ORANGE CITY COUNCIL
Extraordinary Council Meeting
Agenda
31 March 2015
Notice is hereby given, in accordance with the provisions of the Local Government Act 1993 that a Extraordinary meeting of ORANGE CITY COUNCIL will be held in the Council Chamber, Civic Centre, Byng Street, Orange on Tuesday, 31 March 2015 commencing at 7.00pm.
Garry Styles
General Manager
For apologies please contact Michelle Catlin on 6393 8246.
Extraordinary Council Meeting 31 March 2015
In the event of an emergency, the building may be evacuated. You will be required to vacate the building by the rear entrance and gather at the entrance to the car park. This is Council's designated emergency muster point.
Under no circumstances is anyone permitted to re-enter the building until the all clear has been given and the area deemed safe by authorised personnel.
In the event of an evacuation, a member of Council staff will assist any member of the public with a disability to vacate the building
1.1 Apologies and Leave of Absence
1.2 Acknowledgement of Country
2.1 Community Strategic Plan and 2015/19 Delivery/Operational Plan
3 Closed Meeting - See Closed Agenda
1.1 Apologies and Leave of Absence
1.2 Acknowledgement of Country
I would like to show my respect and acknowledge the Traditional Custodians of the Land, of Elders past and present, on which this meeting takes place.
The provisions of Chapter 14 of the Local Government Act, 1993 (the Act) regulate the way in which Councillors and designated staff of Council conduct themselves to ensure that there is no conflict between their private interests and their public role.
The Act prescribes that where a member of Council (or a Committee of Council) has a direct or indirect financial (pecuniary) interest in a matter to be considered at a meeting of the Council (or Committee), that interest must be disclosed as soon as practicable after the start of the meeting and the reasons given for declaring such interest.
As members are aware, the provisions of the Local Government Act restrict any member who has declared a pecuniary interest in any matter from participating in the discussion or voting on that matter, and requires that member to vacate the Chamber.
Council’s Code of Conduct provides that if members have a non-pecuniary conflict of interest, the nature of the conflict must be disclosed. The Code of Conduct also provides for a number of ways in which a member may manage non pecuniary conflicts of interest.
Recommendation It is recommended that Councillors now disclose any conflicts of interest in matters under consideration by the Council at this meeting.
|
TRIM REFERENCE: 2015/792
AUTHOR: Kathy Woolley, Director Corporate and Commercial Services
EXECUTIVE Summary
In accordance with the Integrated Planning and Reporting requirements set out in the Local Government Act 1993, this report presents the draft 2015/16 – 2018/19 Delivery/Operational Plan and the Community Strategic Plan, which has been reviewed and updated and recommends they be placed on exhibition.
At the conclusion of the exhibition period Council will be presented with any submissions and any amendments to these two documents will be determined at the Extraordinary meeting Council has already resolved to hold on 12 May 2015.
A comprehensive review of the Delivery/Operational Plan has been undertaken with a focus on developing clear and concise actions and performance measures to allow the community to better understand Council’s activities over the life of the Plan.
The Community Strategic Plan has been updated, with a comprehensive review of this Plan not required until after the next Local Government election.
The draft documents are presented for placement on public exhibition.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “1.3 Our City - Ensure a robust framework that supports the community’s and Council’s current and evolving activities, services and functions”.
Financial Implications
Nil
Policy and Governance Implications
Council is required to place on public exhibition the draft documents, and seek submissions from the community.
