of compliance and to promote to the residents how to improve their resource recovery and correct usage of the bins.	Promote and offer a free annual household hazardous waste collection service at the Ophir Road Resource Recovery Centre	Scheduled for October 2020 (Year 3).	n
8.3.1	Deliver waste and recycling services		Deliver education materials or services to orange residents relating to the waste, recycling and organics contract provisions	Ongoing outreach to residents, businesses and schools undertaken by Council’s education consultant Envirocom with Organic and Recycling bin audits undertaken during the quarter	n

9: Infrastructure for our growing community

9.1: Construct and maintain a road network that meets the community's transport and infrastructure needs
Ref	Action	Action Comment	Project/Service	Comment	Status
9.1.1	Promote the construction of the Southern Feeder Road	Individual project stages are as follows: Stage 2: Under construction - 90% complete. Stage 3: Tenders closed - negotiating with tenderers as per Council resolution. Stage 4: Design complete, undertaking Review of Environmental Factors and seeking additional grant funding from Building Better Regions grant program and Heavy Vehicle Safety and Productivity Program.	Delivery of Stages 2, 3 and 4 of the Southern Feeder Road	Stage 2 underway. Stage 3 tender negotiation in progress. Stage 4 undergoing statutory environmental assessments and sourcing funding.	n
9.1.2	Deliver works program for upgrades, road rehabilitation and re-seals as identified in the Transport Asset Management Plan	1. Rehabilitation program completed - Ash Street and Gorman Road 2. Sprayed bitumen reseals completed. Asphalt overlays ongoing. 3. Design progressed for Forest Road upgrade at Spring Terrace 4. Works commenced on the construction of the Roundabout at Hill, NDR and William Maker Drive.	Annual road rehabilitation program completed within allocated budget	Road rehabilitation program completed.	n
			Annual reseal program completed within allocated budget	All bitumen reseals completed.	n
			Burrendong Way - upgrade to an urban standard, south from the Northern Distributor Road	Completed.	n
			Reconstruct Clergate Road Stage 2 from Quartz Street to Ralston Drive	Not due this year.	n
			Whiley Road/Forest Road upgrading - subject to grant funding	Not due to commence.	n
			Construct a new roundabout at the intersection of the NDR/Hill Street and William Maker Drive - subject to grant funding	Commenced on Hill Street leg.	n
			Upgrade Whitton Place to urban standards	Not due this year.	n

9.2: Ensure that adequate car parking spaces are available to support growth
Ref	Action	Action Comment	Project/Service	Comment	Status
9.2.1	Provide and manage public car parking in the Orange Central Business District	Parking study deliverables - renewal program for disabled parking spaces and other identified parking areas in the City has been carried out. Parking patrols - Due to COVID‑19, the Ophir Car Park has become a free parking area at this time due to COVID‑19 (subject to review in the future). With patrols, the key focus is on safety, with more lenience being given to Level 1 parking offences. The patrol contract for the Orange City Centre has been temporarily suspended due to COVID‑19.	Implement parking study deliverables	The disabled parking spaces have been re-line-marked and signage upgraded on an as needs basis. Other parking areas that need upgrading have also been re-line-marked and signage upgraded where necessary.	n
9.2.1			Parking patrols carried out in accordance with patrol schedule and Council's adopted parking rules	Due to COVID‑19, the Ophir Car Park has become a free parking area and the patrol contract at the Orange City Centre has been temporarily suspended (subject to review in the future). With patrols, the key focus is on safety, with more lenience being given to Level 1 parking offences.	n

9.3: Ensure that an appropriate level of pedestrian amenity is provided throughout the community
Ref	Action	Action Comment	Project/Service	Comment	Status
9.3.1	Deliver program of footpath upgrading and new construction works as identified in the Transport Asset Management Plan	Footpath rehabilitation completed in Clinton Street, Byng Street and Sale Street. New footpath construction New footpath construction continued in Peisley Street.	Design and installation of pedestrian crossing lighting upgrades as per allocated budget	Works deferred due to design constraints at chosen locations.	n
9.3.1			Annual footpath rehabilitation program completed within allocated budget	Works progressing within time and budgetary constraints.	n

Finalise master plan and seek Council approvalDraft master plan to go to May 2020 Council meeting.

9.4: Develop a vibrant civic and commercial precinct as a centre for the community
Ref	Action	Action Comment	Project/Service	Comment	Status
9.4.1	Undertake master planning for the upgrade of the CBD (FutureCity), to position Orange as a premier regional city supporting existing and new commercial opportunities	The draft FutureCity master plan has been completed.	Finalise master plan and seek Council approval	Draft master plan to go to May 2020 Council meeting.	n
9.4.1		The draft FutureCity master plan has been completed.	Finalise master plan and seek Council approval	Draft master plan to go to May 2020 Council meeting.	n

10: Celebrate our cultural, social, natural and built heritage assets

Heritage and urban design advisory services provided15 heritage and urban design advisory services were provided during the quarter

10.1: Engage with the community to ensure plans for growth and development are respectful of our heritage
Ref	Action	Action Comment	Project/Service	Comment	Status
10.1.1	Provide a heritage advisory service to the community to protect and enhance heritage assets and to promote quality urban design	Council's Heritage Adviser continues to provide regular heritage advice to assist with the assessment and determination of development applications, protect and enhance heritage assets and promote quality urban design.	Heritage and urban design advisory services provided	15 heritage and urban design advisory services were provided during the quarter.	n
10.1.1			Heritage and urban design advisory services provided		n

Ensure the local community is engaged for heritage support fundingApplications are currently being called for the 2020-2021 round of funding.

Implement and review heritage strategy annuallyOrange City Council Heritage Strategy reviewed in line with Office of Environment and Heritage reporting.

10.2: Preserve our diverse social and cultural heritage
Ref	Action	Action Comment	Project/Service	Comment	Status
10.2.1	Maintain local heritage assistance program	New round of funding currently seeking applications.	Ensure the local community is engaged for heritage support funding	Applications are currently being called for the 2020/2021 round of funding.	n
10.2.1	Maintain local heritage assistance program	New round of funding currently seeking applications.			n
10.2.2
10.2.2	Develop heritage strategy	Reviewed annually in line with Office of Environment and Heritage reporting.	Implement and review heritage strategy annually	Orange City Council Heritage Strategy reviewed in line with Office of Environment and Heritage reporting.	n
	Develop heritage strategy		Implement and review heritage strategy annually		n

Engage with the community and update the Village's prioritiesCouncil communicates regularly with Villages by way of Committee Meetings, action plans and e-mail communication to provide updates on tasks and prioritization of tasks. Outcomes from actions include but are not limited to the following:

•           general maintenance updates in all three Villages

•           park beautification

•           signage upgrade.

10.3: Preserve the unique way of life of our surrounding villages
Ref	Action	Action Comment	Project/Service	Comment	Status
10.3.1	Support the Spring Hill and Lucknow Community Committees	Council continues to support the Spring Hill and Lucknow Community Committees. Committees meet regularly, with community priorities identified through relevant Action Plans. Outcomes from meetings are reported to Council after each meeting.	Engage with the community and update the Village's priorities	Council communicates regularly with Villages by way of Committee Meetings, action plans and e-mail communication to provide updates on tasks and prioritization of tasks. Outcomes from actions include but are not limited to the following: • general maintenance updates in all three Villages • park beautification • signage upgrade	n
10.3.1	Support the Spring Hill and Lucknow Community Committees				n

3: Prosper - a smart, innovative and resilient economy

11: Sustainable tourism, events and visitor experiences

Operate the Orange Visitor Centre within budgetThe VIC is operating within budget at this time.

Actions from the Orange tourism strategy, delivered in accordance with the strategy items adopted by CouncilSocial distancing and self-isolation rules have adversely affected the ability to achieve this target as people are no longer allowed to travel for leisure and were hesitant to do so in the month leading up to the ban.

