ORANGE CITY COUNCIL
Ordinary Council Meeting
Agenda
15 November 2016
Notice is hereby given, in accordance with the provisions of the Local Government Act 1993 that a Ordinary meeting of ORANGE CITY COUNCIL will be held in the Council Chamber, Civic Centre, Byng Street, Orange on Tuesday, 15 November 2016 commencing at 7.00pm.
Garry Styles
General Manager
For apologies please contact Michelle Catlin on 6393 8246.
Council Meeting 15 November 2016
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 breezeway between the Library and Art Gallery buildings. 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
PRESENTATION OF SERVICE RECOGNITION PLAQUES TO COUNCILLORS
3 Confirmation of Minutes of Previous Meeting
3.1 Minutes of the Ordinary Meeting of Orange City Council held on 01 November 2016
4 Notices of Motion/Notices of Rescission
5.1 Recommendations and Resolutions from Policy Committees.
5.2 Outstanding Questions Taken on Notice
5.3 Quarterly Budget Review and Performance Indicators
5.4 Statement of Investments - October 2016
5.5 License for use of shed at Orange Airport by Royal Flying Doctor Service
5.7 Orange Health Service Parking
5.8 Draft Infill Development Guidelines
5.9 Number Plate Recognition Technology
5.11 Tourism industry led entity - Transition board composition
6 Closed Meeting - See Closed Agenda
6.1 Lease Hangar Site R Orange Airport
6.2 Central West Libraries RFID - Tender
6.4 Tender - Airport Runway Micro-Seal
7 Resolutions from closed meeting
1.1 Apologies and Leave of Absence
1.2 Acknowledgement of Country
I would like to acknowledge the Wiradjuri people who are the Traditional Custodians of the Land. I would also like to pay respect to the Elders both past and present of the Wiradjuri Nation and extend that respect to other Aboriginal Australians who are present.
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.
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3 Confirmation of Minutes of Previous Meeting
RECOMMENDATION That the Minutes of the Ordinary Meeting of Orange City Council held on 1 November 2016 (copies of which were circulated to all members) be and are hereby confirmed as a true and accurate records of the proceedings of the Council meeting held on 1 November 2016. |
Attachments
1 Minutes of the Ordinary Meeting of Orange City Council held on 1 November 2016
ORANGE CITY COUNCIL
MINUTES OF THE
Ordinary Council Meeting
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 7.00pm
1 Introduction
Attendance
Cr J Davis OAM (Mayor), Cr K Duffy, Cr R Gander, Cr C Gryllis, Cr N Jones, Cr G Taylor, Cr R Turner
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
1.1 APOLOGIES
RESOLVED - 16/457 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor), Cr A Brown, Cr S Munro, Cr J Whitton for the Council Meeting of Orange City Council on 1 November 2016 and leave of absence granted to Cr Kidd to 7 November 2016. |
1.2 ACKNOWLEDGEMENT OF COUNTRY
1.3 Declaration of pecuniary interests, significant non-pecuniary interests and less than significant non-pecuniary interests
Cr C Gryllis declared a pecuniary interest in item 6.3 in Closed Council (North Orange Traffic) as a Real Estate Agent acting for land adjacent to this site.
1.4 REGISTER OF DISCLOSURES
Council noted the tabling of the Register of Disclosures for 2015/2016.
2 Mayoral Minutes
Nil
3 Confirmation of Minutes of Previous Meeting
RESOLVED - 16/458 Cr R Gander/Cr R Turner That the Minutes of the Ordinary Meeting of Orange City Council held on 18 October 2016 (copies of which were circulated to all members) be and are hereby confirmed as a true and accurate record of the proceedings of the Council meeting held on 18 October 2016. |
THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL ADJOURNED FOR THE CONDUCT OF THE POLICY COMMITTEE MEETINGS AT 7.15PM
THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL RESUMED AT 8.12PM
4 Notices of Motion/Notices of Rescission
Nil
5 General Reports
5.1 Statement of Investments - September 2016 TRIM Reference: 2016/2445 |
RESOLVED - 16/459 Cr K Duffy/Cr C Gryllis 1 That Council receives the Statement of Investments as at 30 September 2016. 2 That Council receives and adopts the certification of the Responsible Accounting Officer.
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5.2 Christmas/New Year Recess TRIM Reference: 2016/2467 |
RESOLVED - 16/460 Cr R Gander/Cr R Turner 1 That Council approves the Christmas close down from Monday 26 December 2016 to reopen Tuesday 3 January 2017. 2 That during the period from 26 December 2016 to 7 February 2017, Council delegate its function to determine development applications and planning matters, with the exception of matters that cannot be delegated under the Local Government Act 1993 or the Environmental Planning and Assessment Act 1979, in circumstances where it is unreasonable to defer consideration of the matter, to the Mayor, Chairperson of the Planning and Development Committee, and the General Manager (so that the General Manager and either the Mayor OR the Chairperson of the Planning and Development Committee, are available to determine matters).
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COUNCIL FOLDER
Council recevied a letter from the Rotary Club of Orange Inc thanking Council for its support for the Orange Community Markets held on 23 October 2016 at the Moulder Park netball courts.
RESOLVED - 16/461 Cr C Gryllis/Cr J Davis That Council express its appreciation to staff members Rachel Butler and Daniel Drum for assistance provided to organisers of the recent Community Markets. |
6 Closed Meeting
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.
In response to a question from the Mayor, the General Manager advised that no written submissions had been received relating to any item listed for consideration by the Closed Meeting of Council.
The Mayor extended an invitation to any member of the public present at the meeting to make a presentation to the Council as to whether the meeting should be closed for a particular item.
** Cr Jones expressed concern about Item 6.3 North Orange Traffic and this item being listed in a Closed Meeting.
RESOLVED - 16/462 Cr R Gander/Cr C Gryllis 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 Sale of part of road reserve - Ophir Road 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 (d)i commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it. 6.2 Lease Hangar Site R Orange Airport 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. 6.3 North Orange Traffic 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. 6.4 Orange City Library - Shelving Tender 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. 6.5 Tender for the Design Development and Construction of the Central Tablelands Regional Water Security Pipeline Project 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. 6.6 Tender for Removal of Carpet and the Supply and Installation of Carpet - Orange Civic Theatre 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. |
The Mayor declared the Ordinary Meeting of Council adjourned for the conduct of the Closed Meeting at 8.19pm.
The Mayor declared the Ordinary Meeting of Council resumed at 8.29pm.
7 Resolutions from Closed Meeting
The General Manager read out the following resolutions made in the Closed Meeting of Council.
6.1 Sale of part of road reserve - Ophir Road TRIM Reference: 2016/2395 |
RESOLVED - 16/463 Cr K Duffy/Cr R Gander 1 That Council sell part of the road reserve adjacent to 62 Ophir Road and 19 Daydawn Place for the sum of $35,000. 2 That the proceeds of sale be allocated to the Land Development Reserve. 3 That approval be granted for the use of the Council Seal on relevant documents. |
6.2 Lease Hangar Site R Orange Airport TRIM Reference: 2016/2474 |
RESOLVED - 16/464 Cr C Gryllis/Cr R Gander That Council defer consideration this report to include in the report the name of the owner of the property and inclusion of a plan identifying Hangar Site R. |
6.3 North Orange Traffic TRIM Reference: 2016/2515 |
Cr C Gryllis declared pecuniary interest in this item as a Real Estate Agent acting for land adjacent to this area. |
In the absence of a quorum, this item will be re-listed for consideration at the next Council Meeting to be held on 15 November 2016. |
6.4 Orange City Library - Shelving Tender TRIM Reference: 2016/2517 |
RESOLVED - 16/465 Cr R Turner/Cr C Gryllis 1 That Council accept the tender from Abax Kingfisher Pty Ltd at a tender price of up to $125,068 (exc GST) for the Supply and Installation of Shelving – Orange City Library taking advantage of benefits to Council. 2 That permission be granted to affix the Council Seal to any relevant document if required. |
Division of Voting |
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Voted For |
Cr J Davis (Mayor), Cr K Duffy, Cr R Gander, Cr C Gryllis, Cr N Jones, Cr G Taylor, Cr R Turner |
Voted Against |
Nil |
Absent |
Cr J Hamling, Cr R Kidd, Cr S Munro, Cr J Whitton, Cr A Brown |
6.5 Tender for the Design Development and Construction of the Central Tablelands Regional Water Security Pipeline Project TRIM Reference: 2016/2536 |
RESOLVED - 16/466 Cr R Turner/Cr C Gryllis That this item be deferred to the next meeting of Council to be held on 15 November 2016.
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6.6 Tender for Removal of Carpet and the Supply and Installation of Carpet - Orange Civic Theatre TRIM Reference: 2016/2555 |
RESOLVED - 16/467 Cr C Gryllis/Cr R Gander 1 That Council declines to accept any of the tenders in relation to the removal, supply and installation of carpet at the Orange Civic Theatre. 2 That Council cancels the proposal to contract for the removal, supply and installation of carpet at the Orange Civic Theatre. 3 That Council conduct a request for quotation process for the removal, supply and installation of carpet at the Orange Civic Theatre. 4 That permission be granted for the use of the Council Seal on all relevant documents if required.
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Division of Voting |
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Voted For |
Cr J Davis (Mayor), Cr K Duffy, Cr R Gander, Cr C Gryllis, Cr N Jones, Cr G Taylor, Cr R Turner |
Voted Against |
Nil |
Absent |
Cr J Hamling, Cr R Kidd, Cr S Munro, Cr J Whitton, Cr A Brown |
The Meeting Closed at 8.30pm.
This is Page Number 6 and the Final Page of the Minutes of the Ordinary Meeting of Orange City Council held on 1 November 2016.
TRIM REFERENCE: 2016/2664
AUTHOR: Michelle Catlin, Manager Administration and Governance
EXECUTIVE Summary
Council’s Policy Committees (Planning and Development Committee, Employment and Economic Development Policy Committee, Infrastructure Policy Committee, Sport and Recreation Policy Committee, Environmental Sustainability Policy Committee, Finance Policy Committee and Services Policy Committee) have delegation to determine matters before those Committees, with the exception of items that impact on Council’s Delivery/Operational Plan.
This report provides minutes of the Policy Committees held since the last meeting. Resolutions made by the Committees are for noting, and Recommendations are presented for adoption or amendment by Council.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “1.2 Our City - Information and advice provided for the decision-making process will be succinct, reasoned, accurate, timely and balanced”.
Financial Implications
Council has been advised that as a Council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
Nil
Policy and Governance Implications
Nil
1 That the resolutions made by the Planning and Development Committee at its meeting held on 1 November 2016 be noted. 2 That the resolutions made by the Employment and Economic Development Policy Committee at its meeting held 1 November 2016 be noted. 3 That the resolutions made by the Infrastructure Policy Committee at its meeting held on 1 November 2016 be noted. 4 That the resolutions made by the Sport and Recreation Policy Committee at its meeting held on 1 November 2016 be noted. 5 That the resolutions made by the Finance Policy Committee at its meeting held on 1 November 2016 be noted. 6 That the resolutions made by the Services Policy Committee at its meeting held on 1 November 2016 be noted. |
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
Planning and Development Committee
At the Planning and Development Committee meeting held on 1 November 2016, all resolutions were made under delegation, and the minutes are presented for noting.
Employment and Economic Development Policy Committee
At the Employment and Economic Development Policy Committee meeting held on 1 November 2016, all resolutions were made under delegation, and the minutes are presented for noting.
Infrastructure Policy Committee
At the Infrastructure Policy Committee meeting held on 1 November 2016 all resolutions were made under delegation, and the minutes are presented for noting.
Sport and Recreation Policy Committee
At the Sport and Recreation Policy Committee meeting held on 1 November 2016, all resolutions were made under delegation, and the minutes are presented for noting.
Finance Policy Committee
At the Finance Policy Committee meeting held on 1 November 2016, all resolutions were made under delegation, and the minutes are presented for noting.
Services Policy Committee
At the Services Policy Committee meeting held on 1 November 2016 all resolutions were made under delegation, and the minutes are presented for noting.
1 PDC 1 November 2016 Minutes, 2016/2601⇩
2 EEDPC 1 November 2016 Minutes, 2016/2602⇩
3 IPC 1 November 2016 Minutes, 2016/2603⇩
4 SRPC 1 November 2016 Minutes, 2016/2604⇩
5 FPC 1 November 2016 Minutes, 2016/2605⇩
6 SPC 1 November 2016 Minutes, 2016/2606⇩
Planning and Development Committee 15 November 2016
5.1 Recommendations and Resolutions from Policy Committees
Attachment 1 PDC 1 November 2016 Minutes
ORANGE CITY COUNCIL
MINUTES OF THE
Planning and Development Committee
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 7.15pm
1 Introduction
Attendance
Cr R Turner (Chairperson), Cr J Davis OAM (Mayor), Cr C Gryllis, Cr K Duffy, Cr R Gander, Cr N Jones, Cr G Taylor
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
APOLOGIES AND LEAVE OF ABSENCE
RESOLVED - 16/459 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor), Cr A Brown, Cr S Munro, Cr R Kidd and Cr J Whitton for the Planning and Development Committee of Orange City Council on 1 November 2016. |
1.1 DECLARATION OF PECUNIARY INTERESTS, SIGNIFICANT NON-PECUNIARY INTERESTS AND LESS THAN SIGNIFICANT NON-PECUNIARY INTERESTS
Nil
2 General Reports
2.1 Items Approved Under the Delegated Authority of Council TRIM Reference: 2016/2383 |
RESOLVED - 16/460 Cr C Gryllis/Cr K Duffy That the information provided in the report by the Acting Manager Development Assessments on Items Approved Under the Delegated Authority of Council be acknowledged.
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2.2 Development Application DA 18/2015(3) - 302-304 Summer Street TRIM Reference: 2016/2516 |
RESOLVED - 16/461 Cr R Gander/Cr J Davis That Council modifies development consent DA 18/2015(1) for Food and Drink Premises at Lot 12 DP 582844 - 302-304 Summer Street, Orange pursuant to the conditions of consent in the attached modified Notice of Approval to permit an additional 12 month trial of late opening hours.
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Division of Voting |
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Voted For |
Cr J Davis (Mayor), Cr K Duffy, Cr R Gander, Cr C Gryllis, Cr N Jones, Cr G Taylor, Cr R Turner |
Voted Against |
Nil |
Absent |
Cr J Hamling, Cr R Kidd, Cr S Munro, Cr J Whitton, Cr A Brown |
The Meeting Closed at 7.20PM.
5.1 Recommendations and Resolutions from Policy Committees
Attachment 2 EEDPC 1 November 2016 Minutes
ORANGE CITY COUNCIL
MINUTES OF THE
Employment and Economic Development Policy Committee
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 8.02pm
1 Introduction
Attendance
Cr J Davis OAM (Mayor), Cr C Gryllis, Cr K Duffy, Cr R Gander, Cr N Jones, Cr G Taylor, Cr R Turner
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
In the absence of the Chairperson, the Mayor Chaired the meeting.
APOLOGIES AND LEAVE OF ABSENCE
RESOLVED - 16/479 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor), Cr J Whitton (Chairperson) Cr A Brown, Cr R Kidd and Cr S Munro for the Employment and Economic Development Policy Committee of Orange City Council on 1 November 2016. |
1.1 DECLARATION OF PECUNIARY INTERESTS, SIGNIFICANT NON-PECUNIARY INTERESTS AND LESS THAN SIGNIFICANT NON-PECUNIARY INTERESTS
Nil
2 Committee Minutes
2.1 Minutes of the Economic Development Community Committee meeting held 5 October 2016 TRIM Reference: 2016/2525 |
RESOLVED - 16/480 Cr C Gryllis/Cr K Duffy 1 That the charter of the Economic Development Community Committee be updated as per the amendments in the recommendation from the Committee. 2 That Council note the Committee’s plans for the December 2016 meeting of the Committee to develop ideas for economic growth which will be assessed and presented to Council as part of the process to update the Delivery/Operational Plan for 2017/18. 3 That the recommendations made by the Economic Development Community Committee at its meeting held on 5 October 2016 be adopted.
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The Meeting Closed at 8.10PM.
5.1 Recommendations and Resolutions from Policy Committees
Attachment 3 IPC 1 November 2016 Minutes
ORANGE CITY COUNCIL
MINUTES OF THE
Infrastructure Policy Committee
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 7.20pm
1 Introduction
Attendance
Cr G Taylor (Chairperson), Cr J Davis OAM (Mayor), Cr C Gryllis, Cr K Duffy, Cr R Gander, Cr N Jones, Cr R Turner
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
APOLOGIES AND LEAVE OF ABSENCE
RESOLVED - 16/462 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor), Cr A Brown, Cr S Munro, Cr R Kidd and Cr J Whitton for the Infrastructure Policy Committee of Orange City Council on 1 November 2016. |
1.1 DECLARATION OF PECUNIARY INTERESTS, SIGNIFICANT NON-PECUNIARY INTERESTS AND LESS THAN SIGNIFICANT NON-PECUNIARY INTERESTS
Nil
2 Committee Minutes
2.1 Minutes of the City of Orange Traffic Committee - 11 October 2016 TRIM Reference: 2016/2425 |
RESOLVED - 16/463 Cr R Turner/Cr K Duffy 1 That the recommendations made by the City of Orange Traffic Committee at its meeting held on 11 October 2016 be adopted, with the addition to item 3.1 - Intersection of the Escort Way and Old Forbes Road. 2 That Council forward a letter to the Roads and Maritime Service expressing concern about the intersection of the Escort Way and Old Forbes Road, seeking a determination to be reported to Council.
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QUESTION TAKEN ON NOTICE Cr Jones requested information on the requirement to have an area of 45 metres for caravan parking in Byng Street. |
3 General Reports
3.1 Current Works TRIM Reference: 2016/2466 |
RESOLVED - 16/464 Cr J Davis/Cr R Gander That the information provided in the report on Current Works be acknowledged.
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QUESTIONS TAKEN ON NOTICE Cr Duffy requested the volume of water pumped through the Macquarie Pipeline over the last year. |
QUESTIONS TAKEN ON NOTICE Cr Duffy requested information on the recent determination by IPart to allow increases in the cost of electricity. |
MATTER ARISING
RESOLVED- 16/465 Cr N Jones/Cr C Gryllis That Council review the parking arrangements and time limited parking areas in the vicinity of the Civic Square cultural precinct (to include on-street parking in Byng Street and Peisley Street). |
The Meeting Closed at 7.45 PM.
5.1 Recommendations and Resolutions from Policy Committees
Attachment 4 SRPC 1 November 2016 Minutes
ORANGE CITY COUNCIL
MINUTES OF THE
Sport and Recreation Policy Committee
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 8.10pm
1 Introduction
Attendance
Cr J Davis OAM (Mayor), Cr K Duffy, Cr R Gander, Cr C Gryllis, Cr N Jones, Cr G Taylor, Cr R Turner
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
In the absence of the Chairperson, the Mayor chaired the meeting.
APOLOGIES AND LEAVE OF ABSENCE
RESOLVED - 16/481 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor) (Chairperson), Cr A Brown, Cr S Munro, Cr R Kidd and Cr J Whitton for the Sport and Recreation Policy Committee of Orange City Council on 1 November 2016. |
1.1 DECLARATION OF PECUNIARY INTERESTS, SIGNIFICANT NON-PECUNIARY INTERESTS AND LESS THAN SIGNIFICANT NON-PECUNIARY INTERESTS
Nil
2 Committee Minutes
2.1 Minutes of the Sport and Recreation Community Committee – 23 September 2016 TRIM Reference: 2016/2406 |
RESOLVED - 16/482 Cr N Jones/Cr K Duffy That the recommendations made by the Sport and Recreation Community Committee at its meeting held on 23 September 2016 be adopted.
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2.2 Minutes of the Australia Day Community Committee Meeting - 5 October 2016 TRIM Reference: 2016/2407 |
RESOLVED - 16/483 Cr C Gryllis/Cr R Turner That the recommendations made by the Australia Day Community Committee at its meeting held on 5 October 2016 be adopted.
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The Meeting Closed at 8.12PM.
5.1 Recommendations and Resolutions from Policy Committees
Attachment 5 FPC 1 November 2016 Minutes
ORANGE CITY COUNCIL
MINUTES OF THE
Finance Policy Committee
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 7.45pm
1 Introduction
Attendance
Cr K Duffy (Chairperson), Cr J Davis OAM (Mayor), Cr C Gryllis, Cr R Gander, Cr N Jones, Cr G Taylor, Cr R Turner
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
APOLOGIES AND LEAVE OF ABSENCE
RESOLVED - 16/466 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor), Cr A Brown, Cr S Munro, Cr R Kidd and Cr J Whitton for the Finance Policy Committee of Orange City Council on 1 November 2016. |
1.1 DECLARATION OF PECUNIARY INTERESTS, SIGNIFICANT NON-PECUNIARY INTERESTS AND LESS THAN SIGNIFICANT NON-PECUNIARY INTERESTS
Nil
2 Committee Minutes
2.1 Minutes of the Audit and Risk Management Committee - 30 September 2016 TRIM Reference: 2016/2527 |
RESOLVED - 16/467 Cr C Gryllis/Cr R Gander That the minutes of the meeting of the Audit and Risk Management Committee held on 30 September 2016 be adopted.