That Council place the draft Community Strategic Plan and draft 2015/16 – 2018/19 Delivery/Operational Plan on public exhibition. |
further considerations
The recommendation of this report has been assessed against Council’s other key risk categories and the following comments are provided:
Service Delivery |
The Delivery/Operational Plan identifies levels of service for the range of Council’s operations. These levels of service are also identified as part of the Asset Management Strategy and Asset Management Plans (Transport, Water, Sewer, Drainage, Buildings, and Public Open Space). The Delivery/Operational Plan identifies the key services Council will deliver over the term of the Plan, and quarterly performance indicators will provide a measure of Council’s performance in achieving these objectives. |
Stakeholders |
The Delivery/Operational Plan identifies key agencies and other groups that are stakeholders in key Council activities. The Plan identifies the range of government agencies that provide advocacy, funding and partnerships to Council. The Community Strategic Plan was developed in consultation with the community, and includes community-developed objectives. The Strategies and Actions set out in the Plan identify how Council aims to meet those objectives. |
SUPPORTING INFORMATION
Community Strategic Plan
A review of the Community Strategic Plan (CSP) has been undertaken with relevant information updated. A major review of the CSP will be undertaken in the next year as required under the Integrated Planning and Reporting framework established by the NSW Government.
Council would be aware that the CSP was developed in conjunction with the community, and resulted in the development of Directions, Objectives and Strategies that form the basis of the CSP. The Delivery/Operational Plan provides the actions to be undertaken in order to achieve those higher level objectives.
Delivery/Operational Plan 2015/16 – 2018/19
OVERVIEW OF FINANCIAL POSITION
Operating Position
The draft Delivery/Operational Plan proposes a surplus consolidated operating position (before capital) of $919K in 2015/16.
The distribution of this across the funds is as follows with the table also showing the draft operating positions in the subsequent 3 years of the Plan:
Fund |
2015/16 |
2016/17 |
2017/18 |
2018/19 |
General |
$48,095 |
$661,520 |
$700,989 |
$770,501 |
Water |
$947,504 |
$776,248 |
$786,988 |
$837,045 |
Sewer |
$87,650 |
$564,561 |
$732,923 |
$816,374 |
CBD |
-$163,356 |
$67,356 |
$84,279 |
$86,246 |
Consolidated |
$919,893 |
$2,069,685 |
$2,305,179 |
$2,510,166 |
The contribution of funds to complete the Robertson Park Stormwater channel takes the CBD Fund into deficit in 2015/16. It is the only year and the only fund in a deficit operating position throughout the life of the Delivery/Operational Plan.
Capital Position
The capital budget will deliver projects with a combined total of $55.4M in 2015/16. This expenditure is distributed across the funds and the expenditure levels over the subsequent 3 years are also shown:
Fund |
2015/16 |
2016/17 |
2017/18 |
2018/19 |
General |
$44,829,119 |
$25,518,981 |
$13,170,115 |
$28,538,736 |
Water |
$8,078,411 |
$25,215,490 |
$15,674,176 |
$1,442,797 |
Sewer |
$2,513,493 |
$5,004,485 |
$5,463,233 |
$2,609,422 |
Consolidated |
$55,421,023 |
$55,738,956 |
$34,307,524 |
$32,590,955 |
A summary of the major capital projects is provided in a subsequent section below and a full list of capital expenditure is included in the financial summary section of the Delivery/Operational Plan.
Funding Sources
Funding for the projects Council is proposing comes from Council’s own funds, grants and loans. Council has already approved in previous years the following loans:
LOAN - PRINCIPAL OUTSTANDING - 25 FEBRUARY 2015 |
|||||||
COST CENTRES |
LOAN NO |
INSTITUTION |
LOAN AMOUNT |
DRAWN DOWN |
INTEREST RATE |
TERM (YRS) |
PRINCIPAL OUTSTANDING |
|
|
|
$ |
|
|
|
$ |
ANZAC PARK / DISTRIBUTOR ROAD |
4000 |
NAB |
7,000,000 |
Sep-09 |
6.46% |
10 |
3,683,529 |
AIRPORT EXPANSION |
4001 |
NAB |
3,000,000 |
Nov-12 |
5.48% |
10 |
2,521,386 |
REGIONAL WASTE FACILITY |
6000 |
ANZ |
8,000,000 |
Nov-12 |
5.96% |
20 |
7,554,098 |
SPRING CREEK DAM |
7000 |
CBA |
5,200,000 |
Jun-06 |
6.47% |
10 |
1,007,895 |
DISTRIBUTOR ROAD |
8000 |
WBC |
2,800,000 |
Jun-06 |
6.40% |
10 |
541,053 |
DISTRIBUTOR ROAD / AIRPORT EXTENSION |
8164 |
WBC |
5,015,000 |
Jun-05 |
6.02% |
10 |
328,153 |
DISTRIBUTOR ROAD,WASTE SERVICES, SPRING CREEK DAM |
8811 |
WBC |
5,000,000 |
Mar-07 |
6.45% |
10 |
1,415,746 |
Southern Suburb (LIRS Program) |
T.B.A. |
7,700,000 |
May-15 |
T.B.A. |
10 |
7,700,000 |
|
Southern Feeder Road / Airport Expansion |
T.B.A. |
4,641,000 |
May-15 |
T.B.A. |
10 |
4,641,000 |
|
|
TOTAL |
$48,356,000 |
LOAN PRINCIPAL OUTSTANDING |
$29,392,860 |
A new loan is proposed for the 2015/16 year of $3.5M for works associated with the next stage of the Southern Feeder Road.