11.1: Capitalise on the character and lifestyle of Orange to remain a destination of choice
Ref	Action	Action Comment	Project/Service	Comment	Status
11.1.1	Deliver visitor information services	Social distancing measures and directions from NSW Health forced the closure of the VIC during March. Date of reopening is unknown at this stage.	Operate the Orange Visitor Centre within budget	The VIC is operating within budget at this time.	n
11.1.1	Deliver visitor information services		Operate the Orange Visitor Centre within budget	The VIC is operating within budget at this time.	n
11.1.2
11.1.2	Monitor the implementation of the Orange Region Tourism Strategy by Orange360	The entire visitor economy has been severely restricted by the COVID‑19 social distancing and self-isolation directions from NSW Health. This comes on a depressed market from the bushfires in the previous quarter and the beginning of this quarter.	Actions from the Orange tourism strategy, delivered in accordance with the strategy items adopted by Council	Social distancing and self-isolation rules have adversely affected the ability to achieve this target as people are no longer allowed to travel for leisure and were hesitant to do so in the month leading up to the ban.	n
					n

11.2: Develop and attract a variety of events, festivals, venues and activities for locals and visitors, ensuring accessibility for all
Ref	Action	Action Comment	Project/Service	Comment	Status
11.2.1	Provide a range of quality accommodation and services and maintenance of all infrastructure at the Colour City Caravan Park	The caravan park has had to close to all guests other than permanent residents due to COVID‑19 restrictions implemented by NSW health. The restrictions are expected to be in place for some months, making it unlikely that the occupancy targets can be achieved. Focus will now be directed to improving assets etc while cabins and facilities are vacant.	Maintain a three-star rating	Rating has been maintained.	n
			Maintain occupancy rate at an annual average of at least 50%	Occupancy was at 37.7% for the quarter.	n
			Undertake asset improvements in accordance with the buildings asset management plan	New TVs installed in cabins and the cottage.	n
11.2.2	Support and work with sporting organisations to secure events for the Orange region	Council continues to provide a customer service focused on economic development to attract events to Orange and hosted 5 major sporting events during the reporting period. Due to NSW Government COVID‑19 restrictions, 2 major sporting events scheduled to take place in Orange were cancelled.	Support at least five major events annually sourced by agency	Council secured the hosting rights for the following events which were successfully staged in Orange during the reporting period: • Western NSW U/13 Cricket Carnival - 224 competitors over 4 days • Western NSW U/15 Cricket Carnival - 224 competitors over 4 days • Shimano Mountain Bike Grand Prix Series - 158 competitors for 1 day of competition • NSW O/50 Cricket Championships - 300 competitors over 3 days competition • NSW U/12 Water Polo Gala Festival - 180 competitors for 2 days competition Unfortunately the implementation of NSW Government's COVID‑19 restrictions and regulations saw the cancellation of the following events: • Newcrest Orange Challenge • Athletics NSW Mountain Running Championships (part of the Great Volcanic Mountain Challenge).	n

12: A smart, innovative and resilient industry sector

12.1: Attract and grow strategic investment
Ref	Action	Action Comment	Project/Service	Comment	Status
12.1.1	Develop, maintain and provide information resources appropriate for business development, expansion and/or relocation - including web-based and mobile application platforms	The Orange Investment website has been launched.	Orange Investment website launched	Completed.	n
12.1.2	Undertake refurbishment of the Central Business District	Consultants are finalising Draft Future City document that will be presented to Council in May 2020 for public exhibition following that. It is envisaged that Future City will come up with a series of projects and CBD upgrade items that will initially exceed Council’s budget. The Future City Implementation Plan will be informed by public consultation and go back to Council in the first Quarter of 2020/2021.	Project planning completed and delivery to budget and timeframes	Detailed Design and Construction/Delivery will commence following this. Likely delivery to commence in the 2020/2021 financial year with expenditure over 2‑3 years.	n
12.1.3	Upgrade under-awning lighting in the Central Business District	Works about to start on DPI to CBD segment.	Complete upgrades of under-awning lighting	Works about to start.	n
12.1.4	Develop and manage Council's residential relocation program	The requests for information on relocating to Orange are now made directly to staff rather than third party websites. There is a noticeable difference between the level of engagement by the person making the enquiry, with more than half almost to the point of committing to relocation at the time of contact.	Measure number of enquiries answered about relocating to Orange	Requests were by direct email and phone call.	n
12.1.4	Develop and manage Council's residential relocation program		Measure number of relocatees attending the annual functions of new residents	The new resident function had to be cancelled due to COVID‑19 and NSW Health directions.	n
12.1.5	Manage the issues arising from telecommunications opportunities	Council continues to support the role of RDA CW in lobbying for better telecommunications connections. The March EDCC meeting had to be cancelled and therefore the attendance by an NBN representative will have to be rescheduled when the social distancing measures are lifted.	Support Regional Development Australia (RDA) Central West to advocate to address telecommunications issues and community information campaigns	Continued support.	n
12.1.5			Support Regional Development Australia (RDA) Central West to advocate to address telecommunications issues and community information campaigns	Continued support.	n

12.2: Support innovative industry sectors
Ref	Action	Action Comment	Project/Service	Comment	Status
12.2.1	Facilitate industry engagement	While the presentations over the past few quarters have generated interest within the industry sector for more sessions on available data on trends etc. Unfortunately, the social distancing issues have delayed all of these meetings and appointments	Measure number of meetings/events hosted and attended with members of the Orange business sector	Meetings have been reduced due to COVID‑19 issues.	n
12.2.1	Facilitate industry engagement		Work with the local retail sector on a shop local campaign each year	The Shop Orange camping continues.	n
12.2.2	Operate the Orange Airport	Obstacle-limitation surface survey completed. Annual Emergency-training exercise completed.	Ensure the airport meets requirements of the Civil Aviation Safety Authority and the Office of Transport Security	On target.	n
			Ensure annual technical inspection completed	Not due.	n
			Ensure obstacle-limitation surface survey completed	Completed.	n
			Annual emergency-training exercise completed	Completed.	n
12.2.3	Undertake upgrades of Airport precinct	Car park design is complete and construction began in February 2020.	Car park extension	On target.	n

Monitor and report project labour market demandWhile there was concern about Cadia expanding, it does not appear to have had an adverse influence on the local labour market.

12.3: Support educational and training opportunities that retain young people, attract new workers and provide local employment
Ref	Action	Action Comment	Project/Service	Comment	Status
12.3.1	Work with industry, business and training organisations to identify current or developing skills shortages and implement strategies to address them	Staff continue to liaise with peak industry organisations to identify and where possible, resolve developing skills shortages before they become critical.	Monitor and report project labour market demand	While there was concern about Cadia expanding, it does not appear to have had an adverse influence on the local labour market.	n
12.3.1			Monitor and report project labour market demand		n

Establish Economic Development OfficeNo further action

12.4: Partner with key stakeholders to enhance opportunities for local business to grow and prosper
Ref	Action	Action Comment	Project/Service	Comment	Status
12.4.1	Explore avenues to assist business development in the City in conjunction with the Orange Business Chamber or other peak industry organisations	No further action in this quarter.	Establish Economic Development Office	No further action.	n
12.4.1		No further action in this quarter.	Establish Economic Development Office	No further action.	n

13: Transport services, connectivity and infrastructure that support community, tourism, business and industry

Delivery of augmented servicesOpportunities continue to be monitored.

13.1: Support public and private rail, coach and air services
Ref	Action	Action Comment	Project/Service	Comment	Status
13.1.1	Lobby relevant government authorities for improved transport linkages	Council continued to monitor opportunities for improved transport linkages.	Delivery of augmented services	Opportunities continue to be monitored.	n
13.1.1			Delivery of augmented services	Opportunities continue to be monitored.	n

Delivery of augmented servicesQantas Link will be starting flights on the Orange Sydney route.