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3 General Reports
3.1 Statement of Bank Balances as at 29 September 2016 TRIM Reference: 2016/2493 |
RESOLVED - 16/468 Cr J Davis/Cr R Turner That the information provided in the report by the Accounting Officer – Management on the Statement of Bank Balances as at 29 September 2016 be acknowledged.
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3.2 Request For Financial Assistance TRIM Reference: 2016/2470 |
RESOLVED - 16/469 Cr R Turner/Cr J Davis 1 That a donation of $500 be made to the Clontarf Foundation as a pool fees entry credit from Cr Hamling’s allocation. 2 That Councillors specify any other donation recipients and the amounts for each donation.
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3.3 Proposed amendments to Schedule of Fees and Charges TRIM Reference: 2016/2560 |
RESOLVED - 16/470 Cr R Turner/Cr J Davis That the following amendments to the Schedule of Fees and Charges be placed on public exhibition: 1 Colour City Caravan Park – Four Seasons Cottage – for up to 4 persons: a) Remove the minimum length of stay b) Retain maximum length of stay of 2 weeks c) Low season: Night fee of $180 (Inc. GST) d) Low Season: Per week fee of $1,260 (Inc. GST) e) Peak Season: Night fee of $200 (Inc. GST) f) Peak Season: Per week fee of $1,400 (Inc. GST) g) Additional person to be charged at $30 (Inc. GST) per head 2 Fees for commercial hire of Wade Park to be as follows: a) Charge per day $1,000 (plus GST) b) Security bond $10,000 (plus GST) 3 Payment for Service – Audit and Risk Independent Committee Members: a) Independent Chairperson $1,050 per meeting (plus GST) inclusive of all reading/other time. b) Independent member $840 per meeting (plus GST) inclusive of all reading/other time. c) All travel costs for independent members and chairperson to attend ARMC meetings as to be at the km rate in the Local Government State Award for the use of own vehicles. d) All other expenses are considered to be covered in the meeting fees. 4 Payment for Service – Conduct Review Panel Members: a) Preliminary Assessment of complaint - $1,250 (plus GST) inclusive of all expenses. b) Sole Reviewer investigation costs: i. For the first 10 hours - $250 (plus GST) per hour inclusive of all expenses. ii. For subsequent hours - $220 (plus GST) per hour inclusive of all expenses. iii. Where pre-approved, a per km rate for the use of private vehicles owned by Conduct Reviewers to attend meetings will be paid in accordance with the own use schedule in the Local Government State Award. iv. Payment for any other expenses will not be made unless pre-approved by Council on a matter by matter basis and if so approved, will be at cost. c) Conduct Review Panel members (where a Conduct Committee is formed – minimum three members): i. For the first 10 hours - $220 (plus GST) per hour inclusive of all reading/meeting time and all expenses. ii. For all hours after the first 10 hours - $200 (plus GST) per hour inclusive of all reading/meeting time and all expenses. iii. Where approved at the time of engagement on a matter by matter basis, panel members may be paid travel costs associated with use of their own vehicle which will be reimbursed at the own vehicle per km rate as listed in the Local Government State Award. iv. Payment for any other expenses will not be made unless preapproved by Council on a matter by matter basis and if so approved, will be at cost. |
The Meeting Closed at 7.48PM
5.1 Recommendations and Resolutions from Policy Committees
Attachment 6 SPC 1 November 2016 Minutes
ORANGE CITY COUNCIL
MINUTES OF THE
Services Policy Committee
HELD IN Council Chamber, Civic Centre, Byng Street, Orange
ON 1 November 2016
COMMENCING AT 7.48pm
1 Introduction
Attendance
Cr R Gander (Chairperson), Cr J Davis OAM (Mayor), Cr C Gryllis, Cr K Duffy, Cr N Jones, Cr G Taylor, Cr R Turner
General Manager, Director Corporate and Commercial Services, Director Community, Recreation and Cultural Services, Director Technical Services, Manager Administration and Governance
APOLOGIES AND LEAVE OF ABSENCE
RESOLVED - 16/471 Cr R Gander/Cr C Gryllis That the apologies be accepted from Cr J Hamling (Deputy Mayor), Cr A Brown, Cr S Munro, Cr R Kidd and Cr J Whitton for the Services Policy Committee of Orange City Council on 1 November 2016. |
1.1 DECLARATION OF PECUNIARY INTERESTS, SIGNIFICANT NON-PECUNIARY INTERESTS AND LESS THAN SIGNIFICANT NON-PECUNIARY INTERESTS
Nil
2 Committee Minutes
2.1 Minutes of NAIDOC Week Working Committee 2 September 2016 and 7 October 2016 TRIM Reference: 2016/2265 |
RESOLVED - 16/472 Cr J Davis/Cr G Taylor That the recommendations made by the NAIDOC Week Community Committee at its meetings held on 2 September 2016 and 7 October 2016 be adopted.
|
2.2 Minutes of the Clifton Grove Community Committee - 15 September 2016 TRIM Reference: 2016/2228 |
RESOLVED - 16/473 Cr R Turner/Cr C Gryllis That the recommendations made by the Clifton Grove Community Committee at its meeting held on 15 September 2016 be adopted.
|
2.3 Minutes of the Orange Health Liaison Committee - 26 September 2016 TRIM Reference: 2016/2490 |
RESOLVED - 16/474 Cr J Davis/Cr R Turner That the recommendations made by the Orange Health Liaison Committee at its meeting held on 26 September 2016 be adopted.
|
QUESTION TAKEN ON NOTICE Cr Jones requested information on the frequency and monitoring of the No Smoking laws by Department of Health. |
2.4 Minutes of the Lucknow Community Committee - 10 October 2016 TRIM Reference: 2016/2535 |
RESOLVED - 16/475 Cr J Davis/Cr R Turner That the recommendations made by the Lucknow Community Committee at its meeting held on 10 October 2016 be adopted.
|
2.5 Minutes of the Orange Showground Community Committee Meeting - 13 October 2016 TRIM Reference: 2016/2486 |
RESOLVED - 16/476 Cr J Davis/Cr R Turner That the recommendations made by the Orange Showground Community Committee at its meeting held on 13 October 2016 be adopted.
|
2.6 Minutes Spring Hill Community Meeting - 17 October 2016 TRIM Reference: 2016/2476 |
RESOLVED - 16/477 Cr C Gryllis/Cr K Duffy That the recommendations made by the Spring Hill Community Committee at its meeting held on 17 October 2016 be adopted.
|
3 General Reports
3.1 Ageing and Disability Services - Third Party Verification Report TRIM Reference: 2016/2464 |
RESOLVED - 16/478 Cr J Davis/Cr R Turner That the information provided in the report on the Ageing and Disability Services Third Party Verification be acknowledged.
|
The Meeting Closed at 8.02PM.
TRIM REFERENCE: 2016/2665
AUTHOR: Michelle Catlin, Manager Administration and Governance
EXECUTIVE Summary
To ensure these questions are recorded and monitored, the attached table is updated, and is provided to Council for information.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “1.2 Our City - Information and advice provided for the decision-making process will be succinct, reasoned, accurate, timely and balanced”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan
Implications in this report
Nil
Policy and Governance Implications
Nil
That the information provided in the report by the Manager Administration and Governance on Questions Taken on Notice be acknowledged. |
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
Attached is a table of outstanding questions taken on notice from the Council Meetings held from 2 February 2016 to present. Where action has been taken on a particular question, this is noted in the “action” column. A new section has been added to the report where a matter arising has been progressed as a works request so Councillors are provided with an update on those items that require works to be scheduled.
1 Outstanding Questions Taken on Notice, 2014/745⇩
Council Meeting 15 November 2016
5.2 Outstanding Questions Taken on Notice
Attachment 1 Outstanding Questions Taken on Notice
OUTSTANDING QUESTIONS TAKEN ON NOTICE
COUNCIL MEETINGS
Date of Meeting |
Question |
Responsible Staff Member |
Action |
Date for completion |
1 Nov 2016 |
Cr Duffy requested the volume of water pumped through the Macquarie Pipeline over the last year. |
Manager Water and Sewer Strategic |
Information provided to Councillors on 4 November 2016.
|
December 2016 |
Cr Duffy requested information on the recent determination by IPart to allow increases in the cost of electricity. |
Director Development Services |
IPART Media Release provided to Councillors in weekly email 4 November 2016. |
November 2016 |
|
Cr Jones requested information on the frequency and monitoring of the No Smoking laws by Department of Health. |
Director Community, Recreation and Cultural Services |
Information to be provided to Councillors. |
December 2016 |
|
18 Oct 2016 |
Cr Turner asked if rates were being levied on the former Australia Cinema site in Lords Place. |
Manager Financial Services |
Information provided to Councillors on 4 November 2016. |
November 2016 |
4 October 2016 |
Cr Duffy requested information on the number of infringements issued for breaches of water restrictions. |
Water and Sewer Strategic Manager |
Email sent to Councillors 28 October 2016 |
November 2016 |
Cr Kidd requested a Briefing on the Council’s Policy on Water Restrictions. |
Executive Support Manager |
Background information in an email sent to Councillors on 28 October 2016. Item added to briefing topics list. |
December 2016 |
|
6 September 2016 |
Cr Whitton requested Council investigate funding that may be available under the Smart Cities Program or other suitable program, to upgrade CCTV technology used in the Central Business District. |
Director Community, Recreation and Cultural Services |
Council staff have commenced the investigation of the upgrade. The provider of CCTV visited Orange on Monday 12 September to conduct an initial review and provide advice for consideration. Report received with a replacement plan for cameras that will be considered in future development of Delivery / Operational plans. No funding available under smart cities program, however with the gradual upgrade of cameras there is the capacity to install facial recognition cameras. |
November 2016 |
Cr Gryllis requested that Council invite the President of the Orange Chamber of Commerce to attend either a Council Meeting, or the Economic Development Community Committee meeting, to outline the Chamber’s suggestions on ways to encourage development in the City. |
Executive Office Manager |
Orange Business Chamber were scheduled for 8 November briefing but Chamber has had to postpone. They have rescheduled to the 13 December 2016 briefing session. |
October 2016 |
|
16 Aug 2016 |
Cr Duffy asked if Council is able to apply a bond for developments in relation to any damage to infrastructure. |
Manager Engineering Services |
Information being collated for circulation to Councillors. |
December 2016 |
5 Jul 2016 |
Cr Duffy requested that Essential Energy be asked to review lighting levels around taxi ranks in the City and particularly the taxi rank in Anson Street. |
Commercial and Emergency Services Manager |
Essential Energy advised they do not undertake street lighting audits and Council would need to engage a contractor to do the audit. Staff will seek quote to undertake the audit and provide to Council for consideration of funding. |
December 2016 |
2 Feb 2016 |
Cr Jones requested a briefing to discuss progress on a new caravan park. |
Director Corporate and Commercial Services |
Councillors have been provided with updates on progress on the relocation of the harness racing facility to Towac Park in two reports to Council (4 October 2016). Planning proposal to seek a re-zoning on the site purchased for a new caravan park at the entry to town have commenced. Item will be added to briefing schedule as updates occur. |
December 2016 |
TRIM REFERENCE: 2016/2666
AUTHOR: Kathy Woolley, Director Corporate and Commercial Services
EXECUTIVE Summary
This report provides the first quarter review of the 2016/20 Delivery/Operational Plan, as required under Section 403 of the Local Government Act 1993. This report illustrates the progress Council is making on the strategies and tasks identified in its strategic planning documents.
This report also provides a summary of Council’s financial position over the quarter. The Directions (Our City, Our Community, Our Economy, Our Environment) financial summary tables with the attached Performance Indicators and quarterly review documents have been reviewed and updated and include projects across all three funds (General, Water and Sewer).
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
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
The September Quarterly Review process has identified variations totalling $559,547 to Council’s adopted budget. The effect of these variations improves Council’s projected year-end position to $2,312,878 (from $1,753,331).
Direction |
Adopted Budget |
Proposed Variations |
Proposed Budget |
Our City |
(29,161,016) |
(286,874) |
(29,447,890) |
Our Community |
13,889,677 |
168,657 |
14,058,334 |
Our Economy |
4,281,320 |
81,788 |
4,363,108 |
Our Environment |
9,236,688 |
(523,118) |
8,713,570 |
Total |
(1,753,331) |
(559,547) |
(2,312,878) |
The following table presents Council’s projected year-end result by Fund (Note: Cost to Council includes capital expenditure, capital income and funding).
Fund |
Adopted Budget |
Proposed Variations |
Proposed Budget |
General |
(4,853) |
(8,618) |
(13,471) |
Water |
(2,423,538) |
(540,518) |
(2,964,056) |
Sewer |
675,060 |
(10,411) |
664,649 |
Total |
(1,753,331) |
(559,547) |
(2,312,878) |
The following table presents Council’s project year-end Operating Result (before capital) by Fund.
Fund |
Adopted Budget |
Proposed Variations |
Proposed Budget |
General |
(51,377) |
75,715 |
24,338 |
Water |
(973,638) |
(100,518) |
(1,074,156) |
Sewer |
(566,062) |
(70,066) |
(636,128) |
Total |
(1,591,077) |
(94,869) |
(1,685,946) |
Further information on the individual variations proposed as part of this review, which have a material effect on Council’s financial results, have been detailed in the following schedules.
Adopted Budget |
Proposed Variation |
Revised Budget |
|
Our City |
|
|
|
Rates |
|||
Rating income used to fund shortfall in Financial Assistant Grant |
28,051,256 |
(165,309) |
27,885,947 |
User Charges |
|||
Insurance incentive income used to fund training, chemwatch and recertification audit |
0 |
(41,755) |
(41,755) |
Alignment of training budgets to adopted training program |
(16,849) |
(1,921) |
(18,770) |
Operational Grants |
|||
Reduction in Financial Assistant Grant budget to match funding actually supplied |
(3,329,922) |
165,309 |
(3,164,613) |
Materials and Contracts |
|||
Money from Civic Functions budget to fund donation for Eight Day Games |
5,227 |
(2,500) |
2,727 |
Reduction in Oracle Software to fund mapping system upgrade |
20,909 |
(20,909) |
0 |
Mapping system funded from reductions within program |
50,641 |
49,359 |
100,000 |
Reduction in records software to fund mapping system upgrade |
33,454 |
(28,450) |
5,004 |
Chemwatch program funded from insurance incentive income |
2,500 |
5,000 |
7,500 |
Safety system recertification audit funded from insurance incentive income |
13,000 |
10,327 |
23,327 |
Alignment of training budgets to adopted training program |
475,023 |
41,210 |
516,233 |
Sec 94 review funded by restricted asset |
0 |
10,000 |
10,000 |
Internal Transfer |
|||
Alignment of training budgets to adopted training program |
(247,463) |
(64,490) |
(311,953) |
Capital Items |
|||
Contamination shower trailer funded from Plant Replacement Restricted Asset |
0 |
39,500 |
39,500 |
Allocation of Building Renewal works to individual programs |
246,845 |
(245,245) |
1,600 |
Parks and Gardens Shed funded from Asset Renewal Budget |
0 |
12,000 |
12,000 |
Equity |
|||
Restricted asset used to fund Section 94 review |
0 |
(10,000) |
(10,000) |
Restricted asset used to fund contamination shower trailer purchase |
0 |
(39,500) |
(39,500) |
Our Economy |
|
|
|
Other Income |
|||
Alignment of budget as per hanger lease agreement |
(2,274) |
(2,748) |
(5,022) |
Capital Grants |
|||
Airport budget transferred to individual capital works – Bravo runway and micro-sealing main runway |
(2,000,000) |
2,000,000 |
0 |
Restart NSW funding for airport - Taxiway Bravo Upgrade |
0 |
(721,500) |
(721,500) |
Restart NSW funding for airport - Airport Runway Microseal |
0 |
(739,000) |
(739,000) |
Capital Contributions |
|||
Capital contribution to fund capital hanger works |
0 |
(175,303) |
(175,303) |
Internal Transfer |
|||
Alignment of training budgets to adopted training program |
17,244 |
6,836 |
24,080 |
Capital Items |
|||
Narrambla Estate Stage 8 land development for industrial lots funded from restricted asset |
0 |
50,000 |
50,000 |
Former hospital site funded from restricted asset – for the demolition project |
0 |
1,715,000 |
1,715,000 |
Peisley Street shed demolition funded from restricted asset |
0 |
25,000 |
25,000 |
Capital Items |
|||
146 March Street repairs funded from building renewals program |
0 |
2,300 |
2,300 |
144 March Street repairs funded from building renewals program |
0 |
10,800 |
10,800 |
Land purchase funded from restricted asset |
0 |
6,857 |
6,857 |
Hangar works funded from restricted asset and capital contribution |
0 |
1,992,675 |
1,992,675 |
Airport security fencing funded from restricted asset |
0 |
53,600 |
53,600 |
Airport budget transferred to individual capital works |
2,000,000 |
(2,000,000) |
0 |
Runway repairs funded from restricted asset |
110,000 |
(83,600) |
26,400 |
Shed extension Royal Flying Doctor Service funded from restricted asset |
0 |
30,000 |
30,000 |
Taxiway Bravo upgrade funded from capital grant (note these amounts are estimates and will be updated with finalization of the tender for the works) |
0 |
721,500 |
721,500 |
Runway micro seal funded from capital grant (note these amounts are estimates and will be updated with finalization of the tender for the works) |
0 |
739,000 |
739,000 |
Income received from sale of land at Narrambla |
0 |
(33,255) |
(33,255) |
Narrambla Estate Stage 8 land development funded from restricted asset |
0 |
1,301,878 |
1,301,878 |
Peisley Street shed demolition funded from restricted asset |
0 |
316,908 |
316,908 |
Caravan Park repairs funded from building renewal program (note the budget for this is included in the “minor capital improvements” area of the budget |
0 |
64,600 |
64,600 |
|
|||
Equity |
|||
Restricted asset used to fund land purchase |
0 |
(6,857) |
(6,857) |
Restricted asset used to fund Airport hangar works |
0 |
(1,817,372) |
(1,817,372) |
Restricted asset used to fund Airport security fencing |
0 |
(53,600) |
(53,600) |
Restricted asset used to fund runway repairs |
(110,000) |
83,600 |
(26,400) |
Restricted asset used to fund shed extension- Royal Flying Doctor Service |
0 |
(30,000) |
(30,000) |
Restricted asset used to fund Narrambla Estate Stage 8 |
0 |
(1,351,878) |
(1,351,878) |
Restricted asset used to fund former hospital site |
0 |
(1,715,000) |
(1,715,000) |
Restricted asset used to fund Peisley Street demolition |
0 |
(341,908) |
(341,908) |
Proceeds from sale of land at Narrambla to be transferred onto restricted asset |
0 |
33,255 |
33,255 |
Our Community |
|
|
|
Other Income |
|||
RMS funding received - Parent workshops |
(2,578) |
778 |
(1,800) |
RMS funding received - Log Book Run Event |
(10,769) |
10,769 |
0 |
RMS funding received - Child restraints |
(6,466) |
2,966 |
(3,500) |
RMS funding received - Drink Driving Awareness Program |
0 |
(4,500) |
(4,500) |
RMS funding received - Watch Out Kids About program |
0 |
(200) |
(200) |
T20 cricket sales to offset materials and contracts expenditure |
0 |
(45,000) |
(45,000) |
Club grant funding received - Learn to Swim |
0 |
(1,000) |
(1,000) |
Club grant funding received - Migrant support workshop |
0 |
(650) |
(650) |
Subsidy received by Western Information and Neighbourhood Centre |
(1,076) |
(1,397) |
(2,473) |
Operational Grants |
|||
Professional development grant funded from restricted asset -Courallie Childcare |
0 |
(10,722) |
(10,722) |
Operational unspent grant for Aboriginal Supported Playgroup - Play equipment |
0 |
(18,080) |
(18,080) |
Operational unspent grant for Aboriginal Supported Playgroup - Childcare trainee |
0 |
(23,000) |
(23,000) |
Professional Development Grant funded from restricted asset -Spring Street Childcare |
0 |
(10,639) |
(10,639) |
Professional Development Grant funded from restricted asset -Yarrawong Childcare |
0 |
(13,876) |
(13,876) |
Capital Grants |
|||
Capital grant for John Patrick Hamilton VC Memorial |
0 |
(25,000) |
(25,000) |
Capital grant for disabled lift and change facilities at Aquatic Centre |
0 |
(32,000) |
(32,000) |
Operational contributions |
|||
RMS funding received -Free Cuppa for the Driver |
0 |
(5,000) |
(5,000) |
RMS funding received- Mock Crash |
0 |
(750) |
(750) |
RMS funding received -Green Man/Red Man pedestrian campaign |
0 |
(3,000) |
(3,000) |
Capital Contributions |
|||
Capital contribution for John Patrick Hamilton VC Memorial |
0 |
(25,000) |
(25,000) |
Capital contribution for Edye Park basketball court shelter |
0 |
(50,000) |
(50,000) |
Capital contribution for Margaret Stevenson outdoor gym shelter |
0 |
(50,000) |
(50,000) |
Employee Costs |
|||