Where appropriate, and with Ministerial permission, Council operates an internal borrowing facility to assist in funding its capital expenditure program. In 2015/16 Council intends to establish two internal loans in commercially sensitive projects that have revenue streams to repay the loans over time. Council has been briefed on the internal loans for these projects at the budget briefing held on 24 March 2015.
The 2015/16 Debt Service Ratio – estimated at 6.6% inclusive of the additional $3.5M new loan - is well below the 10% DSR ratio resolved by Council, indicating Council has a high level capacity to repay borrowings.
Assets Renewal
As part of Council’s ongoing commitment to the sustainable replacement and upkeep of the City’s infrastructure, Council’s Delivery / Operational Plan provides for an average annual allocation of $6.7M towards the renewal of the City’s infrastructure over the Plan’s four year period.
Additionally, substantial work has been done in the Long Term Financial Plan to model an average over the 10 years of that Plan to deliver an average of $4M in assets renewal budgets for the decade the Plan contemplates. This creates a long range financially sustainable position for the Council that factors assets management as a principle driver in expenditure prioritisation.
INCOME in 2015/16
A summary of the major areas of income is provided below with a total income of $113.9M projected for 2015/16.
Assumptions used in projecting this income are:
· The rate pegging increase as determined by Independent Pricing and Regulatory Tribunal (IPART) of 2.4%
· The majority of fees and charges have been increased by 3% for the 2015/16 year. Those fees increased at an amount other than 3% generally fall into one of the following categories
o The fee has been set by specific statutory or legislative requirement, and Council is obliged to implement the new fee or charge
o Where the cost of providing the service or good has exceeded 3%
· Increases in Water and Sewer fees and charges are:
Fund |
2015/16 |
2016/17 |
2017/18 |
2018/19 |
Water |
9% |
3% |
3% |
3% |
Sewer |
7% |
7% |
3% |
3% |
· Increased waste fees as adopted by Council in accepting the new contract which applies from April 2016 have been applied.
· In addition to the legislative requirement to provide a pensioner rebate, Council provides an additional voluntary pensioner rebate. To be eligible to receive the 10% additional voluntary pensioner rebate, the applicant must have been an “eligible pensioner” (as defined in the Local Government Act and Regulations) and owned the premises for which a rebate is being claimed, prior to 01 July 2006 (the date applies to both criteria). If either of these criteria are not satisfied, then a 5% voluntary pensioner rebate is granted. The only exception to this criteria is where a pensioner who is currently receiving the 10% rebate, sells their residence and then purchases (and occupies) a new residence within a “reasonable time of the sale”, is entitled to retain their 10% rebate. This rebate is only applied to Rates and Domestic Waste Charges. For 2015/16 the additional voluntary rebate will cost Council around $340,000.
EXPENDITURE in 2015/16
A summary of the major areas of expenditure is provided below. Total expenditure is $87M in 2015/16.