13.2: Support initiatives for improved connectivity between Orange and capital cities and regional towns
Ref	Action	Action Comment	Project/Service	Comment	Status
13.2.1	Investigate opportunities for private sector and public transport improvements	During the quarter, Qantas Link announced it would be starting flights on the Orange Sydney route. The start of that service has been delayed by COVID 19.	Delivery of augmented services	Qantas Link will be starting flights on the Orange Sydney route.	n
13.2.1			Delivery of augmented services		n

4: Collaborate - leadership and partnership

14: An informed community

14.1: Deliver communication that is open, accessible, meaningful and regular across a range of media
Ref	Action	Action Comment	Project/Service	Comment	Status
14.1.1	Promote Council's activities through a range of mediums and media	Orange City Council’s online presence continues to increase at a steady rate. During the last quarter approximately 66,056 users visited Orange City Council’s website. The most popular pages included our water resources page and the Contact Council page. That is an increase in visitation to the website following last quarter which saw 63,377 users online. Council issued 55 media releases, responded to an average of ten to fifteen media requests per week and issued 3 e‑news letters to 928 people. The active YourSay Orange projects during the reporting period included the flood study update and survey.	Provide at least one media briefing a week	Target exceeded.	n
			Issue at least one media release a week	Target exceeded.	n
			Implement a Council-wide style guide	Council's Brand was established last financial year and is progressing towards Council-wide each quarter onwards from then. E-mail signature have been updated for Water Conservation and for COVID‑19.	n
			Issue bulletins through e-news monthly	Target exceeded.	n
14.1.2	Ensure Council maintains an internet and social media presence	Orange City Council has a strong presence across a range of different social media platforms that result in thousands of engagements every week. Through Facebook alone, there has been an average of 90,000 post engagements over the quarter between January and the end of March 2020. Over the past 90 days, any events listed on Council's Facebook page have reached over 27,400 people, and over 350 more people have followed the page which gives them daily insights into any information relevant to Orange City Council, compared to last quarter, bringing the total number of followers to 9,350. Other social media platforms such as Twitter have increased, with profile visits to Twitter increasing by 16.4 per cent in the past 28 days.	Increase social media engagement and reach by 25% annually	Large reach and following continuing and 16.4% increase in Twitter following in last month of this quarter.	n
14.1.2			Maintain the Council website with weekly updates	Updates maintained. New areas created because of COVID‑19 - updates, Council areas open and businesses open.	n

14.2: Promote organisational culture that delivers excellent customer service and continuous improvement
Ref	Action	Action Comment	Project/Service	Comment	Status
14.2.1	Provide a highly-responsive customer service function	Progressing well. All Customer Service systems and procedures are being monitored and reviewed regularly.	Remind staff of their obligations under Council's customer service obligation policy by June annually	Ongoing.	n
			All issues reported via Council's website or by phone/e-mail to Council allocated to relevant staff member within two business days	Customer Service answered a total number of 8,259 calls during this period with 2,703 Customer Service Requests entered into our system for staff to action. 74% of calls were answered within our Grade of Service.	n
			Continue to provide after-hours, call-answering service	Alarm Australia continue to provide Council's after-hours service and is continually being monitored for quality.	n
			Undertake a review of the customer-service and on-line response loop to improve resident feedback and to implement improvements	Ongoing.	n

14.3: Provide opportunities for widespread and quality engagement and, where appropriate, shared decision-making
Ref	Action	Action Comment	Project/Service	Comment	Status
14.3.1	Establish and support Council meetings, policy committees and Council's community committee network	Support was provided for Council and Policy Committee Meetings and Council's Community Committees over the quarter.	Prepare and distribute agendas and reports for ordinary Council and policy-committee meetings within three business days of the meetings	Agendas, minutes and reports are produced for Council and Policy Committee meetings within the required time frame.	n
14.3.1			Review Council's community committees	Council resolved to defer review of Committees until next elected Council in September 2021.	n

15: Leaders in our community

Establish the annual committee-meeting schedule in September annuallyCompleted in Quarter 1.

15.1: Encourage and support residents to pursue leadership roles at Council
Ref	Action	Action Comment	Project/Service	Comment	Status
15.1.1	Establish and support Council meetings, policy committees and Council's community committee network	The annual Policy Committee Structure and community-committee network was adopted by Council at its meeting on 17 September 2019.	Establish the annual committee-meeting schedule in September annually	Completed in Quarter 1.	n
15.1.1				Completed in Quarter 1.	n

Report requests to Council quarterly (assessed in compliance with policy)General Donations (Extended Round 3 of 4)

- $100,000.00 budget

- $73,245.61 donated to date (100% in compliance with policy; target met)

- Quarter 3 Review

- 1 application approved totalling $5,207.42 (revisiting resolution from last financial year)

- 1 application reduced from $20,000.00 to $10,000.00 (only one of two requirements met)

Major Event Sponsorship (Round 2 of 2)

- $100,000.00 budget

- $98,148.95 donated to date *

- $5,437.00 donated to date from Other Sources

- *Two approved applications totalling $3,000.00 were withdrawn and have been deducted from this total

Sports Facility Program (Round 1 of 1)

- $50,000.00 budget

- 5 applications approved

- 2 applications declined

- $50,000.00 donated to date (program closed for 2019/20)

Sport Participation Program (Year Round)

- $13,900.00 budget

- 27 applications approved

- 4 applications declined

- $11,853.00 donated to date

15.2: Support community organisations and groups to deliver services and programs
Ref	Action	Action Comment	Project/Service	Comment	Status
15.2.1	Apply Council's adopted donations and grants policy to support the community	Applications in Quarter 4 where event was cancelled because of COVID‑19 All applicants were contacted by telephone to confirm cancellation of the event relating to their application. A confirmation e-mail was sent to each of these applicants to advise that, as their application could not be determined, it had a status of withdrawn. Approved donations and event cancellation because of COVID‑19 All applicants who received a donation for either holding an event (Major Events Program/Small Donations Program) or for attending an event (Sport Participant Program) were contacted by telephone. Major Event applicants were advised that if they were holding their event in 2020/2021 they could use this year’s donation in that financial year. Sport Participant applicants were advised that, if they could send evidence of pre-committed spending, they were not required to return their donation.	Report requests to Council quarterly (assessed in compliance with policy)	General Donations (Extended Round 3 of 4) · $100,000.00 budget · $73,245.61 donated to date (100% in compliance with policy; target met) · Quarter 3 Review · 1 application approved totalling $5,207.42 (revisiting resolution from last financial year) · 1 application reduced from $20,000.00 to $10,000.00 (only one of two requirements met) Major Event Sponsorship (Round 2 of 2) · $100,000.00 budget · $98,148.95 donated to date * · $5,437.00 donated to date from Other Sources · Closed for 2019/2020 Two approved applications totalling $3,000.00 were withdrawn and have been deducted from this total Sports Facility Program (Round 1 of 1)* · $50,000.00 budget · 5 applications approved · 2 applications declined · $50,000.00 donated to date · Closed for 2019/2020 Sport Participation Program (Year Round) · $13,900.00 budget · 27 applications approved · 4 applications declined · $11,853.00 donated to date	n
15.2.1					n

Increase engagement with the City's youthYouth Centre numbers increasing until COVID19 closure requirement.

Report on number of work experience placements and attendance at school and community career events3 students were accommodated for work experience in the quarter with a further 5 deferred due to COVID‑19.

15.3: Engage and train young people to develop our future leaders
Ref	Action	Action Comment	Project/Service	Comment	Status
15.3.1	Support the Youth Advisory Council	Youth Action Council maintained active meetings and activities.	Increase engagement with the City's youth	Youth Centre numbers increasing until COVID19 closure requirement.	n
15.3.1	Support the Youth Advisory Council		Increase engagement with the City's youth		n
15.3.2
15.3.2	Support work experience and community and school careers events	Three students were accommodated for work experience in the quarter with a further 5 deferred due to COVID‑19.	Report on number of work experience placements and attendance at school and community career events	Three students were accommodated for work experience in the quarter with a further 5 deferred due to COVID‑19.	n
					n

15.4: Develop and encourage staff to pursue leadership within Council
Ref	Action	Action Comment	Project/Service	Comment	Status
15.4.1	Implement the Workforce Management Plan	Actions during the quarter included: · The Internal Communications Working Party developed a staff newsletter and email message to all staff on content and decisions from Council meeting. · Human Resources attended a public event for International Women’s Day and provided careers advice. · Satisfactory external AS4801 safety audit undertaken. · 152 staff attended WHS courses. · The Volunteer, Working from Home, Employee Recognition and Chemical Management Policies were reviewed.	Employee satisfaction survey	The Internal Communications Working Party met in the period and progressed a number of initiatives including a staff newsletter, email message to all staff on content and decisions from Council meeting and boxes setup in offsite locations without email access to allow staff to provide questions/suggestions to the CEO. The Employee Recognition Procedure was also reviewed and updated.	n
			Improvements in gender equality	Human Resources provided careers advice to the public at an events for International Women’s Day.	n
			Review and update corporate values and organisational culture vision	Review due Quarter 4.	n
			Maintain staff health and well-being	Nil safe work improvement notices in period. Three health and safety inspections with 2 project audits undertaken with a score over 80% for each audit. Satisfactory external AS4801 audit also undertaken. 152 staff attended WHS courses. Four claims for lost time injury. The Volunteer, Working from Home and Chemical Management Policies were reviewed.	n
			Undertake staff capability review	Review due Quarter 4.	n

16: Strong relationships

Support local emergency planning in conjunction with key agenciesSupport given.