Transfer Theatre employee cleaning costs to materials and contracts |
30,567 |
(30,567) |
0 |
Aboriginal Childcare program funded from restricted asset. |
0 |
23,000 |
23,000 |
Materials and Contracts |
|||
Scout camp renewal work reclassified as capital project |
50,000 |
(50,000) |
0 |
Parent workshops funded from RMS |
2,578 |
(778) |
1,800 |
Log Book Run Event funded from restricted asset |
10,769 |
(7,882) |
2,887 |
Child restraints - RMS funding received |
6,466 |
(2,966) |
3,500 |
Free Cuppa for the Driver - RMS funding received |
0 |
5,000 |
5,000 |
Drink Driving Awareness program - RMS funding received |
0 |
4,500 |
4,500 |
Mock Crash - RMS funding received |
0 |
750 |
750 |
Green Man/Red Man pedestrian campaign - RMS funding received |
0 |
3,000 |
3,000 |
Watch Out for Kids Program - Stickers - RMS funding received |
0 |
200 |
200 |
RSPCA annual management fee -correction to annual budget |
288,607 |
(10,839) |
277,768 |
Increase to signage for donation Light it Red for Dyslexia |
0 |
2,000 |
2,000 |
T20 cricket funded from ticket sales |
0 |
45,000 |
45,000 |
Theatre cleaning costs from employee costs |
3,197 |
30,567 |
33,764 |
Childcare development for Courallie funded from restricted asset |
0 |
22,405 |
22,405 |
Aboriginal Supported Playgroup - Play equipment funded from unspent operational grant |
0 |
18,080 |
18,080 |
Childcare development Spring Street funded from restricted asset |
0 |
25,309 |
25,309 |
Childcare development Yarrawong funded from restricted asset |
0 |
32,983 |
32,983 |
Holiday Merge program funded from restricted asset |
0 |
19,986 |
19,986 |
Learn to Swim program funded by Club grants |
0 |
1,000 |
1,000 |
Migrant Support workshops funded by Club grants |
0 |
650 |
650 |
Internal Transfer |
|||
Alignment of training budgets to adopted training program |
121,567 |
23,348 |
144,915 |
|
|
|
|
Capital Items |
|||
Cook Park rewire funded from building renewals |
0 |
25,000 |
25,000 |
Cook Park roofing funded from building renewals |
0 |
10,000 |
10,000 |
Scout camp renewal work reclassified from materials and contracts |
0 |
50,000 |
50,000 |
John Patrick Hamilton VC Memorial from capital contribution and grant |
0 |
50,000 |
50,000 |
Edye Park Basketball Court Shelter funded from capital contribution |
0 |
50,000 |
50,000 |
Margaret Stevenson outdoor gym shelter funded from capital contribution |
0 |
50,000 |
50,000 |
Pool pumps funded from restricted asset |
0 |
43,405 |
43,405 |
Pool staffroom renovations funded from restricted asset |
0 |
76,000 |
76,000 |
Reduction to change room refurbishment to fund other Aquatic centre capital works |
130,000 |
(123,203) |
6,797 |
Pool remediation works funded from restricted asset |
0 |
30,200 |
30,200 |
Aquatic disabled lift funded from capital grant and restricted asset |
0 |
47,000 |
47,000 |
CCTV Aquatic Centre funded from reduction in change room refurbishment |
0 |
32,203 |
32,203 |
Theatre works funded from building renewals |
0 |
8,900 |
8,900 |
Theatre heater funded from reduction to air conditioning budget |
0 |
8,000 |
8,000 |
Function Centre works funded from building renewals |
0 |
17,500 |
17,500 |
Books funded from restricted asset |
0 |
47,926 |
47,926 |
Library refurbishment funded from restricted asset |
0 |
246,974 |
246,974 |
Reduction in air conditioner budget to fund theatre heater bank |
280,000 |
(8,000) |
272,000 |
79 Kite Street maintenance works funded from building renewals |
0 |
62,870 |
62,870 |
Courallie switchboard upgrade funded from building renewals |
0 |
5,000 |
5,000 |
Painting of gables funded from building renewals |
0 |
7,000 |
7,000 |
Sheeting funded from building renewals |
0 |
4,675 |
4,675 |
Painting of ceilings funded from building renewals |
0 |
14,600 |
14,600 |
Equity |
|||
Restricted asset used to fund Log boog run |
0 |
(2,887) |
(2,887) |
Restricted asset used to fund other Aquatic Centre capital projects |
(100,000) |
100,000 |
0 |
Restricted asset used to fund remediation works at Aquatic Centre |
0 |
(30,200) |
(30,200) |
Restricted asset used to fund pool pumps |
0 |
(43,405) |
(43,405) |
Restricted asset used to fund pool staffroom renovations |
0 |
(76,000) |
(76,000) |
Restricted asset used to fund Aquatic disabled lift |
0 |
(15,000) |
(15,000) |
Restricted asset used to fund CCTV at Aquatic Centre |
0 |
(9,000) |
(9,000) |
Restricted asset used to fund books |
0 |
(47,926) |
(47,926) |
Restricted asset used to fund Library refurbishment |
0 |
(246,974) |
(246,974) |
Restricted asset used to fund professional development - Courallie |
0 |
(11,683) |
(11,683) |
Restricted asset used to fund professional development - Spring St |
0 |
(14,670) |
(14,670) |
Restricted asset used to fund professional development - Yarrawong |
0 |
(19,107) |
(19,107) |
Restricted asset used to fund Holiday Merge program |
0 |
(19,986) |
(19,986) |
Our Environment |
|
|
|
Operational Grants |
|||
Alignment of budget to match Financial Assistant Grant - Roads maintenance |
(563,156) |
(2,867) |
(566,023) |
Alignment of budget to match Financial Assistant Grant - Road construction |
(499,388) |
(2,557) |
(501,945) |
Alignment of RMS funding to specific projects |
(50,000) |
50,000 |
0 |
Operational grant to fund Orange Active Travel Plan |
0 |
(11,625) |
(11,625) |
Capital Grants |
|||
New Fixing Local Roads Grant |
0 |
(490,000) |
(490,000) |
Additional grant for Road Rehab Program |
0 |
(10,000) |
(10,000) |
Capital grant to fund Kite St -Sampson St intersection upgrade |
0 |
(16,300) |
(16,300) |
Capital grant to fund Kite St -Woodward intersection upgrade |
0 |
(6,700) |
(6,700) |
Capital grant to fund Byng St - Sampson St intersection upgrade |
0 |
(39,300) |
(39,300) |
Capital grant to fund Ophir Road shoulder widening |
0 |
(372,000) |
(372,000) |
Additional grant for underline rail crossing |
(300,000) |
(126,150) |
(426,150) |
Additional grant for Southern Link Cycleway paths |
(80,000) |
(31,010) |
(111,010) |
Additional grant for roundabout retrofit |
(20,000) |
(20,000) |
(40,000) |
Additional grant for on-road cycleway markings |
(30,000) |
(25,000) |
(55,000) |
Align budget to capital grant received for cycle ramps |
0 |
(14,040) |
(14,040) |
|
|||
Employee Costs |
|||
Budget required to fund Anzac Day road closures |
0 |
5,000 |
5,000 |
Reduction in bus shelter employees costs and materials and contracts relating to fund Anzac Day road closures |
21,195 |
(3,000) |
18,195 |
Materials and Contracts |
|||
Additional budget funded from plant expenses |
0 |
3,205 |
3,205 |
Reduction to fund licence renewals |
122,673 |
(1,555) |
121,118 |
Reduction to materials and contracts to fund employee costs |
2,284 |
(2,000) |
284 |
Orange Active Travel Plan funded from operational grant |
0 |
11,625 |
11,625 |
Education program Try 2 wheels program funded from operational grant |
6,000 |
6,000 |
12,000 |
Reduction in outdoor improvements -to fund additional training |
4,308 |
(1,000) |
3,308 |
Plant Expenses |
|||
Reduction in plant salaries and wages to fund additional training and materials and contracts |
10,245 |
(3,350) |
6,895 |
Internal Transfer |
|||
Alignment of training budgets to adopted training program |
68,270 |
35,935 |
104,205 |
Capital Items |
|||
Increase in road reseal program funded by reduction in rehab program |
864,024 |
23,541 |
887,565 |
Fixing Local Roads Program - Grant funded |
0 |
490,000 |
490,000 |
Reduction in road rehabilitation to fund increase in reseal program |
574,865 |
(23,541) |
551,324 |
Increase in road rehabilitation program - funded by grant and rest asset |
0 |
95,000 |
95,000 |
Waratah Link Road funded from restricted asset |
0 |
827,952 |
827,952 |
NDR upgrade works funded from restricted asset |
0 |
326,310 |
326,310 |
East Orange Channel widening funded from restricted asset |
0 |
200,000 |
200,000 |
Underline rail crossing funded from capital grant |
300,000 |
65,180 |
365,180 |
Southern Link Cycleway paths funded from capital grant |
80,000 |
31,010 |
111,010 |
Roundabout retrofit funded from capital grant |
20,000 |
20,000 |
40,000 |
On-road cycleway markings funded from capital grant |
30,000 |
25,000 |
55,000 |
Cycling Towns project funded from capital grant |
10,000 |
9,380 |
19,380 |
Cycle ramps funded from capital grant |
0 |
14,040 |
14,040 |
Reallocation of RMS cycleways to specific projects |
100,000 |
(50,000) |
50,000 |
Kite Street -Sampson Street intersection upgrade funded from capital grant |
0 |
28,890 |
28,890 |
Kite Street - Woodward Road intersection upgrade funded from capital grant |
0 |
20,110 |
20,110 |
Byng Street - Sampson Street intersection upgrade funded from capital grant |
0 |
58,890 |
58,890 |
Ophir Road shoulder widening funded from capital grant |
0 |
372,000 |
372,000 |
Waratah cycleway funded from restricted asset |
0 |
11,000 |
11,000 |
Footpath construction at Clem McFawn Place funded from restricted asset |
0 |
5,000 |
5,000 |
Footpath construction at Escort Way funded from restricted asset |
0 |
50,000 |
50,000 |
Footpath rehabilitation funded from restricted asset |
150,000 |
171,730 |
321,730 |
Equity |
|||
Additional Restricted Asset funding for road rehabilitation program |
0 |
(85,000) |
(85,000) |
Restricted asset used to fund Waratah Link Road |
0 |
(827,952) |
(827,952) |
Restricted asset used to fund NDR upgrade |
0 |
(326,310) |
(326,310) |
Increase in restricted asset funding for East Orange Channel widening |
(117,000) |
(200,000) |
(317,000) |
Restricted asset used to fund Waratah Cycleway |
0 |
(11,000) |
(11,000) |
Restricted asset used to fund footpath rehabilitation |
(150,000) |
(171,730) |
(321,730) |
Restricted asset used to fund footpath construction at Clem McFawn Place |
0 |
(5,000) |
(5,000) |
Restricted asset used to fund footpath construction at Escort Way |
0 |
(50,000) |
(50,000) |
Water Fund (Our Environment) |
|
|
|
Other Expenses |
|||
Reduction at Icely Road Filter Plant to fund backwash to waste valves |
389,090 |
(50,000) |
339,090 |
Reduction at Suma Park Pump Station to fund backwash to waste valves |
422,352 |
(50,000) |
372,352 |
Internal Transfer |
|||
Alignment of training budgets to adopted training program |
18,978 |
(518) |
18,460 |
Capital Items |
|||
Removal of minor works as works not required |
40,000 |
(40,000) |
0 |
Leeds Parade water main augmentation funded from restricted asset |
250,000 |
(250,000) |
0 |
Local Infrastructure Renewal Scheme – Southern Suburb Augmentation Water - works not required |
2,659,000 |
(2,659,000) |
0 |
Removal of Lone Pine Ave water pressure upgrade as works being undertaken as part of Orange to Carcoar Pipeline Project |
750,000 |
(750,000) |
0 |
Water mains extension funded from restricted asset |
0 |
75,000 |
75,000 |
Backflow upgrade funded from restricted asset |
0 |
30,000 |
30,000 |
Glenroi Oval backflow upgrade funded from restricted asset |
0 |
20,000 |
20,000 |
Nile Street water main replacement funded from restricted asset |
0 |
300,000 |
300,000 |
Backwash to waste valves funded from reduction in other expenses |
0 |
100,000 |
100,000 |
Gosling Creek Dam upgrade funded from reduction from water mains extension |
0 |
250,000 |
250,000 |
Suma Park Dam upgrade funded from restricted asset |
0 |
939,835 |
939,835 |
Macquarie River Pipeline funded from restricted asset |
0 |
393,674 |
393,674 |
Equity |
|||
Restricted asset used to fund Leeds Parade water main augmentation |
(250,000) |
250,000 |
0 |
LIRS works not required |
(2,659,000) |
2,659,000 |
0 |
Restricted asset used to fund water mains extension |
0 |
(75,000) |
(75,000) |
Restricted asset used to fund backflow upgrade |
0 |
(30,000) |
(30,000) |
Restricted asset used to fund Nile Street water main replacement |
0 |
(300,000) |
(300,000) |
Restricted asset used to fund Glenroi Oval backflow |
0 |
(20,000) |
(20,000) |
Restricted asset used to fund Suma Park Dam |
0 |
(939,835) |
(939,835) |
Restricted asset used to fund Macquarie Pipeline |
0 |
(393,674) |
(393,674) |
Sewer Fund (Our Environment) |
|
|
|
User Charges |
|||
Private works - Usage charges |
0 |
(67,540) |
(67,540) |
Transfer private works user charges to private works program - Sewer |
(6,455) |
6,455 |
0 |
Employee Costs |
|||
Private works employee costs funded from private works user charges |
0 |
22,000 |
22,000 |
Materials and Contracts |
|||
Private works material and contracts expenditure funded from private works user charges |
0 |
29,465 |
29,465 |
Transfer private works material and contracts to private works program |
5,380 |
(5,380) |
0 |
Reduction in Integrated Water Cycle Management Strategy to fund Lake Canobolas sewer strategy |
53,846 |
(15,000) |
38,846 |
Reduction in Trade Waste to fund additional training |
42,447 |
(7,300) |
35,147 |
Remediation works funded from reduction to other expenditure |
0 |
40,000 |
40,000 |
Reduction in Sewer reconstruction renewals to fund Botanic Garden sewer lines |
15,225 |
(15,000) |
225 |
Reduction in sewer activities to fund additional training |
10,150 |
(2,000) |
8,150 |
Plant Expenses |
|||
Private works -Plant expenditure funded from user charges |
0 |
15,000 |
15,000 |
Other Expenses |
|||
Reduction to waste water treatment to fund materials and contracts, water availability charge |
556,602 |
(119,655) |
436,947 |
Internal Transfer |
|||
Alignment of training budgets to adopted training program |
18,301 |
(1,111) |
17,190 |
Water Availability-Internal |
|||
Water availability charge funded by reduction in other expenditure |
124,309 |
50,000 |
174,309 |
Capital Items |
|||
Reduction in online monitor renovations to fund boundary fence |
14,210 |
(14,210) |
0 |
Reduction in non-potable pumps to fund boundary fence |
9,135 |
(9,135) |
0 |
Boundary fence funded from reduction in other capital works , and other expenditure |
0 |
43,000 |
43,000 |
Aeration upgrade funded from restricted asset |
0 |
100,000 |
100,000 |
STP internal road renewal funded from restricted asset |
0 |
100,000 |
100,000 |
Inlet works funded from reduction to others expenditure |
0 |
10,000 |
10,000 |
Sewer strategy reduction from investigation of in-house alternatives |
798,000 |
(698,000) |
100,000 |
Phillip Street pre-construction funded from restricted asset |
0 |
281,000 |
281,000 |
Clergate Road/ Leeds Parade preconstruction funded from restricted asset |
0 |
458,000 |
458,000 |
Spring Hill to Orange funded from restricted asset |
0 |
2,000,000 |
2,000,000 |
Leeds Parade project funded from restricted asset |
0 |
215,000 |
215,000 |
Sewer line offset by reduction to materials and contracts |
0 |
15,000 |
15,000 |
Sewer Strategy offset by reduction to materials and contracts |
0 |
15,000 |
15,000 |
Equity |
|||
Restricted asset used to fund aeration upgrade |
0 |
(100,000) |
(100,000) |
Restricted asset used to fund STP internal road renewal |
0 |
(100,000) |
(100,000) |
Sewer strategy reduction from investigation of in-house alternatives |
(798,000) |
698,000 |
(100,000) |
Restricted asset used to fund Phillip Street pre-construction |
0 |
(281,000) |
(281,000) |
Restricted asset used to fund Clergate Road/ Leeds Parade pre-construction |
0 |
(458,000) |
(458,000) |
Restricted asset used to fund Spring Hill to Orange project |
0 |
(2,000,000) |
(2,000,000) |
Restricted asset used to fund Leeds Parade project |
0 |
(215,000) |
(215,000) |
Note: Equity includes the funds internally or externally restricted. Examples include funds collected through Section 94 Developer Contributions, the balance of unexpended specific purpose grants, or other funds preserved by a specific Council resolution.
Policy and Governance Implications
This report is prepared in accordance with the Integrated Planning and Reporting Guidelines as issued by the Office of Local Government.
1 That the information provided in the report by the Director Corporate and Commercial Services on the Quarterly Budget Review and Performance Indicators – July to September 2016, be acknowledged. 2 That the variations arising from the September Quarterly Budget Review, amounting to an improvement of $559,547, be adopted. |
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 Performance Indicators highlight progress in achieving the strategies and actions set by Council’s Delivery/Operational Plan. The “traffic light” indicators show the status of each task. A green light indicates the task is on track. An amber light suggest some delay and a red light is provided to those tasks that are unable to be achieved. All tasks have a comment that indicates process. |
SUPPORTING INFORMATION
Highlights of the Quarter
Key achievements over the quarter include:
· Council approved a $15M roads program
· Placed on exhibition a sponsorship program to support the local Harness Racing Club over the next 10 years
· Awarded the tender for civil works on stage 8 of the Narrambla Business Park industrial subdivision
· Opened the new Visitor Information Centre in the Orange Regional Museum complex
· Provided assistance to the local rugby union and rugby league teams involved in their respective finals games
· Provided $156,515 in financial assistance to organisations who applied for donations/sponsorships. $84,878 is provided in donations and the balance of $71,637 is provided as sponsorships.
· Considered the tender to demolish a Council-owned shed in Peisley Street
· Received a planning proposal for an extension to the North Orange Shopping Centre
· Planning for Australia Day and Carols by Candlelight events progressed
· A review of the way Council funds tourism services commenced. Over 100 people attended the Orange Regional Tourism Workshops facilitated by Council.
· The demolition tender development application was approved and the tender to clear the old hospital site was advertised in the quarter
· Adoption of Council’s Community committee structure during the quarter
· Concept plan developed for the creation of a Mountain Bike Trail on Mount Canobolas
· 4,908 meals delivered under Council’s Meals on Wheels Program
· Average of 86.17% utilisation of Council’s Childcare Centres
· Supported accommodation provided for 10 adults with a disability
· Successful audit of the Airport by the Civil Aviation Safety Authority. 13,608 passengers through the airport.
· 228 property inspections by Council’s weeds team.
· $171,730 has been added to the $150,000 budget in the footpaths program to expand the footpaths program.
· Electricity charges were re-estimated and reduced by $211K due to savings realised in water and sewer pump stations and treatment plants.
· Rates and charges remained outstanding was 11.41% which compares very favourably to the level of the same period last year which was 32.59%.
· Council is investigating alternate, less costly, short to medium term strategies in order to provide sewer services to the new residential land in the Ploughmans Valley and North Orange areas. This approach involves reviewing how we operate our system and the potential recommissioning of a sewer pump station. The sewer strategy project will now be done in-house and has resulted in an adjustment to reduce the costs of the project significantly.
Other Expenses
Council is aware that the format of the financial statement reports is prescribed. In the past, Council has requested for an elaboration of the “Other Expenses” element in the reports and this information is provided in the following table.
Review of Income
The following chart provides a snapshot of the split of
Council’s income.
Income streams such as User Charges and Fees, Other Revenues and Grants for Operating Purposes are currently on track as traditionally their rate of receipt is generally consistent throughout the year.
As Council’s annual rates are levied in July of each year, it is appropriate to see that this income is almost fully recognised in the first quarter.
Other income streams are subject to other influences such interest rates, occurrences of development, or the success of grant applications and as such are difficult to ascertain their current performance. These income streams are routinely reviewed, and adjusted as appropriate, at each quarterly review.
On the assumption that all income is received at a constant consistent rate over the year, by the end of the September quarter 25% should have been received.
Rates and Charges Collection
For the first quarter, a total of $2,176,934.42 (11.41%) remains outstanding for rates and annual charges. For the purposes of comparison, for the same quarter last financial year 32.59% of the amount payable remained outstanding.
Review of Expenditure
The following chart provides a snapshot of the progress of Council’s expenditure.
In general, Council’s routine operational expenses should be incurred at a consistent rate. These include expense groupings such as Employee Costs, Materials and Contracts, Plant Expenses and Other Expenses. As presented in the above chart most of these expense groups are on track with the exception of some savings being evidenced within Materials and Contracts.
Depreciation is another item which ordinarily would be consistent throughout the year however depreciation is not able to be generated until after the finalisation of the previous year’s financial statements. As at the end of the quarter, these statements were still in the process of being prepared ready for audit.
On the assumption that all expenses are incurred at a constant consistent rate over the year, by the end of the September Quarter 25% should have been paid.