Employee costs - $32.6M in 2015/16
· No new unfunded positions have been added in 2015/16
· The compulsory increases of 2.7% in salaries from Local Government Award-based salary rises
· Compulsory 9.5% increase to superannuation contributions is included.
Materials and contracts - $25.5M in 2015/16
Significant expenditure areas in materials and contracts include:
- Building and surround maintenance - $1.8M
- Icely Road filter plant - $640
- Fuel - $660K
- Vehicle scheduled maintenance - $530K
- Child care assistance - $530K
- Motor vehicle services - $119K
- Core IT applications software - $460K
- Network software - $121K
- Tourism Services Contract - $420K
- Fire and Rescue NSW contribution - $360K
- Contract linemarking - $206K
- NSW Rural Fire Service contribution - $211K
- Pound operations - $284K
- Security Services - $125K
- Postage - $115
- Land/property valuations - $111K
- Jobs creation - $110K each of the 4 years
- Racing Orange Contribution – 3 years at $100K
- Gallery Exhibitions - $85K
- Recruitment expenses - $65K
- Evocities - $65K in 2015/16 and increasing by $5K each of subsequent years
- SES contribution - $64K
- Sponsored sporting events - $60K
- LGNSW annual subscription - $46K
- Carols by Candlelight - $37K
Obviously there are a raft of smaller costs spread across council’s services.
Depreciation - $16.9M in 2015/16
Donations
The only avenue for Council to assist other organisations financially is in accordance with s356 of the Local Government Act. Where the organisation is operating for its own financial benefit, Council must advertise any offer of financial assistance to seek community comment.
The donations budget comprises the following allocations and budget for 2015/16:
· General Donations - $100K
· Sports Participants Program (National and State representatives) - $14K
· Sporting Facilities - Capital Grants Program - $50K
· Sponsored Events – Major Promotions - $31K
Council placed advertisements in the local paper and wrote to all previous donations applicants for the second year running advising them of the process to complete an application form to seek funding.
The table attached to this report summarises the 80 applications received. The commentary in the table recommends an allocation based on the policy position. The recommended allocations results in:
· General Donations – fully expended
· Sports Participants Program - $750 expenditure only from budget of $14K
· Sponsored events/Major promotions – fully expended
The table does not include the following categories of donations which are not the subject of a request for funding but are rather Council initiatives. As financial assistance is being given to other organisations via these initiatives and, given Council can not delegate the functions to apply any financial assistance under s356 of the Ac, they need to be formally contemplated by Council:
· The proposed gifting of the Orange Regional Conservatorium building contingent upon the Conservatorium using the proceeds of the sale of the site and building to contribute to the costs of a new purpose built Conservatorium as discussed at the briefing on 24 March 2015.
· Waiving of water access fees for existing identified golf clubs and sporting clubs to continue – estimated at $26K p.a. – to be funded from the existing water budget
· Waiving of waste fees for charities – estimated at $15K p.a. – to be funded from the existing waste budget
The last two items are part of an overall assessment of the equity and costs in the longer term review of how Council assists some community organisations with reduced charging which will be considered over the next 12 months.
The budgeted allocation for Donations is shown in a table in the next section.
“Other” Expenses
Council is required to submit its accounts to the Office of Local Government in a prescribed format.