Provide ongoing support and advice to quarterly Bush Fire Management Committee meetings and Bush Fire Liaison Committee meetingsSupport provided.

Report activities of the Council showing advocacy on emerging strategic matters important to the City and regionMonthly meetings with James McTavish (Regional Town Water Supply Coordinator DPIE)

Acting Minister for Sport Geoff Lee – sporting precinct – 12 March 2020

Senator Tony Sheldon ALP – regional issues – 13 March 2020

Shadow Minister for Crown Lands Tara Moriarty – 13 March 2020

16.1: Work in partnership with other councils, regional organisations and State and Federal governments
Ref	Action	Action Comment	Project/Service	Comment	Status
16.1.1	Support the Local Emergency Management Committee	Continuing to support local emergency services, particularly in the emergency pandemic period (COVID‑19).	Support local emergency planning in conjunction with key agencies	Support given.	n
16.1.1	Support the Local Emergency Management Committee			Support given.	n
16.1.2
16.1.2	Support the Rural Fire Service	Continuing to support the Rural Fire Service.	Provide ongoing support and advice to quarterly Bush Fire Management Committee meetings and Bush Fire Liaison Committee meetings	Support provided.	n
	Support the Rural Fire Service	Continuing to support the Rural Fire Service.		Support provided.	n
16.1.3
16.1.3	Engage with State and Federal Governments on funding and policy matters	Regular engagement through regular meetings.	Report activities of the Council showing advocacy on emerging strategic matters important to the City and region	· Monthly meetings with James McTavish (Regional Town Water Supply Coordinator DPIE). · Acting Minister for Sport Geoff Lee - sporting precinct - 12 March 2020. · Senator Tony Sheldon ALP - regional issues - 13 March 2020. · Shadow Minister for Crown Lands Tara Moriarty - 13 March 2020.	n
		Regular engagement through regular meetings.			n

Report on meetings and interactions with key lobby groups - including, but not limited to:

- Central NSW Joint Organisation

- Regional Development Australia

- Inland Forum

- Regional Cities NSW

- Orange360

- Evocities

- NetWaste

- Central West Libraries

- Bathurst Orange and Dubbo Alliance

- Association of Mining-related Councils

- Local Land Services

- Government Ministers and department officers

- LGNSWMet with Blayney and Cabonne Councils regularly in this quarter along with Central Tablelands Water to discuss water matters

Central NSW JO Board Meeting – 27 February 2020

Mining and Energy Related Councils Meeting – 5 March 2020

Country Mayor’s Association Meeting – 6 March 2020

Support opportunities for cultural exchangeSupport given until COVID‑19 social distancing meant opportunities could not be met from March 2020 onwards.

16.2: Advocate for the community to attract external funding to deliver services, facilities and programs
Ref	Action	Action Comment	Project/Service	Comment	Status
16.2.1	Maintain membership of key lobby groups to advance regional priorities	Membership maintained for purpose of advancing regional priorities.	Report on meetings and interactions with key lobby groups - including, but not limited to: · Central NSW Joint Organisation · Regional Development Australia · Inland Forum · Regional Cities NSW · Orange360 · Evocities · NetWaste · Central West Libraries · Bathurst Orange and Dubbo Alliance · Association of Mining-related Councils · Local Land Services · Government Ministers and department officers · LGNSW	· Met with Blayney and Cabonne Councils regularly in this quarter along with Central Tablelands Water to discuss water matters. · Central NSW JO Board Meeting - 27 February 2020. · Mining and Energy Related Councils Meeting - 5 March 2020. · Country Mayor’s Association Meeting - 6 March 2020.	n
16.2.1					n
16.2.2
16.2.2	Maintain sister-cities relationships with: Timaru, New Zealand; Ushiku, Japan; Orange, California; and Mt Hagen, Papua New Guinea	A Council welcome was hosted in the Civic Centre for a group of exchange students visiting Orange from Ushiku on 10 March 2020. Due to the Orange's City Council's COVID‑19 response, the Committee's scheduled meeting during the quarter was cancelled. The planned staff exchange with Timaru District Council planned for April was also cancelled during the quarter.	Support opportunities for cultural exchange	Support given until COVID‑19 social distancing meant opportunities could not be met from March 2020 onwards.	n
			Support opportunities for cultural exchange		n

17: Responsible governance

17.1: Provide representative, responsible and accountable community governance
Ref	Action	Action Comment	Project/Service	Comment	Status
17.1.1	Provide information to Councillors on training and development opportunities	Nil	Coordinate with the Mayor and Councillors on the Councillors' training and development plans, as per requirements in the Local Government Act	Training opportunities identified and disseminated to Councillors during the quarter. No training undertaken.	n
17.1.1		Nil	Report on complaints under Council's Code of Conduct to Council by December annually	Nil for this quarter.	n
17.1.2	Ensure Councillors are made aware of key policy requirements	Key policy advice is provided to Council via reports.	Provide advice on key policy and legislative changes as required	Advice on key policy and legislative changes was provided where required.	n
17.1.3	Maintain a framework of relevant policies and procedures	The CEO recently approved Operational Policy - OP087 - Policy Development and Review on 6 December 2019. This policy guides staff in the review and creation of policies across the organisations. Key changes to Policies are now that Strategic Policies will be reviewed 4 yearly (at the start of each council term) and Operational Policies 2 yearly, unless the need or occasion arises for review during that period. All policies are now located and controlled through the Pulse software system with staff allocated as responsible for each policy. The governance team provides an oversight function of these policies, in order to quality control and manage the pulse system, however, staff are responsible individually for their allocated policies.	Facilitate the review of strategic policies biannually, with: · the code of conduct reviewed by March; · the code of meeting practice reviewed by April; and · Councillors' payment of expenses and provision of facilities policy reviewed by September	Strategic Policies are still being reviewed, updated and created. All Policies are now within Pulse. There will be some changes to the policies schedules given the recent postponement of the LG elections until September 2021 with a further update provided in the next quarter.	n
17.1.3	Maintain a framework of relevant policies and procedures		Facilitate the review of operational policies annually	Operational Policies continued to be updated during the period including an operational policy on policy making - OP087 - Policy Development and Review which was approved by the CEO on 6 December 2019.	n
17.1.4	Maintain the delegations and sub-delegations register	Delegations to the CEO were prepared in November 2019, however due to further review requirements, where delayed in being adopted by Council until 3 March 2020. During the next quarter the Pulse delegations register will be updated to reflect any changes or updates to the CEO's delegations which will filter down to staff. The Delegations register has been updated during the quarter where staff changes have occurred for Sub-Delegations. A further review of the Sub-Delegations will be reported to the CEO and Directors during the next quarter for approval, and again the Delegations register will be updated.	Review delegations to the General Manager in November annually	The Delegations to the General Manager were reviewed in November 2019, however, further amendments were required, adoption was delayed until March. Pulse will be updated in the next quarter to reflect any changes.	n
17.1.4	Maintain the delegations and sub-delegations register		Update and distribute sub-delegations to staff in December annually	During the next quarter, recommendations will be made to the CEO and directors to adopt the sub-delegations.	n
17.1.5	Manage Council's records system	During the period 1 January 2020 to 31 March 2020 the Records continued to allocate correspondence to responsible staff members and work towards best practice records management. The total recorded Incoming Correspondences during the period was 6,911. Staff created 18,715 Documents, 566 Council/Committee documents and 171 Notices of Approval.	All incoming letters and e-mails to Council's system daily and allocated to appropriate staff member	The records team allocated correspondence daily to appropriate staff members.	n
17.1.6	Develop and implement the suite of integrated planning and reporting documents	The drafts of Operational Plan 2020/2021 and Annual Budget 2020/2021 will be considered by Council at its meeting on 21 April 2021. Draft resourcing strategy Workforce Management Plan, which would not normally be changed during the life of a current Delivery Program, will also be considered by Council at its meeting on 21 April 2021. This resourcing strategy has been updated because of the effect of COVID‑19.	Annual minor review of Community Strategic Plan by June annually	The Community Strategic Plan does not need to be changed during the life of the current Delivery Plan.	n
			Finalisation of the delivery/operational plan by June annually	Operational Plan 2020/2021 and Annual Budget 2020/2021 are on target for consideration and exhibition.
			Review of the resourcing strategies by December annually - via the long-term financial plan, assets planning document and the workforce-management plan	Resourcing strategies do not need to be changed during the life of the current Delivery Plan unless something extraordinarily changes. The Workforce Management Plan has been changed because of COVID‑19 and is on target for consideration and exhibition.
			Preparation of the annual report by November annually	This is not due until Quarter 4.
			Undertake quarterly reviews of the delivery/operational plan and report to Council	Quarter 3 Review is due to go to Council in May 2020.