Report by Responsible Accounting Officer
The following statement is made in accordance with Clause 203(2) of the Local Government (General) Regulation 2005:
As the Responsible Accounting Officer, it is my opinion that the Quarterly Budget Review Statement for Orange City Council for the quarter ended 30 September 2016 indicates that Council’s projected financial position for 30 June 2017 will be satisfactory having regard to the project estimates of income and expenditure, and variations contained therein.
Aaron Jones, Responsible Accounting Officer
1 Performance Indicators - Quarter 1 - 2016/2020, D16/51159⇩
2 Financial Summaries - September Review - 2016/2017, D16/54035⇩
3 Major Works Table - September Review - 2016/2017, D16/54044⇩
Council Meeting 15 November 2016
5.3 Quarterly Budget Review and Performance Indicators
Attachment 1 Performance Indicators - Quarter 1 - 2016/2020
Quarterly Performance Indicators
Delivery/Operational Plan 2016/20
Quarter 1 – July to September 2016
D16/51159
OUR CITY
Objective 1 - In complying with the Local Government Act, Environmental Planning and Assessment Act and other relevant legislation, decisions and planning are merit based, informed, impartial and consistent |
||||
Strategy 1.1 - Provide easily obtainable information on the legal responsibilities of Councillors, Council staff and the community |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
1.1.1 |
Maintain Delegations and Sub-Delegations Register |
Review delegations to the General Manager in November annually |
n |
Delegations and Sub-Delegations managed during the quarter. A full review of delegations to the General Manager will be undertaken in the next quarter. |
Update and distribute sub-delegations to staff in December annually |
||||
1.1.2 |
Provide information to Councillors on training and development opportunities |
Number of opportunities for training notified to Councillors |
n |
Information has been provided to Councillors in relation to training opportunities as they arise. |
1.1.3 |
Undertake testing of Council's Business Continuity Plan (BCP) |
BCP tested and reviewed in December annually |
n |
A scenario test for the Business Continuity Plan for the Civic Centre was undertaken during the quarter. |
1.1.4 |
Maintain the Enterprise Risk Management System |
Quarterly review of Corporate Risk Register and report to Council via the Audit and Risk Management Committee |
n |
The Enterprise Risk Management System was maintained during the quarter. A summary of Risk Assessments undertaken during the quarter was prepared. Planning commenced for the review of the Corporate Risk Register. |
Compliance reporting quarterly to Directors |
||||
1.1.5 |
Ensure Council maintains an internet and social media presence reflective of Council activities, services and facilities |
Increase social media engagement and reach by 25% |
n |
There has been an increase in social media activity
during the quarter. There has been a particular focus on road works and the
creation of new videos to better explain the scope of works and how roads are
built and maintained. |
Maintain the Council website with weekly updates |
Objective 1 - In complying with the Local Government Act, Environmental Planning and Assessment Act and other relevant legislation, decisions and planning are merit based, informed, impartial and consistent |
||||
Strategy 1.2 - Information and advice provided for the decision-making process will succinct, reasoned, accurate, timely and balanced |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
1.2.1 |
Manage Council’s Records System |
All incoming letters and emails to Council registered into Council's system daily and allocated to appropriate staff member |
n |
All incoming letters and emails to Council were registered into Council's system on a daily basis, and allocated to the appropriate staff member for action. |
1.2.2 |
Provide financial reporting with reference to the Long Term Financial Plan and Delivery/Operational Plan requirements |
Annual financial statements finalised by November |
n |
Annual report commenced. |
Quarterly reports presented to Council within two months of the end of each quarter |
||||
1.2.3 |
Establish and support Council Meetings, Policy Committees and Council's Community Committee Network |
Prepare and distribute agendas and reports for Ordinary Council and Policy Committee Meetings within three business days of the meetings |
n |
Agendas, minutes and reports are produced for Council and Policy Committee meetings within the required timeframes. The Community Committee network structure was finalised in September, together with the annual meetings schedule established and Charters reviewed. All Community Committees are being requested to consider items to be considered in Council's strategic planning processes. |
Review Council's Community Committee network structure in September annually |
||||
Establish the annual Committee Meetings Schedule in September annually |
||||
Undertake a strategic planning session with all Community Committees in September-October annually |
||||
Review Charters of Community Committees in October annually |
||||
Annual Report from the Audit and Risk Management Committee by April |
||||
Report of complaints under Council's Code of Conduct to Council by December annually |
Objective 1 - In complying with the Local Government Act, Environmental Planning and Assessment Act and other relevant legislation, decisions and planning are merit based, informed, impartial and consistent |
||||
Strategy 1.2 - Information and advice provided for the decision-making process will succinct, reasoned, accurate, timely and balanced |
||||
1.2.4 |
Implement Information Technology Strategy initiatives |
Virtualisation server and storage hardware refresh replacement completed |
n |
Rollout of 182 personal computers and 21 laptops. Replacement of the virtualisation server
iis set down to commence in February 2017. The services review is to be undertaken
from February 2017 to June 2017. The remote access system upgrade is to
commence in November 2016.
|
Services review - desktop management system, online payment processing and other E-services, security, intranet software |
||||
Remote access system upgrade |
||||
Upgrade records management system |
||||
Review cloud computing security and operational issues |
||||
1.2.5 |
Achieve maximum return on the investment of Council's funds whilst adhering to all applicable legislative requirements and Council's policy |
Monthly reports to Council on the performance of the investment portfolio |
n |
Monthly reports on Council's investment portfolio reported to Council in accordance with legislative requirements. Council's return on investments continues to exceed the benchmark as set by Council's Long Term Financial Plan. |
Objective 1 - In complying with the Local Government Act, Environmental Planning and Assessment Act and other relevant legislation, decisions and planning are merit based, informed, impartial and consistent |
||||
Strategy 1.3 - Ensure a robust framework that supports the community’s and Council’s current and evolving activities, services and functions |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
1.3.1 |
Provide a framework for development in the City through the Orange Local Environmental Plan (OLEP) 2011, plans of management and the Development Control Plan (DCP) |
Develop and have adopted Development Control Plan (DCP) 2014 by the end of 2016 |
n |
Development Control Plan in draft state, including Shiralee and Infill components. |
1.3.2 |
Review and report on the five key areas of our environment (water, air, biodiversity, soil, salinity) through preparation of the State of Environment Report (SOE) |
Publish the annual SOE by November |
n |
Data for Regional State of the Environment Report has been collated and is currently being printed for distribution in November. |
1.3.3 |
Support the Local Emergency Management Committee (LEMC) |
Finalise Council's input into local emergency planning in conjunction with key agencies |
n |
The Local Emergency Management Committee Standard
Operating Procedures have been reviewed and endorsed. |
1.3.4 |
Support the Rural Fire Service |
Provide ongoing support and advice to quarterly Bush Fire Management Committee Meetings and Bush Fire Liaison Meetings. |
n |
Attendance at the Bush Fire Management Committee and
Zone Liaison Committee. |
Objective 1 - In complying with the Local Government Act, Environmental Planning and Assessment Act and other relevant legislation, decisions and planning are merit based, informed, impartial and consistent |
||||
Strategy 1.3 - Ensure a robust framework that supports the community’s and Council’s current and evolving activities, services and functions |
||||
1.3.5 |
Develop and implement the suite of Integrated Planning and Reporting documents |
Comprehensive review of the Community Strategic Plan by June 2017 |
n |
Council received and adopted the Integrated Planning and Reporting documents on the 24 May 2016. Due to the merger proposal from the NSW Government, the election scheduled for September 2016 was deferred. A legal challenge from Cabonne Council has caused further time to elapse in the determination of the merger proposal. The due date of June 2017 for the next comprehensive Community Strategic Plan update therefore needs to be amended with advice of when the next election is to be held determining when the Community Strategic Plan update is due. Work on the 2015/16 Annual report has commenced. |
Annual minor review of the Community Strategic Plan by February annually |
||||
Finalisation of the Delivery/Operational Plan by June annually |
||||
Review of the Resourcing Strategy by December annually to provide the Long Term Financial Plan, Assets Strategy and Workforce Management Plan |
||||
Preparation of the Annual Report by October annually |
||||
Undertake quarterly reviews of the Delivery/Operational Plan and report to Council |
Objective 1 - In complying with the Local Government Act, Environmental Planning and Assessment Act and other relevant legislation, decisions and planning are merit based, informed, impartial and consistent |
||||
Strategy 1.4 - Ensure a framework that Council’s policies, procedures and programs relate to the vision and directions of the Community Strategic Plan, including a disability action plan |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
1.4.1 |
Maintain a framework of relevant policies and procedures |
Facilitate the review of Strategic Policies annually, with Code of Conduct reviewed in March, Code of Meeting Practice by April, and Councillors - Payment of Expenses and Provision of Facilities Policy reviewed in September |
n |
Council reviewed the Payment of Expenses and
Provision of Facilities strategic policy in September 2016. |
Facilitate the review of Operational Policies annually |
||||
1.4.2 |
Ensure Councillors are made aware of key Policy requirements |
Organise training for Councillors in Code of Conduct and Code of Meeting Practice related issued annually in April |
n |
Training for Councillors on specific provisions in relation to the Code of Conduct and Code of Meeting Practice will be organised early in 2017, however when required, information is circulated to Councillors on policy provisions. |
1.4.3 |
Maintain and implement the Disability Action Plan 2012/16 |
Facilitate the implementation of tasks within the Disability Action Plan |
n |
Council is required under the Disability Inclusion Act 2014 to undertake disability action planning by 1 July 2017. In preparation for the development of the plan consultation has been undertaken with disability service providers and representatives of Cabonne and Blayney Councils given the nature of the local service network. Relevant Council staff have attended training provided by Local Government NSW to support the appropriate preparation of the plan. |
Develop the 2017/20 Disability Inclusion Action Plan |
Objective 2 - Provide multiple opportunities for the community to engage in planning, policy and advocacy for the development and direction of the City of Orange |
||||
Strategy 2.1 - Provide a flexible and adaptable community engagement process for gathering and disseminating information, ideas and responses. Engage with the community through a variety of formats including traditional media, emerging technologies, and Committees and forums |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
2.1.1 |
Promote Council's activities through media releases, media briefings and host community information sessions when appropriate |
Host community information sessions on key projects and activities as appropriate |
n |
Council has issued more than 30 media releases for
the quarter. During the quarter the number of ‘Likes’
on the main council Facebook page grew by 18% from 3039 to 3605. During the
same period, the number of Facebook users engaging with the page varied
widely week to week, depending on the topics being posted about and
discussed. This ranged from 1,232 people per week through to 6,721 per week. |
Issue bulletins through the Council E-news service monthly |
||||
Issue media releases at a minimum of one weekly |
||||
Maintain Council's social media presence and provide information on a weekly basis via social media |
||||
Provide at least one media briefing per week |
Objective 2 - Provide multiple opportunities for the community to engage in planning, policy and advocacy for the development and direction of the City of Orange |
||||
Strategy 2.2 - Provide Council Customer Service that is easy to access and use, interactive and responsive |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
2.2.1 |
Provide a highly responsive customer service function |
Undertake monthly training of Customer Service Team on key issues |
n |
Training for the Customer Service Team continues on a regular basis. The next training will be in June 2017. The focus over the last quarter has been to update procedures for armed hold-up, with training to be undertaken in the near future by the police. All issues reported to Council via the website, phone, e‑mail or in person, are added to the Customer Request Management system within two days of receipt and allocated to the appropriate staff member for action. 2,942 requests were entered during the quarter. Council's after-hours phone service continues to be provided. |
All issues reported via Council's website or by phone/email to Council allocated to relevant staff member for attention within two business days |
||||
Continue to provide after-hours call answering service |
||||
Remind all staff of their obligations under Council's Customer Service Obligation Policy by June annually |
Objective 2 - Provide multiple opportunities for the community to engage in planning, policy and advocacy for the development and direction of the City of Orange |
||||
Strategy 2.3 - Facilitate community input into local and regional strategic lobbying and advocacy initiatives for the needs and aspirations of the people of the City of Orange to external stakeholders |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
2.3.1 |
Maintain membership of key lobby groups to advance regional priorities |
Build on relationships with key lobby groups including but not limited to CENTROC, NetWaste, Regional Development Australia, Central NSW Tourism, Regional Cities, Central West Libraries, Bathurst Orange and Dubbo Alliance, Association of Mining Related Councils, Central West Councils Environment and Waterways Alliance, Local Land Services |
n |
Council maintained strong relationships with regional and key lobby groups during the year, including CENTROC, NetWaste, Central West Libraries, Association of Mining Related Councils, Central West Councils, Environment and Waterways Alliance and Local Land Services. |
Objective 3 - Provide appropriate frameworks that promote the identification, growth and development of current and future leaders |
||||
Strategy 3.1 - Provide opportunities for potential candidates who wish to stand for Local Government elections to become familiar with Council processes, activities and services |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
3.1.1 |
Ensure all requirements for the conduct of the election are undertaken within required timeframes |
Ensure all advertising is conducted in accordance with timeframes set by the NSW Electoral Commissioner |
n |
With the deferral of the Local Government Election for Orange until September 2017, no action required at this stage. |
Assist the NSW Electoral Commissioner in conducting the 2017 Local Government Election |
Objective 3 - Provide appropriate frameworks that promote the identification, growth and development of current and future leaders |
||||
Strategy 3.2 - Provide a framework for staff to exercise the opportunity to build on and develop their leadership potential, as well as recognising the value of older workers |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
3.2.1 |
Implement the Workforce Management Plan |
Implement succession planning for identified critical positions |
n |
Succession planning in place. Review of apprentices and cadets management
commenced. · New Drug and Alcohol Policy rolled out across Council with random testing commenced. · Smoke Free Workplace Policy implemented. · Further asbestos management plan training undertaken
in quarter. · Office of the Federal Safety Commissioner project audits are complete and have scored over 80% compliance. · StateCover safety audit results achieved a score of 90.6% for Work Health Safety management system and 93.3% for specific hazards. · AS4801 recertification has been maintained until 24 August 2019. Employee Recognition Procedure reviewed. |
Complete the action plan outlined in the Equal Employment Opportunity Management Plan |
||||
Review the use of apprentices/trainees across Council including areas, engagement, support programs for supervisors/trainees |
||||
Improve functionality of Human Resource Information Systems, including electronic leave and on-line timesheets |
||||
Complete actions from Council's Safety Plan including the rollout of the Drug and Alcohol Policy, Smoke Free Workplace Policy and Asbestos Management Plan elements for employees, volunteers and contractors |
||||
Review the Employee Recognition Policy |
||||
Undertake AS4801 Work Health and Safety Management System audits and inspections across Council work sites |
||||
Implement leadership programs including recruitment, performance management and new manager induction |
Objective 3 - Provide appropriate frameworks that promote the identification, growth and development of current and future leaders |
||||
Strategy 3.3 - Recognise that members of the community will take different leadership pathways, the Council will support this growth and development through appropriate activities, initiatives and assistance |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
3.3.1 |
Apply Council's adopted Donations and Grants Policy to support the community |
Report requests for support to Council quarterly |
n |
Requests for Financial Assistance (and donations) are reported to Council as each request is received. In addition to the $125,959 in the Delivery/Operational Plan, the following entities were funded for a total of $18,996 during the quarter: - Pay It Forward Community Shed - Cerebral Palsy Alliance - Leukaemia Foundation - Catherine McAuley Primary School - Orange Business Chamber - Parkrun Australia - The Come Together Choir - Foodcare - Orange Eight Day Games - Canobolas High School - Anson Street School - Tristan Harrison - Stephanie Harrison - Orange High School |
Objective 4 - Build on the capacity of the City as a leader by participating in local, regional, national and global organisations, networks and initiatives |
||||
Strategy 4.1 - - Continue to deliver a leadership role as a major entity in the region and actively contribute to the future direction of local, regional and national initiatives to support and facilitate improved outcomes for the community |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
4.1.1 |
Engage with State and Federal Governments on funding and policy matters |
Demonstrated advocacy on emerging strategic matters important to the City and region |
n |
Council met with Local Government NSW and the Office of Local Government during the quarter. Conversations with Centroc were held regarding opportunity for the Centroc Board to pursue when the next Centroc Board meeting is held at Parliament House. Application for Stronger Regions funding made during the quarter. Engagement with NBN Co on the rollout of infrastructure continues with the completion of works scheduled for October 2016. |
Objective 4 - Build on the capacity of the City as a leader by participating in local, regional, national and global organisations, networks and initiatives |
||||
Strategy 4.2 -Actively contribute to the future direction of international strategic initiatives to build capacity and cross-cultural understanding |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
4.2.1 |
Maintain Sister Cities relationships with Timaru, New Zealand; Ushiku, Japan; Orange, California; Mt Hagen, Papua New Guinea |
Support opportunities for cultural exchange |
n |
During the quarter a group of students from Canobolas Rural Technological High School visited Japan. |
Finalise employment skills exchange program with Mt Hagen |
OUR COMMUNITY
Objective 5 - Provide a broad range of equitable and affordable opportunities for the community to enjoy a healthy and active lifestyle |
||||
Strategy 5.1 - Identify changing community aspirations and undertake community engagement and planning for the creation of open spaces, recreational facilities and services, recognising the special needs of older people and those with disabilities |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
5.1.1 |
Engage with the community in the planning and development of public open space |
Through the Parks, Trees and Waterways Community Committee and other community workshops engage on four occasions per year in the development of public open space |
n |
Consultation through the Parks, Trees and Waterways Community Committee to select the replacement plant type for the Anson Street median following review by staff and a consultant was undertaken. |
Cook Park Master Plan reviewed by December 2016, then annually |
||||
Botanic Gardens Master Plan reviewed by December 2016, then annually |
||||
5.1.2 |
Increase and improve public open space accessibility and facilities for a broad range of members of the community |
Sir Jack Brabham Park Sports Centre - Stage 1 commenced |
n |
Council has worked with the Orange Triathlon Club to
improve the accessibility of Gosling Creek Reserve and Reservoir for
organised sporting activities. Approvals and concept designs completed with
works program completion in December 2016. |
Renewal of the Orange Botanic Garden's Billabong boardwalk |
||||
5.1.3 |
Increase utilisation and functionality of the Orange Showground |
Develop and implement a plan for the improvement and increased utilisation of the Orange Showground |
n |
Orange Showground pavilion construction is progressing. On completion the utilisation and functionality of the showground will be increased. Scheduled works due for completion February 2017. |
Objective 5 - Provide a broad range of equitable and affordable opportunities for the community to enjoy a healthy and active lifestyle |
||||
Strategy 5.2 - Maintain and renew recreational spaces and infrastructure assets as specified within the Asset Management Plan at agreed levels of service to optimise community use |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
5.2.1 |
Implement maintenance programs/activities to ensure parks infrastructure (seats, signs, fences, pathways and playgrounds) are maintained to service levels as outlined in the Public Open Space Asset Management Plan |
Engage playground consultant to undertake safety audit for compliance with Australian Standards every two years |
n |
Safety inspections, repair and maintenance to play facilities across the Local Government Area has been undertaken on a monthly basis during the reporting period. Moulder Park master plan - allocated funding used to leverage additional funding through grants programs. Quotations sought for the supply and installation of outdoor table tennis tables and a small court sports arena. Awaiting determination of grant submission prior to commencing on ground works. |
Undertake playground inspections for each playground on a monthly basis |
||||
Re-oil the Orange Adventure Playground by June every two years |
||||
Moulder Park Master Plan works |
||||
Replacement of pedestrian timber bridges in Moulder Park |
||||
5.2.2 |
Implement the renewal and enhancement of recreational assets |
Renewal of Wade Park floodlighting |
n |
Planning and concept design work for the upgrading of
facilities, including the Wade Park flood lighting and a play facility for
north Orange has commenced. |
Orange Botanic Gardens - implement Hydrology Study - Roselawn Drive stormwater detention basin upgrade |
||||
Upgrade Play Facilities |
||||
Sir Jack Brabham Park - installation of playground |
||||
Max Stewart Oval - installation of training lights |
||||
Construct Robertson Park toilets |
||||
Rosewood Oval - installation of training lights |
Objective 6 - Encourage and support the development and growth of sport, recreational, healthy and active living pursuits, that are inclusive and adapted to the needs of a diverse community |
||||
Strategy 6.1 - Identify changing community aspirations and undertake community engagement and planning for the development and support of sporting and recreational services |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
6.1.1 |
Conduct and implement an annual planning process to assess the needs of our ageing population in line with the principles of an Aged Friendly Community |
Annual planning session conducted and implementation of the Action Plan |
n |
A neighbour aid planning session was conducted 4 July
2016 to determine social support activities for older people and people with
disability. Monthly meetings were conducted for the Women's Shed in
developing the service model. Planning commenced for the International Day of
People with Disability celebration in December 2016. A funding submission was
completed for the Seniors Festival 2016 event. |
Quarterly meetings of the Ageing and Access Community Committee to review the Action Plan |
Objective 6 - Encourage and support the development and growth of sport, recreational, healthy and active living pursuits, that are inclusive and adapted to the needs of a diverse community |
||||
Strategy 6.2 - Seek innovative and creative solutions in partnership with key stakeholders that convert the demonstrated community need for sporting and recreational services/facilities to infrastructure and activities |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
6.2.1 |
Work with existing and emergent groups to enhance and develop sporting and recreational infrastructure and activities |
Implement Council's Sports Facility Partnership Program (minor grants) and Sports Participation Program |
n |