This format includes an item entitled “other expenses”. Council has identified it wants to have information that specifies what is included in the other expenses category. The following table provides this information:
Category |
Proposed 2015/16 $ |
Proposed 2016/17 $ |
Proposed 2017/18 $ |
Proposed 2018/19 $ |
Telephone Charges |
361,769 |
370,133 |
378,689 |
387,433 |
Insurance / Worker's Comp |
1,796,784 |
1,834,748 |
1,874,657 |
1,917,788 |
Donations (only the General Category) |
100,000 |
100,000 |
0 |
100,000 |
Electricity Charges |
3,858,842 |
4,077,334 |
4,180,695 |
4,286,725 |
Gas Charges |
364,007 |
372,391 |
380,964 |
389,735 |
Mayor and Councillor Fees |
261,898 |
267,922 |
274,084 |
280,388 |
Computer Leases |
140,000 |
143,220 |
146,514 |
149,884 |
Regional Library Administration Fee |
1,098,630 |
1,123,898 |
1,149,748 |
1,176,192 |
Other |
103,505 |
115,882 |
108,316 |
110,821 |
Total Other Expenses |
8,085,435 |
8,405,528 |
8,493,667 |
8,798,966 |
Only the general donation component of the overall 4 donation categories sits in the “other” expense area. The other components for the two sporting categories and the sponsorships/major promotions reside in allocated budget areas. The ongoing donations allocations in all donations areas is:
Category |
Proposed 2015/16 |
Proposed 2016/17 |
Proposed 2017/18 |
Proposed 2018/19 |
General Donations |
100,000 |
100,000 |
0 |
100,000 |
Sports Facility grants |
50,000 |
50,000 |
50,000 |
50,000 |
Sports Participation program |
13,900 |
13,900 |
13,900 |
13,900 |
Sponsorships/major promotions |
30,900 |
31,611 |
32,338 |
33,082 |
Council will note that the donations allocation in the General Donations section of the table is $0 in 2017/18. This is due to the resolution of Council made on 6 November 2014, which was as follows:
5.3 Racing Orange - Amendments to Delivery of Capital Program TRIM Reference: 2014/1969 |
RESOLVED - 14/1015 Cr K Duffy/Cr J Hamling That: 1 Given the advice from Racing Orange that they were unable to expend funds in the 2013/14 year, the funding allocation of 4 x $100,000 as previously resolved by Council be allocated for years 2014/15 through to 2017/18; 2 Council allocate in the 2017/18 budget $100,000 to be funded from the existing donations budget. |
Capital program – major projects
Over the 4 years of the Delivery/Operation Plan a total capital spend of $178M is proposed.
In 2015/16, a $55.4M budget for capital projects is proposed including the following major projects – noting that some projects are subject to securing funding and some are over a number of years:
· Roads – $20.3M including $11M for the Southern Feeder Road
· Airport infrastructure - $3.5M
· Parks and Gardens - $2.3M
o Potential upgrades to Wade Park (subject to funding)
o 3 x $100,000 p.a. allocated to the Lake/Mount Canobolas precinct from 2016/17
· Footpaths
o $500K in 2015/16, then $100K p.a. for subsequent 3 years
o Following feedback from all councillors overall a sustained period and at budget briefing sessions, this item has been added
o It is noted that a planned CBD refurbishment project mooted for 2016/17 may include up to $1M for new/replacement footpaths to augment the initiative
· Kerb and Gutter – 4 x $100K p.a.
· Cycleways
o Grant funding maximising council’s contribution has created a $2.7M (inclusive some in-kind contributions as well as cash contributions from Council) program over 3 years
o Contribution to cycleway/human powered vehicle infrastructure at Gosling Creek of $300K
· Future Land Development – this includes funding for the purchase of strategically significant properties and sales of Council properties including land on the market in Narrambla and Kearney’s Drive.
· Orange and Central Tablelands pipeline project - $35.8M over three years from 2015/16
· Water mains extension/realignment program - $300,000 each of the 4 years
· Water mains renewal program - $300,000 each of the 4 years
· Southern Suburb water augmentation - $6.2M in 2016/17 and 2017/18
· Robertson Park Stormwater Channel Renewal - $300K in 2015/16
· Theatre LED lighting upgrade - $700K – subject to funding
· Orange Library refurbishment - $600K over 2 years from 2015/16
· Gallery refurbishment - $148K in 2015/16
· Pedestrian crossing lighting - $175K over the 2015/16 and 2016/17 years
· CBD awning lights replacement - $170K in 2015/16 and 2016/17
· CBD refurbishment/upgrade - $250K in 2015.16 and $5M in 2016/17
· East Orange Channel Widening – McLachlan to Byng - $900K in 2015/16
· Sewer relining program - $700K per annum for each of the 4 years
Future Projects
At the budget briefing sessions Council discussed the longer term planning of major projects to establish priorities to enable the inclusion of these items in the Long Term Financial Plan updates in the future. Many items are included in the Long Term Financial Plan (LTFP) in years beyond the 4 year time frame the Delivery/Operational Plan covers. The LTFP is being presented to Council at this meeting in a subsequent report.