17.2: Ensure financial stability and support efficient ongoing operation
Ref	Action	Action Comment	Project/Service	Comment	Status
17.2.1	Achieve maximum return on the investment of Council's funds whilst adhering to all applicable legislative requirements and Council's policy	Monthly investment reports presented to Council during first quarter. Returns are currently above the set benchmark.	Monthly reports to Council on the performance of the investment portfolio	All monthly reports submitted as per schedule, investment return benchmark exceeded.	n
17.2.2	Review and implement operational efficiency opportunities	Reviews of Council practices will be undertaken against recommendations from the NSW Auditor General’s yearly report on local government and individual subject reports on local government activities and update the Audit and Risk Management Committee on these reviews and recommended changes.	Consideration of actions and efficiencies from the activities identified in the Fit for Future improvement plan reported to the General Manager and used to inform future budgets	Actions and efficiencies will now be taken from the NSW Auditor General's reports on local government (yearly and subject reports).	n
17.2.2	Review and implement operational efficiency opportunities		Consideration of actions and efficiencies from the activities identified in the Fit for Future improvement plan reported to the General Manager and used to inform future budgets	Actions and efficiencies will now be taken from the NSW Auditor General's reports on local government (yearly and subject reports).	n
17.2.3	Undertake testing of Council's business continuity plan	COVID‑19 became an emergency pandemic in this quarter and a sub-plan for the Business Continuity Plan - Emergency Pandemic (COVID‑19) - was created with BCAPs (Business Continuity Actions Plans) for all business units in Council. This real-life situation will create a real-life testing of this sub-plan and its BCAPs and will inform the review on these documents when we are in the recovery period after the pandemic is over.	Business continuity plan tested and reviewed in December annually	Scenarios for testing are being created, will lead testing in the next financial year and will be a good reference in annual reviewing of the Business Continuity Plan and its sub-plans and BCAPs.	n
17.2.4	Maintain the enterprise risk management system	The Risk Management System is currently in a holding phase while Council engages with a Consultant.	Annual review of the corporate risk register and report to Council via the Audit and Risk Management Committee	Register currently being reviewed by Consultant.	n
			Compliance reporting quarterly to Directors	Register currently being reviewed by Consultant. Report to directors will be prepared at the finalisation of the Consultants review and recommendations.	n
			Deliver an internal audit program based on corporate-risk issues, with reports on progress against the program made to Council on a quarterly basis	The internal audit program is provided to Council on a quarterly basis through its Audit and Risk Management Committee.	n
			Annual report from the Audit and Risk Management Committee in April annually	Due in Quarter 4.	n
17.2.5	Provide financial reporting with reference to the long-term financial plan and the delivery and operational plan requirements	September quarterly review presented to Council in November 2019. December quarterly review went to Council meeting in February 2020. March quarterly review will go to Council in May 2020. Annual statements lodged with OLG by due date of 31 October 2019.	Quarterly reports presented to Council within two months of the end of each quarter	Sep and Dec quarterly reports submitted on time.	n
17.2.5			Annual financial statements finalised by November	Statements lodged prior to 31 October deadline.	n
17.2.6	Implement information technology strategy initiatives	There has been a focus over the last 3 months on strengthening Council's cyber security position, implementing the base requirements for O365 email and MDM and reviewing core enterprise applications against the draft Digital Strategy (Gap analysis). Supporting these high-level roadmap programs have been a number of large operational projects such as hardware refreshes for production/DR infrastructure, NAR and security roles cleanup (complete), aerial imagery refresh and application implementations (MEX and Promaster).	Records system integration with land and property system	Authority NAR and Security/Access review and cleanup was completed in March 2020 as a precursor to this work. Gap analysis and systems selection/road map path to be completed mid may for this to proceed. Will not be completed this financial year.	n
			Prepare cybersecurity plan and undertake annual assessment	Penetration testing completed. Road map for key elements of the Essential 8 currently being implemented with a number of best practice security changes being made prior to December 2019. Base work for O365, as a precursor to mobile device management (MDM) and multi-factor authentication (MFA) completed March 2020.	n
			CCTV network review and systems-improvement plan	Currently engaged with internal stakeholders to identify the core issues with the network. Conversations started with external suppliers to begin current state review aimed at underpinning recommendations in March 2020. Site and technology audit completed March 2020.	n
			Develop updated digital services and smart city plans to align resident services to expectations and to ensure Council is prepared for the future	Currently reviewing the draft Digital strategy presented by external consultants with a mind to putting its findings and recommendations into a finalised document that supports OCC strategies. A practical road map is currently under development supported by a systems gap analysis (to be completed mid-May 2020).	n
			Investigate e-planning initiatives and impacts and potential solution design	Currently reviewing the capabilities of the Authority suite as a potential opportunity to provide a quick win for planners and customers. This will be done in conjunction with the larger gap analysis that's dues mid-May 2020.	n
			Customer-relationship management system review	Currently on hold while a full system gap analysis is undertaken.	n
			Telemetry-network review and hardware-refreshment program	Production hosting environment refresh complete. Production and DR backup environments installed and commissioned March 2020. Network review to begin next Financial year.	n
			Develop MyCommunity app to provide 24/7 two-way communication between Council and residents	Currently sourcing suppliers for the draft app.	n

Council Meeting 19 May 2020

Attachment 2 Quarterly Review March 2020

Council Meeting 19 May 2020

Attachment 3 Quarterly Bank Reconciliation March 2020

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Council Meeting 19 May 2020

Attachment 4 Major Works Table March 2020

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Council Meeting 19 May 2020

5.4 Health and Innovation Precinct

RECORD NUMBER: 2019/2235

AUTHOR: Nick Redmond, Manager Corporate and Community Relations

EXECUTIVE Summary

Orange City Council has for some time targeted the health sector as the key economic driver for the city and the region and a significant opportunity for further growth. Council’s support for Ronald McDonald House, Western Care Lodge, the Benjamin Short Grove facility and lobbying for radiotherapy are part of the growth in the sector. A more recent example is Council’s support of the Private Health Precinct development on the former drive-in site.

In 2018 Council was given the opportunity to be involved in a master planning exercise with the NSW Department of Planning and Environment to encourage further growth in the sector and to identify opportunities and constraints in the Bloomfield precinct. The Department of Planning committed $50,000 to the study and Council $30,000. The master planning opportunity was reported to Council in May 2018.

This report seeks a resolution of Council to exhibit the attached draft Health and Innovation Precinct Masterplan.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “12.2 Prosper - Support innovative industry sectors”.

Financial Implications

Nil at this stage but as the masterplan is adopted and rolled out, costings, further studies and collaborations will be considered.