Council's Sports Facilities Partnership grants were awarded as follows: · Orange BMX Club · Orange Hockey Incorporated · Orange District Football Association. |
Development of Cricket Centre of Excellence - Wade Park |
||||
6.2.2 |
Development of recreational sporting precinct |
Development of concept plan and preliminary costing |
n |
Planning proposal for rezoning of the site completed. Negotiation of draft contract completed and documents issued. |
6.2.3 |
Develop the Canobolas Precinct |
Develop the Mount Canobolas precinct for mountain bike activities |
n |
Council has identified the potential to create a
Mountain Bike Trail Centre on Mt Canobolas encompassing both the State
Conservation Area and NSW Forestry Land. |
Improvements to the Pump House |
||||
6.2.4 |
Fund works at the Scout Camp |
Report on facilities upgraded |
n |
Council have allocated $50,000 2016/17. Discussions continuing with Scouts NSW on future management of the facility and the priority of works. |
6.2.5 |
Install solar lighting on Emmaville cottage |
Installation of lighting |
n |
Project scheduled to start in April 2017. |
Objective 6 - Encourage and support the development and growth of sport, recreational, healthy and active living pursuits, that are inclusive and adapted to the needs of a diverse community |
||||
Strategy 6.3 - Ensure the sporting and recreational facilities, programs, activities and health programs provided by Council are effectively and efficiently managed, affordable and support healthy lifestyle choices |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
6.3.1 |
Support and work with sporting organisations to secure events for the Orange region |
Support at least five major events annually |
n |
Orange was scheduled to host a National Rugby Championships game on 24 September 2016 between NSW Country Eagles and Perth Spirit however the event needed to be relocated due to significant rainfall and subsequent ground conditions. |
6.3.2 |
Operate the Orange Aquatic Centre |
Ensure the Centre complies with Royal Life Saving Society and NSW Health guidelines through satisfactory results in all audits |
n |
No audits conducted by NSW Health or Royal Lifesaving during this time (NSW Health Audits would be prompted by health issues flags (ie noted cryptospyridium outbreaks etc) and Royal Life Saving Audits are voluntary and we have not had any in the past 12 months). Repairs completed to 50m pool. |
Maintain 90% occupancy rate for all learn to swim classes |
||||
Upgrade Aquatic Centre changerooms |
||||
Walkway between amenities and Cafe |
||||
Repair wet deck, diving pool |
Objective 6 - Encourage and support the development and growth of sport, recreational, healthy and active living pursuits, that are inclusive and adapted to the needs of a diverse community |
||||
Strategy 6.4 - Encourage partnerships with community groups, government agencies and the business sector for the achievement of improved healthy lifestyle choices for the community |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
6.4.1 |
Provide recreational activities for older people, people with a disability and younger people to support healthy and active living |
Provide recreational activities including after school and school holiday activities for identified young people |
n |
After school activities were provided at the Orange Christian School and through the Designing Futures program. Activities included sport, cultural and hip hop dance, bush toy making, business tours (exposure to employment opportunities) and support with homework activities with approximately 62 young people attending. 30 participants attended the Merge Holiday Activity programs enjoying hip hop, movies skate board painting, trips to Flip Out, Ten Pin Bowling and the Regional Conservatorium. 15 participants in the Orange Youth Advisory Council (YAC), undertook a band night attended by approximately 60 young people. All services are delivered in line with the Commonwealth Home Care Standards, NSW Disability Service Standards, NSW Disability Inclusion Act 2014 and the Children and Young Persons (Care and Protection) Act 1998. |
Compliance with the Commonwealth Home Care Standards, NSW Disability Service Standards, NSW Disability Inclusion Act 2014 and the Children and Young Persons (Care and Protection) Act 1998 |
||||
Provide a range of recreational activities as part of Seniors Week and International Day of People with a Disability annually |
||||
6.4.2 |
Support and work with community organisations and agencies to develop and operate programs which have a positive impact on community health |
Provide support for three events annually |
n |
Through Council's Bicycling Community Committee, a major Bike Week Promotion, Bike Fest was scheduled to take place at the Moulder Park Velodrome on 18 September 2016. Unfortunately significant rainfall on the day of the event meant that it had to be postponed. The event has been rescheduled for 4 December 2016. |
6.4.3 |
Engage the community in the Parks Alive program and environmental activities |
Deliver four school programs, four educational programs and four community events per annum |
n |
Wet weather and saturated ground conditions caused the cancellation of National Tree day usually held in July. Events held included Calare School, Ploughman's Hill Estate, Ploughman's Wetland and Clifton Grove |
Objective 7 - Encourage resident and Government involvement to ensure a supportive and safe City |
||||
Strategy 7.1 - Feel safe in our homes and wider community by undertaking community engagement to keep plans and policies current for crime prevention, emergency service response, community safety and amenity, and promoting healthy and accessible links for older people and youth |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
7.1.1 |
Engage the community in addressing crime |
Participate in Crime Prevention Partnership (CCP) |
n |
Council has continued representation at the monthly Canobolas Crime Prevention Partnership meetings and the meetings of the Orange Liquor Accord. The Community Safety and Crime Prevention Committee meets quarterly. |
Participate in the Orange Liquor Accord |
||||
Promote the Operation Never Again program |
||||
7.1.2 |
Evaluate the implementation of the Children (Protection and Parental Responsibility) Act 1997 using collected data and community perception surveys |
Compile and submit six monthly reports to the Attorney General on the implementation of the Act |
n |
The report on the implementation of the Children (Protection and Parental Responsibility) Act 1997 for the period 1 January to 30 June 2016 was submitted to the NSW Attorney General's Department on 25 August 2016. |
Objective 7 - Encourage resident and Government involvement to ensure a supportive and safe City |
||||
Strategy 7.2 - Seek innovative and creative solutions in partnership with key stakeholders that respond to the community’s need for a safe and secure City including infrastructure and activities, recognising the needs of older people and those of younger people |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
7.2.1 |
Conduct the Orange and Cabonne Road Safety Program |
Deliver the Road Safety Officer Action Plan |
n |
The Local Government Road Safety Program 2016/17 includes: · $3,500 Child restrain checking days · $3,000 Green man/Red man pedestrian campaign · $4,000 Drink Driving Campaign - Plan B · $5,000 Free Cuppa for the Driver Workshops for parents and supervisors of learner drivers were conducted during the reporting period: · 3 PCYC Traffic Offenders Presentations - Driving the Facts · 2 presentations of Use the Road Safely - A guide for older pedestrians · Promotion of the Be Seen, Be Safe, Drive with your Headlights On · 3 Log Book Run events for learner drivers Development of share the road safely with motorists and
cyclists’ campaign. |
7.2.2 |
Manage companion animals within the City |
Review Companion Animals Management Plan annually |
n |
Ranger Services have been provided. Additional signage relating to dogs on key recreational walkways has been installed. The first Companion Animals Community Committee Meeting was held in August. |
Deliver Ranger Services |
||||
7.2.3 |
Manage abandoned articles within the City |
Report abandoned shopping trolleys to stores |
n |
Trolleys are reported as identified. |
7.2.4 |
Increase the safety of pedestrians and cyclists |
Deliver an education program to improve driver awareness of pedestrians and cyclists |
n |
The Local Government Road Safety Program has been
approved $3,000 for 2016/17 for the pedestrian campaign Green Man/Red Man. |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.1 - Identify changing community aspirations and undertake community engagement and planning for the development of cultural facilities and services that reflect the interests and aspirations of the broader and culturally diverse community |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
8.1.1 |
Implement the Central West Libraries Strategic Plan |
Actions implemented in accordance with the Strategic Plan |
n |
Implementation of Strategic Plan commenced.
|
8.1.2 |
Implement the Orange Civic Theatre and Orange Function Centre Strategic Plan |
Actions implemented in accordance with the Strategic Plans |
n |
In accordance with the strategic plan, negotiations for the 2017 theatre program are in place with a range of engagement opportunities confirmed. |
Develop a policy for programming to provide artistic direction and assist in selective processes |
||||
Develop annual Strategic Marketing Plans |
||||
8.1.3 |
Engage the community in the development of the Region Art Gallery's programs |
Meet quarterly with the advisory group to assess exhibition proposals |
n |
The quarterly Exhibitions Advisory Group meeting will be held in November. |
Seek input from teachers in the development of the educational program on an ongoing basis |
||||
Provide opportunities for individuals and community groups to propose exhibitions and associated programs, through application on Gallery's website with applications assessed quarterly |
||||
8.1.4 |
Improve the visitor experience through increased functionality of galleries and associated public spaces |
Install windows in West Room |
n |
The refurbishment of the Foyer, East and West rooms are partly subject to Capital Works funding from ArtsNSW which is yet to be announced. This will be completed during third quarter 2016/17. Repairs to flooring in Gallery 3 are scheduled for February 2017. |
Replace blinds |
||||
Complete minor modifications to walls and storage areas in the West Room |
||||
Upgrade furniture |
||||
Install data projector and associated equipment |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.1 - Identify changing community aspirations and undertake community engagement and planning for the development of cultural facilities and services that reflect the interests and aspirations of the broader and culturally diverse community |
||||
8.1.5 |
Profile the Gallery and engage the community in its programs through media coverage, advertising and promotional elements |
Ensure exhibitions and programs are promoted through print and other media, advertising is placed and promotional elements such as brochures and signage are produced |
n |
Gallery is currently developing an Instagram account and our Facebook presence is growing steadily. The Gallery Director was interviewed on ABC Central West in this quarter, with a regular monthly interview -initiated by the ABC- now in place from November onwards. We continue to run our regular Central Western Daily "At the Gallery" column. Gallery is currently gathering all relevant material for the publication of the 2017 exhibition program, which will be release in January 2017 and disseminated widely. |
8.1.6 |
Reduce the carbon footprint of the Gallery |
Investigate energy efficient devices for gallery lighting |
n |
Still in the planning phase which will explore ways of reducing electricity usage in our exhibition spaces through motion sensor lighting and reducing reliance on plastic wrapping for packaging of artworks. Gallery 2 could use a combination of LED and fluorescent lighting. |
8.1.7 |
Manage the Gallery collection to museum industry standards |
Complete the migration of database records to the new Content Management System (Vernon) |
n |
Vernon is now in regular use and is becoming our main tool for tracking object movement, image files, permissions. All items are being photographed, numbered and cleaned. All data is being prepared for the upload of the entire collection online for public access. Discussion with Still Space Architecture to prepare the concept design for the new storage facility and additional exhibition space has commenced. |
Maintain up to date records to reflect acquisitions and disposals, and new information located about the works held in the collection |
||||
Identify and pursue opportunities for improvements to collection storage facilities |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.1 - Identify changing community aspirations and undertake community engagement and planning for the development of cultural facilities and services that reflect the interests and aspirations of the broader and culturally diverse community |
||||
8.1.8 |
Deliver the Orange Regional Gallery Exhibition, Education and Public Programs |
Plan and implement an engaging program of exhibitions across a diverse range of art forms to attract a broad range of visitors in accordance with the exhibition timetables and budgets |
n |
This quarter saw the 2016 Kedumba Drawing Award held successfully at the Gallery for the third time, as well as two major touring exhibitions 'Country and Western: Landscape re-imagined' and Roy Jackson Retrospective. These all had associated public programs which have included tours, floortalks, a lecture series, and educational activities The Gallery is partnering with the Orange Youth Arts Festival once again to deliver educational activities to young people, including two workshops run by DLUX media, and one by gallery staff on contemporary art. Our upstairs exhibition space will see regular shows based on our collection .For the first in this series, local curator, Madeleine Holborow was invited to create an exhibition based on prints from the collection. |
Plan and implement a program of structured educational activities for select exhibitions throughout the year for primary and secondary students in accordance with the educational plan timeframes and budget |
||||
8.1.9 |
Delivery Annual Performing Arts Program |
Develop and implement an annual subscription season and performing arts program across a diverse range of genres |
n |
Development and implementation of the 2017 annual
season nearing completion. |
Present a dedicated annual children's program for primary and secondary students |
||||
Provide support and assistance to schools and the Orange Eisteddfod Society to present well managed programs |
||||
Through the "Road Works" and "Blak Lines" consortium, present two works which provide audience engagement opportunities |
||||
Develop an annual satisfaction survey of patrons and hirers |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.1 - Identify changing community aspirations and undertake community engagement and planning for the development of cultural facilities and services that reflect the interests and aspirations of the broader and culturally diverse community |
||||
8.1.10 |
Develop the cultural and community facilities within the Civic Precinct |
Concept planning prepared for the precinct by June 2017 |
n |
Museum completed construction. Visitor Information Centre opened in the quarter. |
8.1.11 |
Development of options for new Planetarium and Conservatorium |
Project Plan for approved project implemented according to budget and timeframes |
n |
Expression of Interest for design completed with three architects selected to submit quotations for design of facility to DA stage. Quotations to close 5 November with contractor to be appointed. Development application to be lodged March 2017. |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.2 - Seek innovative and creative solutions in partnerships with key stakeholders that convert the demonstrated community need for cultural services/facilities to infrastructure and activities |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
8.2.1 |
Deliver the Orange Library Service |
Deliver the Library Service in accordance with the Central West Libraries Strategic Plan and Central West Libraries Joint Agreement |
n |
Requirements of the Strategic Plan and Joint
Agreement met. Identification of items for inclusion on 2017 Calendar of Events. This will be compiled next quarter.
|
Commemorate the Library's 60th birthday in November 2016 |
||||
Develop a calendar of events and activities by January annually |
||||
Host the 2017 NSW and ACT Family History Association Annual Conference |
||||
Provide early childhood literacy programs that meet National Public Library Standards and Guidelines |
||||
Implement NSW Public Libraries Strategy for indigenous services |
||||
8.2.2 |
Make the Library's heritage collections available on-line |
Continue to add digitised and digital content to the Spydus Library Management System |
n |
Work continues on identification of historic photographs on Spydus. Digital journals being assessed for inclusion in digital repository. |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.2 - Seek innovative and creative solutions in partnerships with key stakeholders that convert the demonstrated community need for cultural services/facilities to infrastructure and activities |
||||
8.2.3 |
Link visual arts with other organisations via partnerships and other innovative shared events |
Identify and pursue additional funding |
n |
The Gallery successfully partnered with Friends of Orange Regional Gallery and Orange Regional Arts Foundation to purchase and install Senden Blackwood's public sculpture "duo". This work has been very well received and was launched to coincide with the Gallery's 30th Anniversary celebrations on 8 October 2016. Workshops on producing digital media art are being presented in partnership with DLUX media as part of the Gallery's contribution to Orange Regional Arts Festival. Gallery staff are also delivering workshops for the Festival. The Gallery continues to collaborate with Orange Health Service on its highly successful and sustainable Arts + Health Program. New works from the Gallery's permanent collection have been in installed throughout Orange Hospital with new discussions beginning with Clinicians around the delivery of Arts-based programs by Gallery staff. |
Collaborate with other organisations to produce two events per annum |
||||
Participate in regional festivals with a minimum of two per annum |
||||
Conduct programs associated with Arts and Health with a minimum of two per annum |
||||
8.2.4 |
Engage the community in the development of programs for the Orange Regional Museum |
Develop innovative learning and educational resources to assist teachers and students to engage in the Museum's programs and activities |
n |
Community engagement and public programs officer recently started and has sent out survey to schools in the region. Orange Regional Museum Facebook page has content added to keep the community engaged. |
Work with young people to create opportunities to contribute to the content and programs of the Museum |
||||
Create opportunities for individuals and community groups to contribute to the Museum's content and programs through exhibitions, digital engagement and social media initiatives |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.3 - Ensure the precincts, buildings, programs and activities provided by the Council’s Cultural Services are professionally managed |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
8.3.1 |
Provide for the management and operation of Central West Libraries on behalf of the Member Councils |
Requirements of the Library Act 1939 and the Central West Libraries Joint Agreement are met |
n |
All requirements met. |
8.3.2 |
Develop a Regional Museum Program for Orange |
Ensure the Museum building meets national standards for exhibition and artefact display, storage and handling |
n |
Museum exhibition space is recording environmental
conditions. Wentworth Mine continues to open for one weekend a month with
visitation ranging from 20-60 people. Regional Museum have been involved in
developing the first exhibition for the Orange Regional Museum. Collections
Officer recently engaged and will catalogue collections onto collection
management database. |
Plan and implement an innovative and engaging program of exhibitions and educational activities |
||||
Develop the Museum's collection and maintain records of acquisitions and loans |
||||
Ensure the Orange Regional Museum exhibitions interpret the stories, cultures and places of the region |
||||
Deliver the Museum Service in accordance with the budget/approved components of the Orange Regional Museum Development Plan 2014 including Wentworth Mine and Emmaville Cottage |
||||
Continue to implement the Sustainable Collections Project in partnership with regional museums, cultural groups and participating councils |
Objective 8 - Support the growth and development of a responsive, creative, innovative, learning and culturally rich community that is inclusive and adapted to the needs of a diverse population |
||||
Strategy 8.4 - Acknowledge our diverse cultural heritage by encouraging and implementing programs and events that tell the stories of the urban, village and rural communities and their people |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
8.4.1 |
Deliver a program to commemorate the Centenary of World War I 2014-2018 |
Facilitate bi-monthly Working Party meetings |
n |
Daily blog posts added to correspond with activities
100 years earlier as part of World War I |
Add to Centenary of World War I in Orange blog and Wiki |
||||
8.4.2 |
Support heritage conservation in the City |
Implement the 2014/17 Heritage Strategy (as approved and budgeted) including running the annual Small Grants Heritage Fund and presenting a range of educational and promotional programs |
n |
Planning is underway for the 2016 Cultural Heritage Awards. |
8.4.3 |
Support the Villages of Orange including Spring Hill, Lucknow and Clifton Grove |
Continue to implement each Village action plan in accordance with the allocated budget |
n |
Clifton Grove Committee met during the quarter. Spring Hill and Lucknow meetings scheduled for early October. $50,000 allocated in budget for Lucknow and Spring Hill masterplan works respectively. |
8.4.4 |
Implement the Aboriginal Heritage Strategy |
Develop process for the documentation and conservation of significant Aboriginal artefacts |
n |
Aboriginal Heritage Strategy adopted by Council. The
museum is working with a group of elders to implement the strategy. |
Develop concept for Aboriginal themed public art works |
Objective 9 - Encourage and support the development and growth of services that recognise the diverse needs within the community |
||||
Strategy 9.1 - Undertake community engagement, identify changing community aspirations, undertake planning, and advocate for the development of facilities and services recognising the need for accessible and integrated community and health services for older people, and services for Aboriginal people, people from culturally diverse backgrounds and people with a disability |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
9.1.1 |
Implementation of "consumer directed service delivery" in the home and community services area |
Deliver high quality services in compliance with the Commonwealth Home Care Standards, NSW Disability Service Standards, and the NSW Disability Inclusion Act 2014 |
n |
Choices at Home provided Food Services and Neighbour Aid Services including shopping, transport, meals, social support and minor home maintenance: ·... Meals - 4,908 ·... Social Support- 2,633 hours ·... Transport - 588 trips ·... Home Maintenance - 31 hours Social support services included weekly bus trips, community restaurant and a fortnightly Aboriginal Elder's information and activity session. |
9.1.2 |
Provide support to the Commonwealth Home Support Program (CHSP) in the Central West |
Implement transition to new funding arrangements through training and strategic planning |
n |
To meet the requirements the approved work plan and support the implementation of the new funding arrangements, the Commonwealth Home Support Program Officer has: · attended 12 site visits · attended 3 quarterly network meetings including the Food Forum, Home Modifications Forum, NSW Sector Support and Development Network · co-ordinated 9 workshops provided by an external trainer in 5 locations in the region - including paid staff, volunteers and management committee members · provided information on the reforms in the aged care and disability sectors to key stake holders in the region. |
Implementation of Commonwealth Home Support Program Development Officer Plan, including promotion of Commonwealth Home Support Program services and maintaining regional directory of services |
||||
Attend quarterly meetings of interagencies |
Objective 9 - Encourage and support the development and growth of services that recognise the diverse needs within the community |
||||
Strategy 9.1 - Undertake community engagement, identify changing community aspirations, undertake planning, and advocate for the development of facilities and services recognising the need for accessible and integrated community and health services for older people, and services for Aboriginal people, people from culturally diverse backgrounds and people with a disability |
||||
9.1.3 |
Engage with the local culturally and linguistically diverse community to identify needs and opportunities |
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 |
n |
Conducted Help with the Census; Tenancy Workshop and
Budgeting. Undertook consultation involving 35 people at TAFE, identifying
and prioritising topics for future workshops. |
9.1.4 |
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 |
Support the implementation of the Orange Aboriginal Social Development Plan in line with agreed timeframes |
n |
Council liaises closely with the Orange Aboriginal Community Working Party to support the implementation of the Orange Aboriginal Social Development Plan. Council has recruited a Trainee Aboriginal Engagement Worker who reports to the Central West Aboriginal Community Engagement Officer. Both positions will assist in working on strategies outlined in the plan. Council has written to the Community Working Party to seek their advice on the priorities of focus for the next twelve months. |
Liaise with the Community Working Party to determine culturally appropriate responses to issues relating to the local Aboriginal community |
Objective 9 - Encourage and support the development and growth of services that recognise the diverse needs within the community |
||||
Strategy 9.2 - Ensure the precincts, buildings, programs and activities provided by Council's Children's Services are professionally managed |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
9.2.1 |
Deliver quality children's services |