Analysis to date shows a raft of other major projects are within Council’s reach operationally and financially. Finding funding sources are a key for these future projects and can be summarised as follows:
· Capital Surpluses
· Developer contributions
· Reserves
· VPAs
· Additional asset sales
· Grants
· Loans
While a number of these future projects remain commercial in confidence, the following list illustrates the scope of projects that can be identified that Council is contemplating as the basis of further long term capital works. Much of these works will be subject to attracting funding. Further reports to Council via quarterly reviews/future budgets to bring forward any of these prioritised projects if they are able to be progressed and funding identified:
· New caravan park – 4 star
· Southern Feeder Road subsequent stages
· Rectangular playing field construction
· Planetarium – $4.5M option
· Mountain Bikes/Canobolas capital expenditure program
· Showground capital expenditure program
· Woodward St./Elephant Park / Emus development
· Wade Park – Southern grandstand expansion option
· CBD decked car parks
· Towac – multipurpose development
· Gnoo Blas museum /community facility
· Skateparks
· Parks masterplans/open space management
· Post Office Land/Summer Street bridge
· Lucknow and Springhill upgrades
· Bypass
· Tourism strategy initiatives
· Animal facilities
· Wentworth Mine
· Community and Cultural Precinct capital expenditure
1 DRAFT - Community Strategic Plan 2015-25, D15/8455⇩
2 DRAFT - 2015-2019 Delivery Operational Plan, D15/8591⇩
3 2015/16 Donation Submissions Table, D15/7916⇩
4 General Donation Applications 2015/2016 - 1 to 39, D15/7797 (Under Separate Cover)⇨
5 Sports Participants Program Applications 2015/2016 - 1 to 3, D15/7800 (Under Separate Cover)⇨
6 Sponsorships / Major Promotions Applications 2015/2016 - 1 to 20, D15/7799 (Under Separate Cover)⇨
Extraordinary Council Meeting 31 March 2015
2.1 Community Strategic Plan and 2015/19 Delivery/Operational Plan
Attachment 1 DRAFT - Community Strategic Plan 2015-25
2.1 Community Strategic Plan and 2015/19 Delivery/Operational Plan
Attachment 2 DRAFT - 2015-2019 Delivery Operational Plan
Extraordinary Council Meeting 31 March 2015
2.1 Community Strategic Plan and 2015/19 Delivery/Operational Plan
Attachment 3 2015/16 Donation Submissions Table
TRIM REFERENCE: 2015/807
AUTHOR: Kathy Woolley, Director Corporate and Commercial Services
EXECUTIVE Summary
In accordance with the NSW Government’s Integrated Planning and Reporting requirements set out in the Local Government Act, the Resourcing Strategy is presented to Council for placement on public exhibition.
The Resourcing Strategy includes the Long Term Financial Plan, the Workforce Management Plan and the Asset Management Policy and Strategy. These documents, in draft, are attached.
Council has resolved to hold an extraordinary meeting on 12 May 2015 where any submissions will be presented to Council.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “1.3 Our City - Ensure a robust framework that supports the community’s and Council’s current and evolving activities, services and functions”.
Financial Implications
Nil
Policy and Governance Implications
Nil
That Council place the Resourcing Strategy documents (Long Term Financial Plan, Workforce Management Plan, Asset Management Strategy and Asset Management Policy) on public exhibition. |
further considerations
The recommendation of this report has been assessed against Council’s other key risk categories and the following comments are provided:
Service Delivery |
The Resourcing Strategy sets out how Council will deliver the actions in the Delivery/Operational Plan, and includes provision for long-term financial planning, workforce management planning and asset management planning. Levels of service are set out in the asset management planning documents, and have been estimated based on current knowledge and operations. The levels of service will be subject to review when Council undertakes the community consultation for the next Community Strategic Plan, which will take place in 2016. |
SUPPORTING INFORMATION
The Asset Management Policy has been reviewed with only minor formatting changes made. The Asset Management Strategy provides a high level analysis and summary of the Council’s Asset Management Plans (Transport, Water, Sewer, Drainage, Buildings and Open Space).