Policy and Governance Implications

Nil

Recommendation

That the draft Health and Innovation Precinct Masterplan be exhibited for 28 days.

further considerations

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


Image and Reputation	The health sector is the largest employer in the city and as such there may be a heightened level of interest in this masterplan.
Political	Orange City Council has raised with the NSW Government the issue of the establishment of an activation precinct around existing health services in south Orange. The finalisation and adoption of the masterplan will give impetus to this activation.

Environmental	Current zones and potential re-zonings will be an important consideration post adoption of the masterplan.
Stakeholders	Significant stakeholder engagement was undertaken for the development of the draft and those stakeholder will be re-engaged.

SUPPORTING INFORMATION

The vision for the precinct is as follows:

Capitalise on the significant opportunities to develop complementary health services and life sciences education and research around the existing Orange Health Service Public Hospital and Orange Agricultural Institute and GATE precinct, by broadening the services available, enabling business synergies and improving community access to education and research services.

Key opportunities identified include the following:

· Health Care: With a growing and ageing population, opportunities across all health care sectors inclusive of mental health services will continue to provide growth opportunities.

· Activate Forest Road and strengthen it as a main street destination connecting the internal road system within the Bloomfield Hospital precinct to the centre of Orange and the southern suburbs, through creation of commercial, public accommodation linking the educational and health precincts through activity hub.

· Strengthen public transport connection to the railway station through provision of a potential more frequent free bus service for students, senior and access impaired users, as well as new footpath connections.

· Capitalise Heritage buildings with heritage walks and possible re-purposing as commercial accommodation.

· Support the growth of Orange Health Precinct as a medical and educational precinct, as well as enhance the vitality of Orange’s Central Region, through creation of a larger but contained precinct of mixed uses, including retail, commerce, residential, sports and culture, to create a main street destination centred around Forest Road and support its educational facilities and community infrastructure that extends Orange’s City Centre.

The Design Outcome shown below provides the location of the Research and Innovation Precinct and the Integrated Health Research and Development Precinct allowing for a strong link between the tertiary education organisations and also a close relationship between the Orange Hospital and the Integrated Health Research and Development Precinct.

This master planning outcome also allows for a general residential area and a generous land zoning for general recreation open space.

Hames Sharley, the author of the draft, engaged MacroPlan to undertake an economic assessment of the existing and future market conditions for private sector-based health services around the Orange Health Precinct at Bloomfield. The full report is included in the attachment.

Key findings are as follows:

· The potential resident catchment contains around 368,800 persons, including 158,650 persons in the primary catchment (including the suburb of Orange).

· The primary catchment is projected to increase by 19,300 persons by 2036, to reach 177,950 persons - the total catchment is projected to increase to 389,200 by 2036.

· The catchment population has a younger age profile compared with ‘Rest of NSW’, with a higher than average proportion for residents aged 0 – 39 years of age, and a lower proportion age 60 years or older.

· The catchment area has a shortage of medical / health related professionals relative to population need (particularly the primary catchment area), with around 60 health/medical professionals per 1,000 residents (compared with 150 across the ‘Rest of NSW’ and 126 ‘nationally’).

· The provision of general practice medical services is below the ‘Rest of NSW’ average, as is the provision of pathology, dental and other allied health services.

· Overall, demand for GPs and Allied Health services is expected to increase by approximately 12% in the primary catchment by 2036.

· Having regard to future supply additions over the next five years (104 beds from the Orange private hospital), there will still be additional demand for 120 to 230 private hospital beds.

· MacroPlan envisage that some of the total floor space should be dedicated to teaching, training and research; as well as can be used for the clinical training and non-clinical training of medical professionals.

The attached report also includes a section on benchmarking which provides an insight it to what can be achieved in such a precinct. While the draft outlines growth opportunities more detail will be needed in subsequent studies. A number of land issues will need to be resolved. The merger between the Ex-Services and Wentworth clubs has resolved one such issue.

The draft masterplan is consistent with the Activate Orange strategy.

The strategy contained the following:

Council had expressed interest in having the precinct designated as an Activation Zone. Activation Zone designation would ensure that potential investors into the zone would benefit from a coordinated approach to land use and infrastructure planning and have the best access to NSW Government incentives.

Special Activation Precincts are being put forward by the NSW Government as part of the $4.2 billion Snowy Hydro Legacy Fund.

The Department of Planning, Industry and Environment has developed an Explanation of Intended Effect (EIE) on a proposed State-wide framework for the Activation Precincts State Environmental Planning Policy (SEPP) – to simplify and streamline planning processes in Special Activation Precincts.

According to the EIE:

Special Activation Precincts (SAPS) are strategic locations of State or regional significance that enable economic development and jobs creation through improved coordination of land use and infrastructure planning, land acquisition and investment in enabling infrastructure.

These key locations will be identified by Government having regard to:

· Alignment with economic enablers in A 20 Year Economic Vision for Regional NSW;

· Presence of market failures;

· Catalyst opportunities or key infrastructure projects;

· Growth opportunities for industry specialisation and emerging industries;

· Projected population and jobs growth, and the benefits to the community; and

· Alignment with Federal, State and local government plans and policies.

Sites in Parkes and Wagga Wagga have been identified as SAPS. The Wagga Wagga Special Activation Precinct focusses on the inland rail and advanced manufacturing, agribusiness, and freight and logistics. Parkes focuses on the Inland Rail project and improved freight logistics.

Special Activation Precincts contain five core components:

Government-led Studies

These studies are strategic environmental and planning technical reports to help identify the most suitable and compatible land uses and the infrastructure required, along with identifying site opportunities and constraints for the Precinct. Market analysis and economic forecasts will help identify industry specialisations.

Fast track planning

A bespoke planning instrument will allow for simplified planning processes for development within the Precincts. This will reduce timeframes for obtaining approvals and provide certainty and confidence to businesses and the community.

Government-led development

The NSW Government may coordinate land activation where master planning and a business case justify Government investment. This will enhance development and investment in the Special Activation Precincts, as well as supporting industry specialisation required through land amalgamation.

Infrastructure investment

Infrastructure investment may be required to assist in removing barriers to development or investment. In some circumstances, Government may lead infrastructure investment as a catalyst for economic growth. Infrastructure may include traffic and transport infrastructure, essential services and utilities digital connectivity and - and other site-specific infrastructure.

Business concierge

A business concierge service will actively manage Precinct investor support. This support will include project management, industry investment, infrastructure delivery, environmental regulation, planning and certification.

In October the NSW Government sought comment on the initiative and Council formulated a submission.

While the draft masterplan for the site is an important step to support activation other elements post adoption will include:

· A land use table and Principal Development Standards

· Design Guidelines

· A Delivery Plan

Attachments

1 Orange Health and Innovation Draft Masterplan, D20/25430 ⇩

Council Meeting 19 May 2020

Attachment 1 Orange Health and Innovation Draft Masterplan

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Council Meeting 19 May 2020

5.5 The Springs; an Aboriginal and non-Aboriginal Fringe Camp located in South Orange - Conservation Management Plans and future directions for the site.

RECORD NUMBER: 2020/703

AUTHOR: Alison Russell, Community Museum and Heritage Manager

EXECUTIVE Summary

Orange City Council received funding from the NSW Office of Environment and Heritage - Heritage Near Me Strategic Project in 2018. The project aims were to complete an Archaeological Assessment including historical research, a Heritage Study, Conservation Management Plan which guided the preparation of Heritage Landscape Plan for the Aboriginal fringe camp, known as the ‘Springs’ located on the outskirts of Orange on a travelling stock route near Hawke Lane and Shiralee Road.

This report provides Council with an overview of the outcomes to date and future planning for ‘The Springs’ area.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “4.4 Live - Celebrate and conserve the diverse cultural heritage of the urban, village and rural communities”.

Financial Implications

Nil

Policy and Governance Implications

Nil

Recommendation

That Council resolves that The Springs; an Aboriginal and non-Aboriginal Fringe Camp located in South Orange – Conservation Management Plans and Future Directions for the site be placed on public exhibition for community comment.

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

Background

‘The Springs’ camp area, located on the outskirts of Orange, is situated on a travelling stock reserve that is currently managed and maintained by Orange City Council as a passive recreation area for bike riders and walkers. Travelling Stock Reserves are situated on Crown Land and often followed ancient Aboriginal walking tracks.