Utilisation rates of Council's Children's Services maintained at an average of 80% across all services |
n |
Yarrawong Children's Centre, Out of School Hours Care (Orange Public School), Spring Street Children's Centre and Orange Family Day Care have recently been reassessed under the National Quality Standards, Family Day is waiting on their assessment results and the other services achieved an overall rating of exceeding the Standards. Courallie and Out of School Hours Care (Calare) are waiting for notification of their reassessment visit. ·... Average utilisation rate for the period is 86.17% ·... Yarrawong Children's Centre - 87.28% ·... Courallie Park Child Development Centre - 93.37% ·... Spring Street Children's Centre - 77.86% |
Services comply with National Standards and achieve successful assessment in accordance with the National Quality Framework |
Objective 9 - Encourage and support the development and growth of services that recognise the diverse needs within the community |
||||
Strategy 9.3 - Ensure the precincts, buildings, programs and activities provided by the Council’s ageing and disability services are professionally managed, integrated and meet demonstrated needs |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
9.3.1 |
Utilise available government funding to support the delivery of accessible and affordable services for older people and people with a disability |
Funding options identified and grant applications submitted |
n |
Information has been gathered to undertake annual acquittals and reporting requirements and deadlines have been met. Transition has been undertaken from the Minimum Data Set to the Data Exchange program for recording data and reporting purposes. |
Relevant grant and compliance reporting requirements met |
||||
9.3.2 |
Provide supported accommodation services to adults with an intellectual disability |
Compliance with Ageing, Disability and Home Care funding agreement |
n |
Supported accommodation was provided to 10 adults
with disability, in line with person centred planning guidelines. In consultation
with Ageing Disability and Home Care a person has been proposed to fill the
funded vacancy within the service. A period of transition with be implemented
based on the needs of the proposed resident and the needs of the existing
residents. |
Compliance with NSW Disability Service Standards, NSW Services Act 1993 and the Children and Young Persons (Care and Protection) Act 1998 |
||||
Number of residents supported |
Our Economy
Objective 10 - Build on the economy, lifestyle and character of Orange to position the City as a destination of choice |
||||
Strategy 10.1 - Capitalise on the character and lifestyle of Orange to enhance tourism |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
10.1.1 |
Deliver Visitor Information Services |
Increase social media engagement and reach by 25% by June 2017 |
n |
Visitor Information Centre is now operating from the Orange Regional Museum space and is operating within budget. It is open 7 days a week. Social media engagement has seen an increase with Visit Orange Facebook likes from 3,992 to 4,204 and Orange Is Open Facebook likes from 3,364 to 3,439. BookEasy online site has 14 accommodation providers active. |
Operate the Orange Visitor Information Centre within budget |
||||
Increase the provision of services on-line through increased patronage of BookEasy by 25% by June 2017 |
||||
10.1.2 |
Implement the Orange Tourism Strategy |
Actions from the Orange Tourism Strategy delivered in accordance with the Strategy items adopted by Council |
n |
Delivery of Tourism Strategy continues with Visitor Information Centre relocation, hosting 2 Orange Regional Tourism workshops with over 100 people attending, initial development of future of tourism services delivery for Orange region, sponsoring and attending Taste Orange at Martin Place, Country NSW Expo, Colour City Caravan Park operations, submission of 2 funding applications for Tourism Destination Management Plan and supply directory project, administering event management within the Orange LGA, continuation of visitOrange website and social media platforms, Central NSW Tourism membership, product development project with Destination NSW, accommodation demand at Colour City Caravan Park, announcement that Orange will host NSW Inland Tourism Awards in 2017, professional advice to tourism operators when required. |
Implement the tourism services contract |
Objective 10 - Build on the economy, lifestyle and character of Orange to position the City as a destination of choice |
||||
Strategy 10.2 - Facilitate and support the attraction and development of events, festivals, venues and activities for residents and visitors, ensuring access and participation for older people |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
10.2.1 |
Provide a range of quality accommodation and services and maintenance of all infrastructure to the Colour City Caravan Park |
Maintain occupancy rate at an annual average of at least 50% |
n |
The Colour City Caravan Park continues to maintain its star rating at 3.5 during this quarter. Planning for the accommodation of pickers for the 2016/17 fruit harvest season involved consultation with the Orchardists to derive a new management plan. Extensive recruitment of staff has been undertaken, with cleaning, office and maintenance staff appointed. The occupancy rate for this quarter was 27% due to the wet weather and cold months. The Orange Showground is accommodating fully self-contained recreational vehicles as part of the RV Friendly Program now in place. The renting of the cabins are performed well. A meeting was held in the quarter to plan what asset improvements need to be done. |
Undertake asset improvements in accordance with the Buildings Asset Management Plan |
||||
Maintain three star rating |
||||
10.2.2 |
Support a range of community events |
Number of events held on Council land by external parties |
n |
Event management categories: · Category 1 - small events (weddings and similar · Category 2 - community events on Council land – 14 events · Category 3 - events organised by Council staff – 16 events held |
Number of Council hosted events organised by Council |
Objective 11 - Encourage a strong, multifaceted economy and stimulate interactions within the business community and between business and Council |
||||
Strategy 11.1 - Encourage the growth of local business, support emerging industry sectors and attract new investment to Orange |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
11.1.1 |
Explore avenues to assist business development in the City in conjunction with the Orange Business Chamber or other peak industry organisations |
Number of business provided with support |
n |
A total of 77 businesses were assisted in the quarter: · Orange Shop Local Program is a shop local gift card program. A media launch has been held and 41 businesses are participating. · One business has received Grow Local Program funding, with 2 additional businesses considering lodging a submission. · 33 business were provided with support on grant funding, NBN information, workshops being held in Orange, referrals from and to the BEC, NSW Department Trade and Investment, Orange Business Chamber, NSW Business Chamber, relocation inquiries, start up business inquiry, leasing assistance, and answering inquiries from businesses wanting to occupy Council owned facilities. |
11.1.2 |
Develop, maintain and provide information resources appropriate for business development and/or relocation, including web-based and mobile application platforms |
Number of businesses listed on Council's on-line Business Directory |
n |
376 businesses listed on Council's online business directory. |
11.1.3 |
Undertake refurbishment of the Central Business District |
Project planning completed and delivery to budget and timeframes |
n |
Initial work to commence traffic planning for the project currently underway. Multi-disciplinary team to be formed to progress this project in March 2017. |
11.1.4 |
Manage Council's land portfolio |
Number of transactions to sell and purchase land |
n |
Two land sales in Narrambla and one purchase during the quarter. Considerable work done on the Council's land register to improve its facilities. Council continues to offer incentives on its land for business growth opportunities. Businesses made inquiries during the quarter for possible locations from within the Council's land portfolio, with some positive leads being pursued. |
Objective 11 - Encourage a strong, multifaceted economy and stimulate interactions within the business community and between business and Council |
||||
Objective 11.2 - Foster partnerships and encourage development across a range of industry clusters |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
11.2.1 |
Participate in the Evocities Program |
Annual function for new residents |
n |
Council withdrew from the Evocities campaign in June 2016 but has committed to ongoing promotion for relocatees. Information has been provided to 69 interested parties considering relocation to the area. |
Number of relocatees to Orange |
||||
Provision of information to relocatees |
||||
11.2.2 |
Facilitate industry cluster engagement |
Six monthly meetings held in November and May annually with: Education Cluster Group; Tourism Cluster Group; Manufacturing/Engineering Cluster Group; Mining Cluster Group; Health Cluster Group; Agribusiness Cluster Group |
n |
Two meetings held with the Manufacturing/Engineering Cluster Group. |
Objective 11 - Encourage a strong, multifaceted economy and stimulate interactions within the business community and between business and Council |
||||
Strategy 11.3 - Encourage training and skills development for a diverse and sustainable labour market |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
11.3.1 |
Work with industry, business and training organisations to identify current or developing skills shortages and implement strategies to address them |
Develop programs to assist business sectors management of skills shortages |
n |
Information continues to be circulated to relevant industry sectors regarding additional skills training funded by Government agencies. Council’s withdrawal from Evocities has focused montoring of jobs on commercial sites - Indeed (317 jobs), Adzuna (124 jobs), Seek (594 jobs) and Jora (635 jobs). Some jobs are listed in multiple sites. |
Number of jobs on Evocities jobs site from local businesses |
Objective 11 - Encourage a strong, multifaceted economy and stimulate interactions within the business community and between business and Council |
||||
Strategy 11.4 - Ensure the commercial facilities, programs and activities provided by Council enhance the economic base of the City and are effectively and efficiently managed |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
11.4.1 |
Maintain an accurate and updated register of all land owned or managed by Orange City Council |
Changes to register made within three weeks of land transaction |
n |
Updates are made to the land register within three weeks of the completion of the transaction. The annual inspection schedule is in place. |
Implement an annual inspection schedule for all leased properties to ensure all lease obligations are met and any resulting issues addressed |
||||
11.4.2 |
Operate the Orange Airport |
Ensure the Airport meets all requirements set by the Civil Aviation Safety Authority and the Office of Transport Security |
n |
There have been 13,608 passengers utilise the airport
in the first quarter 2016/17 compared to 12,471 last year in the same period. |
11.4.3 |
Manage the issues arising from telecommunications opportunities |
Support the NBN rollout |
n |
Staff continue to work with the NBN rollout teams. |
Ensure the Orange community is aware of the rollout and the opportunities it creates |
Objective 11 - Encourage a strong, multifaceted economy and stimulate interactions within the business community and between business and Council |
||||
Strategy 11.4 - Ensure the commercial facilities, programs and activities provided by Council enhance the economic base of the City and are effectively and efficiently managed |
||||
11.4.4 |
Undertake upgrades of Airport precinct |
Complete Airport precinct planning processes |
n |
Quotes called to update Airport Master Plan. |
Complete security fencing |
||||
Re-seal runway |
||||
Complete runway crack sealing and backup lighting for runway |
||||
Airport carpark |
||||
Airport - Chlorination of Water Supply |
||||
Runway liquid road application |
||||
Airport masterplan update |
||||
Re-seal "Charlie" and "Delta" (2018/19) and "Bravo" (2017/18) taxiways |
Our Environment
Objective 12 - Manage the appropriate and sensitive use of the City’s natural resource assets and heritage |
||||
Strategy 12.1 - Ensure the Plans of Management for the City’s natural resource assets are current and reviewed |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
12.1.1 |
Implement the Open Space Strategy |
Finalise Plans of Management for Community Land by December 2016 |
n |
Review and enhancements to public open space are implemented in line with Council's strategic planning. |
Implementation of Open Space Strategy in accordance with approved budget and project timeframes |
||||
12.1.2 |
Monitor and implement awareness events and campaigns for noxious and environmental weeds |
Undertake 400 annual private property inspections to ensure noxious weeds are managed in accordance with legislative requirements |
n |
During the first quarter Council's Weed Management Officers undertook a total of 228 inspections including 107 private property inspections, 55 high risk pathways and 66 inspections of government/council managed lands. The rural residential estates of Ammerdown and Moulder Heights were targeted in this quarter |
Objective 12 - Manage the appropriate and sensitive use of the City’s natural resource assets and heritage |
||||
Objective 12.2 - Recognise the importance of heritage within the City by ensuring the currency of policies and procedures and seek compliance with regulations |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
12.2.1 |
Provide a Heritage Advisory Service to the community to protect and enhance heritage assets and to promote quality urban design |
Number of heritage and urban design advisory services delivered per quarter |
n |
The heritage adviser continues advisory service. |
12.2.2 |
Operate the Orange Cemetery |
Allocation of allotments for burial within 24 hours of receipt of Application for Burial |
n |
Cemetery has been maintained and services provided. Records are kept as required. |
Keep records in accordance with Cemeteries and Crematoria Act 2013 |
||||
Undertake landscaping and irrigation of new section |
Objective 13 - Undertake research and review of community aspirations to support the planning and regulation of balanced growth and development |
||||
Strategy 13.1 - Identify changing community aspirations and undertake community engagement to inform planning and advocacy of plans and polices for traffic, transport and communications infrastructure |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
13.1.1 |
Upgrade under-awning lighting in the Central Business District |
Complete upgrades of under-awning lighting |
n |
Specification being developed for the work. |
Objective 13 - Undertake research and review of community aspirations to support the planning and regulation of balanced growth and development |
||||
Strategy 13.2 - Identify changing community aspirations and undertake community engagement to inform planning and advocacy of plans and policies for integrated water management and energy utilities |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
13.2.1 |
Implement water conservation strategies |
Implement annual water conservation strategies (media, education, advertising, water audits) |
n |
Water Conservation Measures to be revised when developing Integrated Water Cycle Management Strategy by May 2017. Strategies to be implemented over summer period. |
13.2.2 |
Work with CENTROC to develop and implement effective regional water security plan |
Attend meetings of the CENTROC Water Utilities Alliance to review the Regional Water Security Study |
n |
Attended one Centroc Water Utilities Meeting. |
Report on key milestones established as part of the review of the Regional Water Security Study |
||||
13.2.3 |
Prepare new Water and Sewer Strategic Business Plan (and Financial Plan) |
Prepare new Water and Sewer Strategic Business Plan (and Financial Plan) in accordance with the NSW Office of Water Best Practice Criteria by May 2020 |
n |
Mid-term review of Water and Sewer Strategic Business Plan (and Financial Plan) in accordance with the Department of Primary Industries’ Water Best Practice Criteria by May 2017. |
13.2.4 |
Prepare new Integrated Water Cycle Management Strategy (including water conservation measures) |
Prepare new Integrated Water Cycle Management Strategy in accordance with best practice criteria by May 2017 |
n |
Work has commenced on data gathering, Water and Sewer Asset Management Plans and associated Financial Plan (FINMOD). |
Objective 13 - Undertake research and review of community aspirations to support the planning and regulation of balanced growth and development |
||||
Strategy 13.3 - Identify changing community aspirations and undertake community engagement to inform planning and advocacy of plans and policies for waste management and resource recovery |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
13.3.1 |
Deliver waste and recycling services |
Promote and offer a free annual Household Hazardous Waste Collection service at the Ophir Road Resource Recovery Centre |
n |
All domestic waste, recycling and organics collection
and processing services being delivered in accordance with respective
contracts and quarterly meeting held with contractor to review KPI's being
achieved. |
Deliver education materials to Orange residents relating to the new waste and recycling service provisions |
||||
13.3.2 |
Participate in the NSW Blue Star Program (previously Tidy Towns) |
Compile annual NSW Blue Star Sustainable Communities Award submissions |
n |
Planning for the hosting of the 2016 Blue Stars Awards to be held in Orange from the 4-6 November 2016 is well underway. Orange is hosting the awards this year as a result of winning the overall NSW Blue Stars Awards last year. The awards are being hosted by Orange City Council and Keep NSW Beautiful. |
Participate in Clean Up Australia activities |
||||
Raise awareness of the NSW Blue Star Program through four local media events and engaging with local schools |
Objective 13 - Undertake research and review of community aspirations to support the planning and regulation of balanced growth and development |
||||
Strategy 13.4 - Monitor and enforce regulations relating to city amenity |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
13.4.1 |
Conduct Retail Food Premises inspections |
All complaints of unclean or unhealthy retail food premises investigated within 48 hours and action taken if required |
n |
Food inspection program is under way with 25% of
inspections completed. |
Annual inspection of all retail food premises completed |
||||
Annual Retail Food Premises Compliance Reporting prepared and submitted to the NSW Food Authority by August annually |
||||
Implement "Scores on Doors" Program |
||||
13.4.2 |
Enforce environmental legislation |
All pollution complaints investigated within two working days for non-urgent events, and within four hours for urgent events, and action taken if required |
n |
Pollution incidents were investigated as required.
|
13.4.3 |
Provide efficient and effective development assessment and compliance service in a timely manner |
Applications determined within a median time of 35 days; construction certificate applications determined within a median of 30 days and complying development certificates determined within a median time of 15 days |
n |
45 construction certificates were issued with a
median processing time of 17 days. |
13.4.4 |
Provide property information in a timely manner |
Issue Section 149 Planning Certificates within a median processing time of four days and 1.5 days (where an urgency fee has been paid) |
n |
365 planning certificates were issued with a median
processing time of 3 days for 149(2)s and median processing time of 1 day for
149(5)s. |
Issue Section 149(B) - (E) Building Certificates and other property information within a median processing time of four days |
Objective 14 - Foster ideas and opportunities and encourage innovative solutions for the delivery of infrastructure |
||||
Strategy 14.1 - Design and construct new infrastructure assets as specified within the relevant Asset Management Plan to agreed levels of service |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
14.1.1 |
Construct the Southern Feeder Road |
Complete design for Stage 1C - Huntley Road to Elsham Avenue |
n |
Grant funding not yet secured for this project. |
Explore further grant opportunities and make submissions |
||||
Complete Stage 2 |
||||
Complete Stage 3 |
||||
14.1.2 |
Sewerage Treatment Plant - Cadia effluent disinfection (Ultraviolet Treatment) |
Investigation/design delivered by June 2017 |
n |
Treated effluent water quality monitoring specific to Ultra Violet infrastructure planning is ongoing. Treatment option discussions held with Cadia. |
Construction delivered by June 2018 |
||||
14.1.3 |
Develop Orange to Central Tablelands Water Pipeline |
Project undertaken in accordance with the project plan and funding conditions |
n |
Tenders for design development and construction for
the project were sent to the shortlisted pre-qualified Contractors on 15
August 2016. Tenders close on 12 October 2016. A Pre-tender meeting was held
on 7 and 8 September. Following the awarding of the tender, it is
proposed that the detailed design phase will be completed in January 2017
allowing construction to commence in February 2017. |
14.1.4 |
Implement water mains extension/re-alignment program |
Construction undertaken on time and within budget |
n |
Works are about to commence on the water main link between Telopea Way and William Maker Drive. These works will complete a critical link in the reticulation network within North Orange. |
Objective 14 - Foster ideas and opportunities and encourage innovative solutions for the delivery of infrastructure |
||||
Strategy 14.1 - Design and construct new infrastructure assets as specified within the relevant Asset Management Plan to agreed levels of service |
||||
14.1.5 |
Undertake managed aquifer recharge trial |
Investigation, detailed design and construction |
n |
Due to start in 2017/18 financial year. |
14.1.6 |
Develop North Orange Sewer Strategy |
Pre-construction/land acquisition works undertaken on time and within budget |
n |
Orange City Council staff are currently undertaking modelling works in order to further develop the North Orange Sewer Strategy. |
14.1.7 |
Develop Redmond Place sewer pump station |
Works undertaken on time and within budget |
n |
Due to start in 2017/18 financial year. |
14.1.8 |
Blackmans Swamp Creek Stormwater Harvesting Stage 2 |
Project delivered in accordance with the budget |
n |
Due to start in 2017/18 financial year. |
14.1.9 |
Construct Ridley Oval detention basin |
Project delivered in accordance with the budget |
n |
Project not to be undertaken in this financial year. The project was deferred. Timing to be reviewed based upon the recommendations as part of the Review of the Blackman’s Swamp Creek Floodplain Risk Management Study. |
14.1.10 |
Construct Moulder Park detention basin |
Project delivered in accordance with the budget |
n |
Project not to be undertaken in this financial year. The project was deferred. Timing to be reviewed based upon the recommendations as part of the Review of the Blackman’s Swamp Creek Floodplain Risk Management Study. |
14.1.11 |
Deliver shared cycleway construction program as identified in the Active Travel Plan and in accordance with the adopted budget |
Grant funded cycleway construction program completed within allocated
budget. Projects include: |
n |
Works are due to commence in February 2017. |
Compliance with grant conditions and monthly reporting requirements to Roads and Maritime Services |
||||
14.1.12 |
Deliver footpath construction program as identified in the Active Travel Plan and in accordance with the adopted budget |
Complete the Active Travel Plan |
n |
Footpaths works being delivered in accordance with the $150,000 allocated for the footpath budget. |
Objective 14 - Foster ideas and opportunities and encourage innovative solutions for the delivery of infrastructure |
||||
Strategy 14.1 - Design and construct new infrastructure assets as specified within the relevant Asset Management Plan to agreed levels of service |
||||
14.1.13 |
Upgrade Council's road network in accordance with imposed development condition contributions and Voluntary Planning Agreement outcomes |
Construction of new signalised intersection on Forest Road at base hospital and upgrading of road through to Bloomfield intersection |
n |
Timing of works on Forest Road development are dependent on announcement on application for Resources for Regions’ funding. |
Upgrade of drainage culverts in Leeds Parade from the Northern Distributor Road |
||||
14.1.14 |
Increase capacity in East Orange Drainage Channel |
Develop and issue design and construct tender for section of channel between Byng and McLachlan Streets |
n |
Works commenced and contract awarded. |
Complete construction of widening of channel between Byng and McLachlan Streets |
Objective 15 - Effectively and efficiently maintain and operate current infrastructure to agreed levels of service including any consideration of impacts of climate change |
||||
Strategy 15.1 - Maintain and renew traffic and transport infrastructure assets and services as specified within the Asset Management Plan at agreed levels of service |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
15.1.1 |
Deliver works program for road rehabilitation and re-seals as identified in the Transport Asset Management Plan |
Annual reseal program completed within allocated budget |
n |
Reseals to commence in December 2016. |
Annual road rehabilitation program completed within allocated budget |
||||
Forest Road pavement upgrade |
||||
Burrendong Way upgrade |
||||
Northern Distributor Road upgrade |
||||
Construction of link road - Waratahs |
||||
Slip lane - Telopea Way |
||||
Reconstruct Clergate Road Stage 1 from Northern Distributor Road to Strathgrove Way |
||||
15.1.2 |
Deliver program of footpath upgrading works as identified in the Transport Asset Management Plan |
Annual footpath rehabilitation program completed within allocation budget |
n |
Annual footpath rehabilitation program to commence in
November 2016. |
Construction of pedestrian crossing lighting as per allocated budget |
||||
15.1.3 |
Maintain Council's fleet of plant and equipment to ensure availability |
Ensure 95% availability of Council plant at all times |
n |
A number of new mowers and light commercials have been purchased in the first quarter of the delivery plan. 95% of Council’s plant fleet is available for use at all times.