The Long Term Financial Plan has been updated to cover a 10 year span as required. There has been significant work done on future years planning to capture projects planned in years 5-10 of the Plan. Those in years 1-4 are also included in the Delivery/Operational Plan.
The Workforce Management Plan is required to be a rolling 4 year plan so has been updated with a new year.
1 DRAFT - Long Term Financial Plan 2015-25, D15/8602⇩
2 DRAFT - Workforce Management Plan 2015-18, D15/8458⇩
3 DRAFT - Asset Management Strategy 2015-34, D15/8462⇩
4 FOR EXHIBITION - ST007 - Strategic Policy - Asset Management, D15/7676⇩
Extraordinary Council Meeting 31 March 2015
2.2 Draft Resourcing Strategy
Attachment 1 DRAFT - Long Term Financial Plan 2015-25
Extraordinary Council Meeting 31 March 2015
2.2 Draft Resourcing Strategy
Attachment 2 DRAFT - Workforce Management Plan 2015-18
Extraordinary Council Meeting 31 March 2015
2.2 Draft Resourcing Strategy
Attachment 3 DRAFT - Asset Management Strategy 2015-34
Extraordinary Council Meeting 31 March 2015
2.2 Draft Resourcing Strategy
Attachment 4 FOR EXHIBITION - ST007 - Strategic Policy - Asset Management
ST007 F22
ObjectiveS
To set guidelines for implementing consistent asset management processes throughout the Orange City Council local government area to ensure that Council is able to provide quality infrastructure to the community.
To ensure adequate provision is made for the long-term replacement of major assets, the delivery of new assets and the renewal or upgrading of existing assets that meet service delivery objectives efficiently and effectively by:
· Ensuring that Council’s services and infrastructure is provided in a sustainable manner at agreed levels of service.
· Protecting Council assets including physical assets and employees by implementing appropriate asset management strategies.
· Creating an environment where all Council employees take an integral part in overall management of Council assets.
· Meeting legislative requirements for asset management associated with the requirements of the Integrated Planning and Reporting and the Local Government Act 1993.
· Ensuring resources and operational capabilities are identified and responsibility for asset management is allocated.
· Demonstrating transparent and responsible asset management processes that align with demonstrated best practice.
· Creating a strategic Assets Management framework.
Applicability
This policy applies to the management of Council owned and operated physical assets, and forms part of the Integrated Planning and Reporting Framework included in Council’s Community Strategic Plan and Resourcing Strategy.
GENERAL
Council will:
· Set Asset Management policy and vision.
· Approve the Council Asset Management Strategy Policy and Asset Management Plans and monitor their outcomes.
· Set levels of service, risk and cost standards in consultation with the community.
· Ensure appropriate resources for Asset Management activities, including funding annual service costs, are made available.
Related Policies/Documents
Code of Conduct
Asset Management Strategy
Asset Management Plans
Community Strategic Plan
Delivery/Operational Plan
Long Term Financial Plan
Responsible Area – Corporate and Commercial Services
REVISION |
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|
DATE |
RESOLUTION |
|
DATE |
RESOLUTION |
1 |
20 May 2014 |
14/199 |
6 |
|
|
2 |
March 2015 |
|
7 |
|
|
3 |
|
|
8 |
|
|
4 |
|
|
9 |
|
|
5 |
|
|
|
|
|
All policies can be reviewed or revoked by resolution of Council, at any time. |
SUMMARY OF AMENDMENTS
Amendment Date |
Section/Reference and Amendment |
March 2015 |
Review and update formatting. |
May 2014 |
Major review of document. Update of formatting. |
3 Closed Meeting - See Closed Agenda
The General Manager 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.