The discovery of flaked stone artefacts at ‘The Springs’ in 2010 indicates that the site was used as a camp in pre-contact times.

‘The Springs’ was occupied by Aboriginal and non-Aboriginal families during the early decades of the 20^th century until it was cleared by the Council in c1936 and represents a significant area of cooperation between communities. Located 5km south of the city of Orange, the old settlement site is important to many Aboriginal families throughout the Central West of NSW who had people once living there. The site contains remnants from the original 20^th century settlement including historic hut foundations and other moveable heritage items.

Identified in a previous study by Michael Bennett in 2016, there was a presence at ‘The Springs’ as early as the late 19^th century. The origins of the camp are unknown, but it is likely that some of the non-Indigenous residents were itinerant workers forced onto the road by the Great Depression. ‘The Springs’ was a good place to live as it had a permanent water supply. Residents supported themselves by picking cherries and blackberries for local farmers and the population of the camp swelled during the picking season in August and September.

Aboriginal residents of The Springs, who mostly lived in tin shacks and tents, included members of the Monaghan and Carberry families who came from Erambie, Yass, Gundagai and the Lachlan River were all part of extensive Wiradjuri kinship networks. – Bennett 2016

In February 2018, a power line installed from the City of Orange to Cadia Valley Operations disturbed the bluestone footings of one of the hut foundations at ‘The Springs’. Community response to this indicated that ‘The Springs’ site is vulnerable and required safeguarding for the future.

Heritage Near Me Strategic Program Grant

The local Aboriginal community, Orange City Council and other community stakeholders recognise that ‘The Springs’, an Aboriginal and non-Aboriginal fringe camp of the 1920s-30s, is an important heritage site and needed better documentation and management to sustain its value and significance into the future.

Funding was successful in 2018, to develop a series of plans to manage, conserve and interpret not only the European history but Aboriginal Cultural Heritage of ‘The Springs’.

These documents will ensure the tangible cultural heritage of ‘The Springs’, including artefacts, archaeological sites, scarred trees and hut foots are conserved. An overview of these documents is listed below.

1 Archaeological Assessment, Heritage Study

A trained Archaeologist (Ozark Environment and Heritage – Dubbo) was engaged to undertake archival research, archaeological assessment and develop a heritage study of the site. This body of work informed the development of a Conservation Management Plan (CMP).

2 Conservation Management Plan

The CMP identified the heritage values and significance of ‘The Springs’ and provides policies and strategies for the effective conservation and management of those values and associated significance.

Two zones have been devised to embody what is known about the possible extent of ‘The Springs’:

Inner zone: This zone is limited to the Hawke Lane TSR where it is most-likely that the settlement comprising ‘The Springs’ was located. This determination is made due to:

· The inner zone includes what little archaeological evidence there is for the existence of dwellings

· The population at ‘The Springs’ was relatively low, with records of up to thirteen families at one point and therefore they are more likely to have lived in a confined area together, in close proximity to the creek line (Rifle Range Creek). In his study of camp settlements across NSW, Kabaila (1999) notes that households tended to form clusters where there was ‘social harmony’ and members from the same families were living. This would indicate that the settlement was not spread out

· The inner zone is adjacent to the area where the soak and spring is assumed to have been located enabling water to be obtained. A good water supply was noted in the oral traditions of the settlement.

Outer zone: This zone includes the area where oral tradition holds that ‘The Springs’ was located. This includes areas to the north where the rifle range is located and along Rifle Range Creek. However, it is unlikely that people lived on or close to an active rifle range and there is little evidence of archaeological remains outside of the inner zone. (OzArk Environment & Heritage)

Specific conservation policies have been formulated to guide the management, use, interpretation and maintenance of ‘The Springs’. The policies are categorised under the following headings:

6.4.1 Land use

6.4.2 Landscape maintenance

6.4.3 Interpretation

6.4.4 Archaeology

3 Heritage Landscape Plan

A Landscape Architect (Sala4d) was engaged to work with the Archaeologist, Aboriginal Community and stakeholders to prepare a Heritage Landscape Plan for the site. The heritage landscape plan provides concept plans for retaining the heritage significance of the site, planned spaces, connectivity, heritage interpretation and infrastructure for the ongoing conservation and future use and management of ‘The Springs’ site.

The Heritage Landscape Plan delivers a staged schedule of projects that Council can use for planning works. A list of components for the implementation of the Plan has been itemised with associated cost estimates and are set out in 3 stages, these are:

Stage 1 – Land Management Policy

Stage 2 – Creek line and bushland restoration

Stage 3 – Interpretation and connectivity to ‘The Springs’.

All components of the Heritage Landscape Plan play an important role in the interpretation and conservation of ‘The Springs’. The interpretation strategy offers an opportunity to tell the story of previous residents of The Springs.

Key elements of Stage 3 - The Interpretation Strategy include:

· Interpretive sculptures providing understanding of ‘The Springs’ as a settlement;

· Other interpretive elements such as silhouettes

· Totem Pole sculpture providing a strong visual link to Wiradjuri culture;

· Provision of a new boardwalk over the Soak area to provide compliant access;

· A Keeping Place for Wiradjuri culture;

· Linking pathways to town and the health precinct, providing an opportunity for interpretation of the routes residents of The Springs used to take - formalisation of access and the provision of such paths will provide valuable linkages and opportunities for sharing and understanding of Aboriginal cultural heritage throughout the community.

· Picnic areas and seats to provide basic park amenity

· Interpretation Strategy

· rehabilitating the natural environment, providing access to country

· wayfinding and information signage;

· public art

· thought-provoking phrases in the footpath, to use family names of residents at ‘The Springs’,

· Interpretive silhouette artworks placed appropriately in the landscape to allow people to appreciate how people lived at ‘The Springs’ and their connection to county and the community. Silhouette designs may include:

o children stepping over the creek;

o woman hanging laundry;

o school child with a bicycle; and,

o Wiradjuri man keeping lookout at the top of the hill near the dam.

It is important to note that Aunty Joyce Williams’s visit to the ‘The Springs’ in 2019 clarified off site locations and connections to the town centre and other areas of Orange, including:

o The fruit market in McNamara Street;

o The Australia Cinema;

o Original site of St Joseph’s Convent; and,

o The site of the old dump on Forest Road (TAFE campus) – where many resources for building were found.

Community Engagement

Orange City Council has previously worked with the local Aboriginal community to develop the Orange Aboriginal Social Development Plan in 2014. The Aboriginal community identified that public recognition and higher visibility of Aboriginal culture in Orange is a priority and that Aboriginal sites in the region can provide opportunities for meaningful interpretation of Aboriginal history and voices.

The project consulted with family descendants, past residents of The Springs, Aboriginal Elders, the Orange Local Aboriginal Lands Council and other stakeholders to identify the significance of The Springs.

An oral history was conducted with Aunty Joyce Williams, one of the last surviving residents who grew up at The Springs.

Aunty Joyce Williams at ‘The Springs” 2019

The consultation process indicated the community highly values ‘The Springs’ in its entirety as a very special place which has significant remnant vegetation and cultural significance, but that is also quiet and calm in the midst of a growing city. The community expressed a desire for ‘The Springs’ to provide basic park amenity such as paths and seats but also interpretive information about the history of the site, its natural environment and its significance as Wiradjuri country.

The community values led to a number of guiding principles for the design of the landscape plan, they are:

• Culture: Provide opportunities to practice culture

• Regenerate: Regenerate the natural environment

• Connect: Provide an ability to connect with country

• Amenity: Provide basic park amenity

• Place: Maintain sense of place & let the land speak for itself

• Interpret: Provide interpretive information

Future planning and where to next

‘The Springs’ Heritage Landscape Plan will be the guiding plan for investment by Council in ‘The Springs’ and its environs, to cater for the existing and future needs of the community, to understand the historical context of the site and any future development of Shiralee Village, the nearby Orange Health/Bloomfield Precinct. The Plan is a synthesis of existing planning work and community consultation within a holistic design context.