|
15.1.4 |
Provide and manage public car parking in the Orange Central Business District |
Implement Parking Study deliverables |
n |
Licence Plate Recognition vehicle on hold pending review. Parking limits under constant review within traffic review. Parking patrols carried out in accordance with patrol schedule and Council's adopted parking rules |
Parking patrols carried out in accordance with patrol schedule and Council's adopted parking rules |
Objective 15 - Effectively and efficiently maintain and operate current infrastructure to agreed levels of service including any consideration of impacts of climate change |
||||||||
Strategy 15.2 - Operate, maintain, renew and upgrade water, sewer and stormwater infrastructure assets and services as specified within the Asset Management Plans at agreed levels of service |
||||||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
||||
15.2.1 |
Provide safe drinking and re-use water |
Monitor and report on water quality in accordance with regulatory requirements and report to the State Government annually in October |
n |
Drinking water was provided to customers in accordance with quality standards through implementation of the Drinking Water Management System. A final draft of the Recycled Water Management System that recognises both the treated effluent and stormwater re-use schemes has been produced. Investigation into infrastructure upgrades for the treated effluent re-use system continues. |
||||
Review and update Risk Assessment for Council's Drinking Water Management System by June annually |
||||||||
15.2.2 |
Conduct routine operation and maintenance of water and sewerage infrastructure |
Conduct annual monitoring and reporting according to the requirements for inclusion in NSW Water Supply and Sewerage Performance Monitoring Report by September annually |
n |
Levels of Service for all Water and Sewer operational and maintenance functions of Council achieved. |
||||
Maintain water and sewer infrastructure in accordance with the statutory requirements and levels of service identified in Water and Sewer Asset Management Plans |
||||||||
15.2.3 |
Implement Council's Drought Management Plan |
Review and update Council's Drought Management Plan in accordance with NSW Office of Water Best Practice Criteria by May 2017 |
n |
Not due until May 2017. |
||||
15.2.4 |
Sewage Treatment Plant - Primary Tank Number 2 coating |
Delivered by April 2017 |
n |
Project not funded in this financial year. Project deferred until 2017/18 financial year. |
||||
15.2.5 |
Deliver sewer mains upgrade program |
Identified sewer mains upgrades completed by June annually |
n |
Council is currently finalising the upgrade of a 225mm diameter sewer main to a 300mm diameter sewer main across Margaret Stevenson Park. This is expected to be completed by November 2016. |
||||
15.2.6 |
Deliver sewer mains relining program |
Annual sewer mains relining program delivered by June annually |
n |
Council has awarded the Sewer Mains Relining Program for 2016/17 and works are expected to be completed by February 2017. |
||||
Objective 15 - Effectively and efficiently maintain and operate current infrastructure to agreed levels of service including any consideration of impacts of climate change |
||||||||
Strategy 15.2 - Operate, maintain, renew and upgrade water, sewer and stormwater infrastructure assets and services as specified within the Asset Management Plans at agreed levels of service |
||||||||
15.2.7 |
Implement pressure management/leak reduction program |
Establish District Metering Areas in order to monitor/measure water losses from network every two years |
n |
Council is currently reviewing the water network zoning across Orange utilising the Water Model. |
||||
15.2.8 |
Deliver water services renewals program |
Annual water services renewals program delivered by June annually |
n |
Recent wet weather has slowed the delivery of the Water Service Renewals Program. |
||||
15.2.9 |
Deliver water meter replacement program |
Annual water meter replacement program delivered by June annually |
n |
Council is continuing its annual Water Meter Replacement Program (approximately 1,000 meters per year). |
||||
15.2.10 |
Deliver water mains renewals program |
Annual water mains renewal program delivered by June annually |
n |
Council is currently finalising plans for the annual Water Mains Renewal Program. Works are expected to commence prior to the end of 2016. |
||||
15.2.11 |
Investigate Gosling Creek Dam upgrade works |
Preliminary investigations completed by June 2017 |
n |
Funding review undertaken in September quarter review. |
||||
15.2.12 |
Investigate Lake Canobolas Dam upgrade works |
Preliminary investigations completed by June 2017 |
n |
Due to start in 2018/19. |
||||
15.2.13 |
Sewage Treatment Plant - Dissolved Air Flotation Scraper upgrade |
Delivered by June 2017 |
n |
Project planning stage focus on scoping of project delivery options. |
||||
15.2.14 |
Undertake ongoing condition assessment on Council's stormwater network |
Assessments undertaken on 2% of network per annum and updated in the Asset Management Plan |
n |
Will start survey in December 2016. |
||||
15.2.15 |
Deliver Sewage Treatment Plan - Aeration upgrade |
Investigation and design complete by June 2019 |
n |
Options report quotation documentation drafted for specialist consultant engagement planned for second quarter of this financial year. |
||||
Construction works delivered by June 2020 |
||||||||
15.2.16 |
Deliver the Central Tablelands Regional Water Security Project |
Project delivered in accordance with budget |
n |
See 14.1.3 |
||||
Objective 15 - Effectively and efficiently maintain and operate current infrastructure to agreed levels of service including any consideration of impacts of climate change |
||||||||
Strategy 15.2 - Operate, maintain, renew and upgrade water, sewer and stormwater infrastructure assets and services as specified within the Asset Management Plans at agreed levels of service |
||||||||
15.2.17 |
South Orange Stage 2 water supply and sewerage system preconstruction |
Project delivered in accordance with budget |
n |
Stage 2 water supply works due to start in 2018/19. Stage 2 sewer supply works due to start in 2019/20. |
||||
Objective 15 - Effectively and efficiently maintain and operate current infrastructure to agreed levels of service including any consideration of impacts of climate change |
||||
Strategy 15.3 - Maintain and renew waste recovery infrastructure assets and services as specified within the Asset Management Plan at agreed levels of service |
||||
Ref |
Task |
Performance Indicator |
Status |
Progress Report |
15.3.1 |
Manage Ophir Road and Euchareena Road Resource Recovery Centres in accordance with Landfill Environmental Management Plans and Licenses |
Reporting to the Office of Environment and Heritage and Environmental Protection Authority undertaken annually as required |
n |
Both Ophir Road and Euchareena Road Resource Recovery
Centres operating in accordance with Operational Environmental Management
Plans and Licences with annual returns submitted to EPA and Department of
Planning as required and within reporting deadlines. |
Divert greater than 50% of the waste stream from landfill. Annual reporting by June |
||||
Complete the Community Recycling Centre |
||||
Undertake maintenance works at the Ophir Road Resource Recovery Centre including site rehabilitation, re-seal of the entry road and car parking area |
||||
Construction of new landfill cell at Euchareena Road facility |
5.3 Quarterly Budget Review and Performance Indicators
Attachment 2 Financial Summaries - September Review - 2016/2017
5.3 Quarterly Budget Review and Performance Indicators
Attachment 3 Major Works Table - September Review - 2016/2017
TRIM REFERENCE: 2016/2667
AUTHOR: Brock Gannon, Financial Accounting Officer
EXECUTIVE Summary
The purpose of this report is to provide a statement of Council’s investments held as at 31 October 2016.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “1.2 Our City - Information and advice provided for the decision-making process will be succinct, reasoned, accurate, timely and balanced”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan
Implications in this report
Nil
Policy and Governance Implications
Nil
1 That Council receives the Statement of Investments as at 31 October 2016. 2 That Council receives and adopts the certification of the Responsible Accounting Officer. |
further considerations
Consideration has been given to the recommendation’s impact on Council’s service delivery; image and reputation; political; environmental; health and safety; employees; stakeholders and project management; and no further implications or risks have been identified.
SUPPORTING INFORMATION
Section 212(1) of the Local Government (General) Regulation 2005 requires that a written report be presented each month at an Ordinary Meeting of the Council detailing all money that Council has invested under Section 625 of the Local Government Act 1993.
Council has consolidated the Orange CBD Fund with Council’s General Fund, this is reflected in the following balances.
As at 31 October 2016, the investments held by Council totalled $116,605,710.11 and is attributed to the following funds.
|
31/10/2016 |
30/09/2016 |
General Fund |
48,680,359.53 |
49,983,483.77 |
Sewer Local Fund |
31,661,867.43 |
32,090,663.95 |
Water Supply Local Fund |
36,263,483.15 |
36,328,104.89 |
Orange CBD Special Rate |
|
1,679,322.50 |
116,605,710.11 |
120,081,575.11 |
A reconciliation of Council’s investment portfolio provides a summary of the purposes for which Council’s investments are being held.
Externally Restricted |
31/10/2016 |
30/09/2016 |
General Fund |
22,178,518.96 |
20,495,824.29 |
Water Fund |
33,770,684.39 |
34,531,399.01 |
Sewer Fund |
31,661,867.43 |
33,736,668.61 |
CBD Fund |
|
1,671,020.21 |
Auspiced |
1,522,752.42 |
1,522,752.52 |
Internally Restricted |
9,451,577.88 |
9,451,577.88 |
Unrestricted |
18,020,308.93 |
18,672,332.59 |
116,605,710.11 |
120,081,575.11 |
Portfolio Performance
Council’s current Long Term Financial Plan establishes the benchmark for Council’s interest on investments at “75 basis points above the current cash rate”. The cash rate as at 31 October 2016 remained at 1.50%. The annualised average interest rate of Council’s investment portfolio at the same reporting date was 3.07% (weighted average 2.96%) which continues to exceed Council’s benchmark i.e. the cash rate of 1.50% plus 0.75% (or 75 basis points).
Council has also utilised the AusBond Bank Bill Index to provide a further benchmark focused towards long term investments. As at 31 October 2016, the AusBond rate was 1.73%. The annualised average interest rate of Council’s investment portfolio at the same reporting date was 3.07%.
Council’s adopted Investment Policy establishes limits in relation to the maturity terms of Council’s investments as well as the credit ratings of the institutions with whom Council can invest.
The following tables provide a dissection of Council’s investment portfolio as required by Council’s Investment Policy. The Policy identifies the maximum amount that can be held in a variety of investment products or with institutions based on their respective credit ratings.
Table 1 and Table 2 show the percentage held by Council (holdings) and the additional amount that Council could hold (capacity) for each respective category in accordance with limits as established by Council’s Policy.
Table 1: Maturity – Term Limits
Term to Maturity Allocation |
Maximum |
Holdings |
Capacity |
0 - 3 Months |
100.00% |
4.25% |
95.75% |
3 - 12 Months |
100.00% |
59.99% |
40.01% |
1 - 2 Years |
70.00% |
19.84% |
50.16% |
2 - 5 Years |
50.00% |
15.92% |
34.08% |
5+ Years |
25.00% |
0.00% |
25.00% |
Table 2: Credit Rating Limits
|
Maximum |
Holding |
Capacity |
AAA |
100.00% |
0.00% |
100.00% |
AA |
100.00% |
24.02% |
75.98% |
A |
60.00% |
41.87% |
18.13% |
BBB & NR |
40.00% |
32.79% |
7.21% |
Below BBB |
0.00% |
0.00% |
0.00% |
It should be noted that the amounts presented in this report will be audited as part of the preparation of Council’s General Purpose Financial Statements for the 2015/2016 year and may be subject to change.
Certification by Responsible Accounting Officer
I, Aaron Jones, hereby certify that all investments have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.
TRIM REFERENCE: 2016/2423
AUTHOR: Kel Gardiner, Manager Commercial and Emergency Services
EXECUTIVE Summary
This report seeks Council’s agreement to enter into a lease with the Royal Flying Doctor Service (RFDS).
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “11.1 Our Economy – Encourage the growth of local business, support emerging industry sectors and attract new investment to Orange”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
Council had allocated funds for remedial works on the main runway in the current budget but these will no longer be required due to grant funding being received to undertake these works. This will allow the RFDS shed at a cost of $30,000 to be funded from the budget previously allocated to the runway works.
Council will receive income from rental of $2,080.00 per annum inclusive of GST subject to CPI annually.
Policy and Governance Implications
Nil
1 That Council enter into a license agreement with the Royal Flying Doctor Service for five years with two five year options for a single lockable bay attached to the existing machinery shed at the Orange Airport. 2 That approval be granted for the use of the Council seal on all relevant documentation if required.
|
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
The Royal Flying Doctor Service (RFDS) has approached Council to house an ambulance at Orange Airport. The RFDS are now responsible for patient transfers between the Airport and the Orange Heath Service. The RFDS need a shed to park the ambulance when not in use so it is secure and out of the weather.
Council staff have discussed options with staff from the RFDS and agreed that a new single bay on the existing machinery shed at the airport would be suitable for their needs.
Council would fund the extension and recover the costs through rental for the shed. It is proposed to enter into a five year license agreement with two five year options, with the RFDS with a yearly rental of $2,080.00 per year subject to annual CPI increases.
The attached plan is an aerial view pre changes made to the terminal building.
1 Shed Extension-Proposed RFDS Shed, D16/54235⇩
Council Meeting 15 November 2016
5.5 License for use of shed at Orange Airport by Royal Flying Doctor Service
Attachment 1 Shed Extension-Proposed RFDS Shed
TRIM REFERENCE: 2016/2661
AUTHOR: Nick Redmond, Manager Corporate and Community Relations
EXECUTIVE Summary
At the Council meeting on 4 October 2016 the following was resolved:
RESOLVED - 16/437 |
Cr K Duffy/Cr G Taylor |
1. That the report by the Manager of Corporate and Community Relations be acknowledged. |
|
2. That Council exhibit for 28 days the proposed performance based funding agreement valued at a total of $20,000 p.a. (ex GST) to sponsor harness racing at Towac Park over a ten year period. |
|
3. That Council undertake the processes to seek a rezoning to allow for a caravan/tourist park on the land at the corner of Perc Griffith Way and the Mitchell Highway. |
No submissions were received during the exhibition period.
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
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
It is proposed to be funded from the advertising budget in 2016/17 as the donations budget is fully expended. In subsequent years the allocation can be drawn from the donations budget.
Policy and Governance Implications
Nil
1 That the report by the Manager of Corporate and Community Relations be acknowledged. 2 That Council enter a performance based funding agreement with Orange Harness Racing of $20,000 (ex GST) per year, paid in two equal amounts, for a 10 year period commencing 2016/17, to sponsor two harness racing events per year at Towac Park with Council being acknowledged as the sponsor of the events. 3 That funding in 2016/17 be from the advertising budget, as the donations budgets are fully expended. 4 That funding for 2017/18 to 2025/26, be allocated from the donations budget. |
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
The Orange Harness Racing Club holds a lease with Council for the Highlands Paceway in Perc Griffith Way. The Club has agreed to relinquish the lease and transfer operations to Towac Park. A successful trial of harness racing has already been undertaken at Towac Park. The most recent harness racing meetings scheduled for Orange were transferred to Bathurst due to the safety limitations of the Highlands Paceway.
Council has been working the Orange Harness Racing and Harness Racing NSW to sustain harness racing in Orange for some time.
It should be noted that the NSW Racing has only agreed to one year of harness racing at Towac at this stage. However Harness Racing NSW has stated: “HRNSW does not see this as impediment towards the future when ‘pacing on grass’ will be point of difference for Orange City.”
In its submission to Council, Harness Racing NSW has identified that capital expenditure at the Highlands Paceway carries a deficit in the Harness Racing Racecourse Development Fund of $282,198. It proposed to salvage some improvements from Highlands Paceway leaving a deficit of $200,000. It should be noted that the salvageable items do not include the public function facilities building.
As with the initial report to Council, this report recommends a sponsorship package of $200,000 (ex GST) over 10 years or $20,000 annually. It is recommended that this sponsorship package be offered based on a performance based funding agreement. A the donations budget is fully expended, an allocation from the advertising budget for 2016/17 is recommended for 2016/17 with an allocation in subsequent years up to 2025/26 to be from the existing donations budget.
The performance based funding agreement would be developed with the following parameters:
· The funding would be subject to a minimum of two meetings a year at Towac Park over 10 years
· Payment would be made twice yearly in equal amounts upon advice that the relevant event was being held
· The funding agreement is for sponsorship of the harness racing events and Council would be acknowledged as a sponsor of the events
In relation to part three of the resolution of the meeting of 8 October preliminary rezoning investigations have commenced.
TRIM REFERENCE: 2016/1642
AUTHOR: Nick Redmond, Manager Corporate and Community Relations
EXECUTIVE Summary
In recent years there have been a number of Council resolutions seeking improvements to parking arrangements at the Orange Health Service. The most recent of these was at the Extraordinary Meeting of Council on 24 May 2016 at which the following was resolved:
RESOLVED - 16/001 Cr G Taylor/Cr K Duffy 1 The report on parking at the Orange Health Service be acknowledged. 2 That Council reiterate its offer to contribute 50% of the costs of 77 new carparking spaces to the Minister for Health and the opposition spokesperson for Health. 3 That Council request the State Government to complete the masterplan for infrastructure on the site without delay. 4 That Council condem any move to discipline staff at the Orange Health Service for parking matters and confirm Council’s support for specialists and clinicians working at the Orange Health Service. |
Council identified the opportunity for additional parking north of the hospital on the southern edge of the golf course in 2014.
Council has received a letter from Minister for Health the Hon Jillian Skinner committing the Western NSW Local Health District to matching the Council contribution of $150,000 in the 2016/17 year. A Ministerial media released was issued on 1 November committing the NSW Government to additional $1 million in funding. Both documents are attached.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “2.3 Our City - Facilitate community input into local and regional strategic lobbying and advocacy initiatives for the needs and aspirations of the people of the City of Orange to external stakeholders”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year. Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings were expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
The $150,000 Council contribution is not included in the 2016/17 Delivery/Operational Plan. If the recommendation of this report is carried the matter will be referred to the next quarterly review and a funding source and implications for other projects identified.
This $150,000 together with Council funding for roadworks already committed and undertaken will take Council’s contribution for health precinct related infrastructure to $540,000. This includes the Huntley Road/Bloomfield campus intersection upgrade in 2014/15, internal roadworks in 2015/16 and internal roadworks included in the current year’s budget. There were other funding partners for this work including the NSW Government and the Orange Ex Services Club.
Policy and Governance Implications
Nil
1 That funding source for the $150,000 contribution for parking on the Orange Health Service campus be identified as part of the next quarterly review. 2 That approval be granted for the use of the Council Seal on any relevant documents if required. |
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
Following confirmation of the Western NSW Local Health District funding Council has been in consultation with the health service to discuss design parameters and opportunities for new parking. The scope of this project has changed significantly with an announcement of additional $1 million to the parking at the precent to taking available funds $1.3 million. The aim now is to create more than 150 new spaces. It is understood that the site of the 83 spaces, described as the second tranche, will be identified in the finalisation of the masterplan.
Council has met with the health service since the announcement of the additional funding.
In the preliminary assessment 77 spaces were identified by Council along the access road north of the hospital. Council has since refined the plan and identified areas where parking can be increased in the short term.
The first of these is the existing parking lot near the Country Club. This car park is already used as an overflow for the hospital. However as the there are no formal parks the site is not used to its full capabilities. Inspections and aerial mapping has found that formalising this parking site will add in the order of 14 spaces above the informal parking practices.
The same principle will be used to formalise parking near the AFL and cricket ground pavilion adding approximately 13 spaces above the informal parking practices.
The third site is currently occupied by a Country Club equipment shed east of the existing hospital car park at the rear of the hospital. By using this space it would allow for the hospital car park to be extended adding a further 27 spaces. The Ex Services Club has agreed to a relocation of this shed.
By using the protection provided by the existing nets it is estimated that up to 25 spaces could be created along the northern access road without unnecessarily increasing safety risks or impinging on the operations of the golf club.
When all these options are realised it will add approximately 79 spaces.
It should be noted that the Ex Services Club and the health service have been very cooperative in discussions to date.
The funding arrangements and project delivery will be established through a heads of agreement with the Western NSW Local Health District.
The formalisation of the existing car parks near the pavilion and the Country Club are relatively straight forward and can be included in the upgrade of the internal roadwork which is currently under way.
However, the other sites, along the northern access road and replacing the equipment shed, will be subject to development consent.
For works that require consent Council will aim in the best case for works to commence in the New Year.