This project will raise awareness of Aboriginal cultural heritage in the region, and ensure that the heritage and history of ‘The Springs’ area is conserved for the future. These documents provide a well-designed green space where the significant Aboriginal and non-Aboriginal values of the region can be respected, shared and conserved.

Many parts of the Heritage Landscape Plan are dependent upon sourcing funds through grant applications. This will assist Council in prioritising works and applying for State and Federal grant applications. Many components of the Plan such as the Aboriginal cultural and learning centre will require further consultation with the Aboriginal Community.

The delivery of the landscape plan has been costed into:

· Land Management Policy;

· Creek line and bushland restoration; and

· The Springs (cultural and amenity provision)

This project will provide important social, community, Aboriginal and non- Aboriginal heritage, tourism and educational benefits. It is recommended that the Archaeological Assessment and Heritage Study, Conservation Management Plan and the Heritage Landscape Plan be placed on public exhibition for community comment and a report be brought back to Council on the outcomes.

Attachments

1 The Springs - OzArk Archaeology and Heritage Study - Updated 16 March 2020, D20/3538 ⇩

2 The Springs - OzArk Conservation Management Plan, D20/3542 ⇩

3 The Springs - Sala4d - Heritage Landscape Plan, D20/14940 ⇩

Council Meeting 19 May 2020

Attachment 1 The Springs - OzArk Archaeology and Heritage Study - Updated 16 March 2020

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Council Meeting 19 May 2020

Attachment 2 The Springs - OzArk Conservation Management Plan

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Council Meeting 19 May 2020

Attachment 3 The Springs - Sala4d - Heritage Landscape Plan

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Council Meeting 19 May 2020

5.6 City Entrance Sign Conceptual Design

RECORD NUMBER: 2020/755

AUTHOR: Nigel Hobden, Manager City Presentation

EXECUTIVE Summary

Council is working towards developing and constructing an engaging uniquely identifying entrance sign to the City for major roads leading to the City. The first sign is to be built at the intersection of the Northern Distributor Road and the Mitchell Highway on the eastern approach and within the triangle created by the intersection.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “5.1 Live - Engage with the community to ensure facilities and programs meet changing lifestyle and social needs”.

Financial Implications

Nil

Policy and Governance Implications

Nil

Recommendation

That the report by the Manager City Presentation on the City entrance signage be acknowledged.

further considerations

SUPPORTING INFORMATION

Council has engaged the services of Moir Landscape Architecture to develop and design a construction specification for a City Entrance sign that can be initially installed within the triangle created by the intersection of the Northern Distributor Road (NDR) and the Mitchell Highway on the eastern approach to the City. The design style can then be transitioned to meet requirements of scale and size to suit other major roads leading to the City with specific locations to be selected.

As Council would be aware, the triangle created by the intersection of the NDR and Mitchell Highway on the eastern approach to the City has naturally occurring asbestos and as such the sign will need to be constructed by importing and mounding earth to suit the proposed footing and landscaping treatment to complement and enhance the sign.

Looking to source and use natural materials for hard landscape works, the wall is proposed to be constructed from bluestone (sourced from Council stockpiles), landscape features such as the boulders will be sourced locally to reflect the volcanic origins of the landscape. The actual sign will use Council’s corporate font laser cut into Corten steel sheeting. The Corten steel will be fabricated into a box and using LED lighting, the letters of the word ORANGE, will be illuminated from within the box. Using LED lighting Council will have the ability to change the lighting colour to mark special events for example; Daffodil Day – the letters of ORANGE could be illuminated in yellow, for Pink Ribbon Day – pink, at other times the letter could be lit in orange.

Behind the sign it is proposed to install flag (or banner) poles upon which flags of different designs throughout the year can be flown. For example in Autumn the flags could showcase the vibrant colours of autumn in leaf shapes, spring – colourful blossoms, FOOD week – food and culture, Wine week – grapes and wine. These designs are to be developed by Council’s Graphic Design team with the banners able to be changed on a regular basis to reflect the many events and changing seasons of Orange.

Works on landscape treatment and infrastructure elements will commence in May 2020 with the sign to be installed in first quarter of 2020-2021 year.

Artist impressions of the proposed signage

Council Meeting 19 May 2020

Duntry League - Request For Assistance

5.7 Works/Contributions in kind for Duntryleague Golf Course

This item was withdrawn.

Council Meeting 19 May 2020

6 Closed Meeting - See Closed Agenda

The Chief Executive Officer will advise the Council if any written submissions have been received relating to any item advertised for consideration by a closed meeting of Orange City Council.

The Mayor will extend an invitation to any member of the public present at the meeting to make a representation to Council as to whether the meeting should be closed for a particular item. In accordance with the Local Government Act 1993, and the Local Government (General) Regulation 2005, in the opinion of the General Manager, the following business is of a kind as referred to in Section 10A(2) of the Act, and should be dealt with in a Confidential Session of the Council meeting closed to the press and public.

Recommendation

That Council adjourn into a Closed Meeting and members of the press and public be excluded from the Closed Meeting, and access to the correspondence and reports relating to the items considered during the course of the Closed Meeting be withheld unless declassified by separate resolution. This action is taken in accordance with Section 10A(2) of the Local Government Act, 1993 as the items listed come within the following provisions:

6.1 EOI - Loan Borrowings Confidential

This item is classified CONFIDENTIAL under the provisions of Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to (c) information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.

6.2 Regional Express Request for Deferred Debtor

Council Meeting 19 May 2020

6.1 EOI - Loan Borrowings Confidential

RECORD NUMBER: 2020/709

AUTHOR: Julie Murray, Financial Accountant

Reason for Confidentiality

Council Meeting 19 May 2020

6.2 Regional Express Request for Deferred Debtor

RECORD NUMBER: 2020/751

AUTHOR: Ian Greenham, Director Technical Services

Reason for Confidentiality

Council Meeting 19 May 2020

7 Resolutions from closed meeting

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

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

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

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

	30/04/2020	31/03/2020
General Fund	59,821,072.77	68,273,416.06
Water Fund	59,290,632.67	57,956,395.45
Sewer Fund	51,639,567.34	51,938,914.16

Total Funds	170,751,272.78	178,168,725.67

	30/04/2020	31/03/2020
Externally Restricted
- General Fund	25,337,690.84	26,803,990.93
- Water Fund	59,290,632.67	57,956,395.45
- Sewer Fund	51,639,567.34	51,938,914.16
- Auspiced	1,702,428.42	1,702,428.42
Internally Restricted	16,208,553.16	16,248,071.33
Unrestricted	16,572,400.35	23,518,925.38
Total Funds	$170,751,272.78	$178,168,725.67

Term to Maturity Allocation	Maximum	Holding	Remaining Capacity
0 - 3 Months	100.00%	27.39%	72.61%
3 - 12 Months	100.00%	40.73%	59.27%
1 - 2 Years	70.00%	17.32%	52.68%
2 - 5 Years	50.00%	14.55%	35.45%
5+ Years	25.00%	0.00%	25.00%

Credit Rating	Maximum	Holding	Remaining Capacity	Value	Return on Investment
Bank Accounts	100.00%	4.46%	95.54%	$7,617,284.63	0.25%
AAA	100.00%	0.00%	100.00%	N/A	N/A
AA	100.00%	25.62%	74.38%	$43,751,240.00	1.58%
A	60.00%	37.63%	22.37%	$64,250,000.00	1.78%
BBB & NR	40.00%	32.29%	7.71%	$55,132,748.15	1.67%
Below BBB	0.00%	0.00%	0.00%	N/A	N/A

Direction	Adopted Budget	Proposed Variations	Proposed Budget
Collaborate	(27,348,887)	(228,632)	(27,577,519)
Live	14,985,129	1,150,645	16,135,774
Prosper	714,635	1,884,148	2,598,783
Preserve	8,237,907	818,824	9,056,731
Total	(3,411,216)	3,624,985	213,769

Fund	Adopted Budget	Proposed Variations	Proposed Budget
General	(494,693)	3,687,985	3,193,292
Water	(1,067,735)	432,000	(635,735)
Sewer	(1,848,788)	(495,000)	(2,343,788)
Total	(3,411,216)	3,624,985	213,769