The Minister’s letter indicates “high level discussions related to the management of whole of campus infrastructure including parking, roads and power reticulation” have commenced. It is understood this is reference to part 3 of the Council resolution of 24 May.
1 Letter from NSW Health, IC16/9990⇩
2 Media Release - $1 million Parking Boost - Orange Health Service, ic16/17631⇩
3 Proposed Parking Layout Locations Plan, D16/53931⇩
Council Meeting 15 November 2016
5.7 Orange Health Service Parking
Attachment 1 Letter from NSW Health
Council Meeting 15 November 2016
5.7 Orange Health Service Parking
Attachment 3 Proposed Parking Layout Locations Plan
TRIM REFERENCE: 2016/2448
AUTHOR: David Waddell, Director Development Services
EXECUTIVE Summary
Council’s Strategic Heritage Plan, developed to meet the requirements of the NSW Heritage Office funding agreement, identified the need to develop an infill development policy or guidelines for new developments within a Heritage Conservation areas.
Following a report to the Strategic Planning and Land Use Community Committee (SPLUCC) on 16 July 2010 outlining the need for such a policy, a working party was established comprising interested members of the SPLUCC and appropriate Council staff.
A series of meetings and workshops were held by the working party, resulting in the attached Infill Development document. This document is largely based on the document by the Royal Australian Institute of Architects and NSW Heritage Office: Design in Context: Guidelines for Infill Development in the Historic Environment.
The Guideline is a design code intended to guide urban design and infill development in the heritage precincts of Orange, Lucknow and Spring Hill, and applies to both residential and commercial areas.
By exhibiting and then endorsing this document for future Council use, it is intended that new development will maintain the visual integrity of the streetscape without restricting the creativity of design. The document will require exhibition for 28 days and subsequent adoption in the future.
It should be noted that limitations on infill such as site coverage, minimum allotments sizes, etc. have not been included in the guidelines. The reasons for this are:
(a) the Infill Guidelines are a design code that covers a wide range of development types, and
(b) numerical development standards have been contained within the LEP (with regard to minimum allotment sizes) and will be contained in the new DCP (for site coverage limitations, similar to the current requirements of DCP 2004).
Further comment has been sought in recent months from relevant stakeholders prior to the finalisation of the draft document and Council thanks those stakeholders who made comment. Submissions are attached.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “13.4 Our Environment – Monitor and enforce regulations relating to City amenity”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Policy and Governance Implications
Nil
That the Infill Development Guidelines be placed on public exhibition for 28 days. |
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
PURPOSE OF THE GUIDELINES
Residential infill contributes to the physical and social renewal of older neighbourhoods, making better use of existing infrastructure, public facilities and services. Likewise, commercial infill takes advantage of premier business locations whilst contributing to active and vibrant streetscapes. Council’s Development Control Plan 2004 currently requires development to complement and relate to the relevant features and built form within existing streetscapes. The purpose of these guidelines is to provide further specialised design guidance for the carrying out of work within a heritage conservation area or adjacent to a heritage item, to ensure new development harmonises with the character of the neighbourhood.
In this regard, infill development should complement and enhance the local character by relating to the predominant scale, massing, colours and materials of the area. This does not mean that a developer must recreate the buildings nearby; it is acceptable to relate to the above factors with a contemporary design, and this has been expressed through the aims of the guidelines.
The design criteria outlined in the guidelines (being character, scale, form, siting, materials and colour, and detailing) are considered to be the key heads of consideration when analysing surrounding character and buildings for proposed sympathetic interpretation as infill development. As mentioned previously, by endorsing these considerations it is intended that new development will maintain the visual integrity of the streetscape without restricting the creativity of design.
Whilst the guidelines are only applicable to land within the heritage conservation areas or on or adjoining heritage items, the design heads of considerations can be used in any setting where a neighbourhood identity exists.
1 Draft Infill Development Guidelines, D16/54439⇩
2 Submissions, D16/48225⇩
Council Meeting 15 November 2016
5.8 Draft Infill Development Guidelines
Attachment 1 Draft Infill Development Guidelines
TRIM REFERENCE: 2016/2472
AUTHOR: David Waddell, Director Development Services
EXECUTIVE Summary
Council at its meeting of 2 August 2016 resolved:
4.2 Mobile Parking Camera by Cr Whitton TRIM Reference: 2016/1729 |
RESOLVED - 16/001 Cr J Whitton/Cr J Hamling That Council, effective immediately, suspend the use of the Mobile Parking Camera until investigation in its reliability and accuracy are carried out.
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An investigation has since been carried out into the accuracy of the technology. Arrangements were made for the technology to be returned to the supplier in Melbourne for review. This report has been prepared to provide Councillors with advice regarding the findings of the review. It was determined following the review that the accuracy of the technology itself was sound, however there were some concerns raised in the review regarding the clarity of the photographic imaging that the camera was producing. To this end the supply company has agreed to replace the camera component of the technology. The system has since been trialled by staff with positive results.
The technology is ready to be redeployed.
Recent media coverage regarding the operation of the Bathurst Regional Council LPR technology suggests that after some initial teething matters in the early operation of the technology operates very effectively which backs up previous staff comment.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “13.1 Our Environment – Identify changing community aspirations and undertake community engagement to inform planning and advocacy of plans and policies for traffic, transport and communications infrastructure”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in
accordance with the detailed budget adopted for the purposes of implementing
the Delivery/Operational Plan for the 2015/16 year. Any expenditure outside the
adopted budget requires the identification of clear and compelling grounds and
must be approved by Council at a meeting that is open to the public. The
guidelines indicate the resolution of Council for increased expenditure must
specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Policy and Governance Implications
Nil
That the report on the Number Plate Technology be acknowledged and Council recommence operation of the Number Plate Recognition Technology in the enforcement of parking regulations. |
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
Councillors will recall previous reports outlining the procurement of a number plate recognition technology system of the type used across the State, most notably in Bathurst. It was advised at the time that this, together with other initiatives, would be used to optimise better parking in the CBD in line with the GHD report of 2012. The GHD report identified that the Orange CBD had sufficient car parks en globo and could be better managed in order to optimise the car parking overall.
The LPR technology was procured on that basis, staff trained and the technology rolled out in February 2016. The LPR technology provided Council with a new approach to the patrol of time-limited car parking areas within the City. The new scheme was designed to fairly share the time-limited parking resources within the City so as to assist with business development within the CBD.
A trial of the technology was conducted using the Council vehicle over the latter weeks of February 2016. During that period staff issued ‘warning notices’ in order to raise the profile of the new system and to be fair to ratepayers. Following the trial the vehicle was operated full time and significantly increased Council’s coverage of parking across the Local Government Area.
Whilst an initial spike in the number of Infringement Notices was noticed with the implementation of the system, Council’s Parking Attendants indicated that the number of Infringement Notices issued had dropped in the following months. This was partly considered to be attributed to the actual presence of the vehicle in the streets. Council’s parking attendants have also indicated that they noticed a substantial change in the parking habits of drivers within the CBD area as a result of the implementation of the technology.
Analysis by staff of parking availability within the CBD whilst the LPR system was in place indicated that short term parking spaces had become available in more convenient locations within the CBD. Council has three parking attendants who previously had to cover the entire CBD on foot, marking car tyres with chalk. The new LPR system enabled staff to monitor a more comprehensive area of the City. Foot patrols within certain dedicated car parking areas within the City continued whilst the LPR system was in place.
Based on the returns received from the State Debt Recovery Office, it could be seen that Council issued a reduced number of Infringement Notices when measured against the corresponding period of the previous year. There are several points of interest, however, that are listed below that go some way to explaining the current trends.
May 2015 |
May 2016 |
June 2015 |
June 2016 |
433 Infringements |
369 Infringements |
492 Infringements |
369 Infringements |
Points of interest
· LPR system introduced in February 2016 - Parking Attendant training and set-up of system at Council offices.
· March - 4 week trial period - warning notices placed on offending windscreens.
· April - part implementation of LPR system. Technology was offline for two weeks due to minor repairs.
· It should be noted that during May/June the system did not operate at full capacity for the entirety of that period.
· Parking Attendants advise that the LPR technology will detect a number of potential breaches that do not necessarily result in an Infringement Notice being issued. More often than not, given the time frame that it takes to legally park the vehicle, the time frame associated with the validation process and the physical presence of the Parking Attendant in a locality, will allow suitable time for a person to move a vehicle before being issued an infringement.
Following the receipt of concerns raised about the reliability of the LPR technology Council at its meeting held on 2 August 2016 resolved:
“That Council, effective immediately, suspend the use of the Mobile Parking Camera until investigation in its reliability and accuracy are carried out”.
An investigation has since been carried out into the accuracy of the technology. Arrangements were made for the technology to be returned to the supplier in Melbourne for review.
It was determined following the review that the accuracy of the technology itself was sound. However, there were some concerns raised in the review regarding the clarity of the photographic imaging that the camera was producing. To this end the supply company has agreed to replace the camera component of the technology. The system has since been trialled by staff with positive results.
Council staff take a cautious approach in determining whether or not to issue an Infringement Notice. Council engages the State Debt Recovery Office to review on its behalf the circumstances in which an Infringement Notice is issued where a request for review is submitted. This arrangement offers an acceptable avenue for anyone who wishes to dispute the circumstances in which an Infringement Notice is issued or wishes to provide additional supporting evidence to justify a claim. More often than not, the State Debt Recovery Office will contact Council staff for clarification on these matters.
Council is reminded of the data on penalties to date - that during the period of May, June and July, Council has issued 407 Infringement Notices using the LPR technology. Council was requested to provide photographic evidence to the SDRO on five occasions during that period relating to Infringement Notices issued under this system. Council would be aware that we engage the State Debt Recovery Office to review the circumstances in which an infringement Notice is issued on our behalf so as to keep this process independent. The only issue of dispute relates to those circumstances whereby a person chooses to return to park within the exact same position or similar position within a particular zone. Council’s Parking Attendants advise that over half the potential infringements detected under the system are voided through the validation process.
How does the technology work?
A camera and computer are fitted to a motor vehicle which is driven by Council staff. As this vehicle passes stationary vehicles parked in restricted areas, a photograph is taken of the licence plate of the parked vehicle. The exact time, date and location of the parked vehicle is recorded on the computer. When the prescribed time limit for the area has expired, the LPR vehicle will again patrol the area. All the parked vehicles will again have their licence plates photographed. The LPR system will then compare the images from the first patrol to those of the second and will alert the operator if a parked car has potentially over-stayed the time-limit. The Parking Attendant is then required to carry out a validation process to determine whether or not to issue an Infringement Notice. This process involves a review of the photographic evidence on the computer screen and an assessment as to whether or not the vehicle had been moved during that period. It also involves an assessment of whether or not the vehicle has a mobility (disabled) permit, or resident parking sticker, or the like on the car. Only after being satisfied that the vehicle is in the same position will an Infringement Notice be left under the car’s windscreen wipers.
Please note that the system does not solely rely on GPS coordinates, but rather a combination of both GPS technology and photographic evidence obtained via licence plate recognition technology.
TRIM REFERENCE: 2016/2655
AUTHOR: Chris Devitt, Director Technical Services
EXECUTIVE Summary
This report discusses potential alternative road layouts for the section of the Northern Distributor Road (NDR) between the Hill Street and William Maker Drive intersections.
With the continued traffic growth within the North Orange area associated with both future residential and commercial development, traffic modelling indicates that these two intersections will suffer an unacceptable reduction in level of service in the near term.
These issues were recently discussed at a Councillor Briefing where suggested improvements to both intersections were discussed, involving a three leg roundabout at the NDR/Hill Street intersection and either a three leg roundabout or traffic signals at the William Maker Drive/NDR intersection. Councillors have also requested that a four leg roundabout at William Maker Drive/NDR, which includes the realignment of Hill Street to create the fourth leg, be investigated.
This report examines these and other options to enable more detailed investigation and planning to be undertaken, with a view to including these works in a future Delivery/Operational Plan.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “13.1 Our Environment – Identify changing community aspirations and undertake community engagement to inform planning and advocacy of plans and policies for traffic, transport and communications infrastructure”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Policy and Governance Implications
Nil
1 That Council develop detailed design plans for the construction of a four leg roundabout at the intersection of William Maker Drive and the Northern Distributor Road, including the realignment of Hill Street adjacent to the Botanic Gardens. 2 That Council develop a full cost estimate for this project and identify both internal and/or external funding options to enable this project to be included in a future Delivery/Operational Plan.
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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
Council was briefed in July 2016 on possible intersection improvement options along the NDR at North Orange, specifically between Hill Street and Clergate Road, due to the ongoing level of additional traffic generated by residential and commercial development in the area. Following this discussion staff were requested to investigate further options specifically relating to the Hill Street and William Maker Drive intersections on the NDR.
These investigations were undertaken by Parking & Traffic Consultants, with their assessments identifying varying Levels of Service (LOS) for particular intersection treatments, the adopted measure of the operational capacity of intersections. The table below provides an outline of the various levels of service, with levels D-F undesirable and levels A –C appropriate, with level A providing not only the highest level of service but also significant spare capacity for future traffic growth.
Table 1 – Level of Service (LOS)
Definitions Level of Service |
Average delay (secs/ vehicle) |
Traffic signals, roundabout |
Give way and stop signs |
A |
<14 |
Good operation |
|
B |
15 to 28 |
Good with acceptable delays and spare capacity |
Acceptable delays and spare capacity |
C |
29 to 42 |
Satisfactory |
Satisfactory, but accident study required |
D |
43 to 56 |
Operating near capacity |
Near capacity and accident study required |
E |
57 to 70 |
At capacity. At signals, incidents would cause excessive delays. Roundabouts require other control mode |
At capacity, requires other control mode |
F |
>70 |
Extra capacity required |
Extreme delay, major treatment required |
The following outlines the various options investigated:
Option 1 - Do nothing - Leave both Hill Street and William Maker Drive as T-intersections
Traffic volumes are projected to increase significantly at the William Maker Drive/NDR intersection following construction of the link road through Waratahs between Diamond Drive and Telopea Way. Similarly traffic volumes at the Hill Street/NDR intersection are projected to also increase significantly as North Orange continues to develop. Both intersections likely to experience significant increases in right turn movements onto the NDR, which, due to the associated increase in traffic along the NDR, will result in increased queue lengths and delays for this right turning traffic. Ultimately both intersections will reach an unacceptable Level of Service (LOS) F, characterised by extreme delays of between 140 and 200 secs during the afternoon peak period. Therefore the do nothing option is not sustainable.
Option 2 - Hill Street/NDR three leg roundabout and William Maker Drive/NDR intersection signalised
The installation of a three leg roundabout at Hill Street/NDR will result in an improvement in performance of the intersection to a LOS A, the highest level of operation with minimal average delays of around six seconds.
The installation of traffic signals at the William Maker Drive/NDR intersection results in a LOS B, categorised as good operation with acceptable delays of around 19 seconds.
Implementation of these treatments can be undertaken with no additional land purchase required within the existing road corridor. As well, the traffic signals provide an additional safe crossing point on the NDR for pedestrians.
The installation of a roundabout at Hill Street would present challenges for east bound heavy vehicles having to stop to give way to traffic entering the NDR from Hill Street, requiring them to re-start on a relatively steep approach grade.
The order of cost of Option 2 is around $2.0m.
Option 3 - Hill Street/NDR three leg roundabout and William Maker Drive/NDR three leg roundabout
As with Option 2, the LOS for a roundabout at William Maker Drive/NDR results in an improvement to LOS B, similar to a signalised intersection.
This option would not offer pedestrians as safe a crossing of the NDR compared to traffic signals, so an alternative approach would be to direct pedestrians along the southern side of the NDR to the existing signalised crossing at Farrell Road as an alternative to crossing the NDR at this roundabout.
The order of cost of Option 2 is around $2.0m.
Option 4 - Realignment of Hill Street to align with William Maker Drive plus construction of a four leg roundabout at NDR/Hill Street/William Maker Drive
The realignment of Hill Street back to its original alignment adjacent to the Botanic Gardens, plus the construction of a single four leg roundabout at NDR/Hill Street/William Maker Drive would eliminate an intersection from the NDR thus enhancing the NDR’s role as an effective bypass around Orange.
The installation of this roundabout results in an improvement to LOS A, with an average delay of seven seconds.
As with Option 3 above, this roundabout offers a less desirable pedestrian crossing option of the NDR compared to traffic signals, with the Farrell Road signalised crossing having to be used as an alternative.
The realignment of Hill Street would impact on the existing open space area west of the Botanic Gardens, requiring a review of future plans to redevelop this area. However this impact would be offset by the closure of the redundant section of Hill St, resulting in little net loss of overall land.
The order of cost of this option is around $4m.
Option 5 - Realignment of Hill Street to align with William Maker Drive/construction of a four leg signalised intersection at NDR/Hill Street/William Maker Drive
This option has similar issues as Option 4 above in relation to impacts of the land adjacent to the Botanic Gardens as well as also removing an existing intersection from the NDR. In order to maximise the free flow of traffic along the NDR the operation of these proposed signals would need to be co-ordinated with the existing signals at Farrell Road to reduce delays for through traffic.
The installation of this signalised intersection results in an improvement to LOS C, with an average delay of 36 seconds.
The order of cost of this option is $3.8m.
Option 6 - Realignment of William Maker Drive to align with Hill Street/construction of a four leg roundabout
This option would involve a review of the North Orange DCP and require negotiation with a number of land owners on the northern side of the NDR to secure the necessary land required to construct William Maker Drive along a new alignment. The improvement to the LOS would be similar to those achieved in Option 4 ie LOS A for a roundabout. (A signalised intersection option was not considered for this location due to the reduced level of service improvement, LOS C, compared to a roundabout, the limited benefit to pedestrians crossing the NDR due to this intersection being located away from key pedestrian travel paths and the impacts on eastbound heavy vehicles having to stop/restart on a relatively steep uphill grade.)
The cost of this option would be significant due to the additional extent of road construction required compared to Options 4 or 5. As well, construction of a large two lane four leg roundabout at this location would also present impacts on eastbound heavy vehicles in relation to them having to give way to traffic on the roundabout then requiring them to re-start on a relatively steep approach grade to enter the roundabout.
Discussion on options
Creation of a single intersection on NDR at either Hill Street or William Maker Drive
At the present time the through flow on the NDR is potentially impacted by local traffic at the Burrendong Way, Leeds Parade and Ophir Road roundabouts as well as the signalised intersection at Farrell Road. At these three roundabouts the NDR traffic stream is by far the dominant flow, resulting in very few delays to through traffic.
With the reconfiguration of the intersections at Hill Street and William Maker Drive the through flow of traffic on the NDR will be impacted because of the significant volume of local traffic entering the NDR from Hill Street and/or William Maker Drive. This situation occurs predominantly during the PM peak period, however even outside this time the likelihood exists for NDR traffic to become disrupted by any changes to these existing intersections, which currently both give full priority to NDR through traffic.
Therefore, if the main goal is to maintain the NDR as a free-flowing alternative route around the city, the preferred option would be to limit the number of intersection changes on the NDR and focus on a single four leg intersection option rather than create potential impacts at both Hill Street and William Maker Drive. Further, given the modelling shows a four leg roundabout option achieves a higher LOS A compared to LOS C for a signalised intersection, the four leg roundabout option should be adopted. In regard to the location of this four leg roundabout, with the aim of maximising free flow along the NDR, especially for heavy vehicles, the William Maker Drive option provides flatter approach grades, thus making it a more acceptable option than the Hill Street option. Therefore this analysis identifies Option 4 as the preferred option.
This option will have an impact on the potential development opportunities for the area west of the Botanic Gardens. However, with the closure of the existing northern section of Hill Street at the NDR, there is scope to incorporate this area into a future re-development of the overall site. As well, this would create a stand-alone parcel of land which could be redeveloped without any impact on the existing Botanic Gardens precinct.
Option 4 is estimated to cost in the order of $4m, compared to around $2m for options which involve retention of both intersections at Hill Street and William Maker Drive. It also would require development of a suitable footpath along the southern side of the NDR from the proposed roundabout to the traffic signals at Farrell Road in order to provide pedestrians with a convenient means of crossing the NDR without having to utilise crossing points constructed as part of a roundabout.
Implementation of this option could invite criticism that Council should have foreseen this traffic situation when the NDR was originally constructed and not realigned Hill Street from its original alignment. However, based on modelled traffic flows at the time the provision of two separate T intersections, at Hill Street and William Maker Drive, was deemed an appropriate solution in preference to a single cross intersection at William Maker Drive/NDR. In addition, the need for a roundabout at this location was not established. With the advent of Hill Street as a major north-south route to/from the expanding Waratahs residential area, plus the decision to locate Woolworths on Telopea Way north of the NDR rather than at an alternative location south of the NDR, local traffic flows have increased significantly over original projections. As well, the actual traffic volumes on the NDR are much greater than originally expected, with this bypass route proving a very effective and successful option, especially for heavy vehicles.
Maintain two intersections on NDR at Hill Street and William Maker Drive
If the intersection improvement works are more focussed on accommodating additional local traffic volumes from Hill Street and William Maker Drive onto the NDR, Option 4 still achieves the best outcome with a LOS A. However, for almost half the cost Options 2 or 3 deliver a LOS A for a roundabout at Hill Street and LOS B at William Maker Drive for either a three leg roundabout or signalised intersection. Additionally, the signalised option at William Maker Drive provides a safe crossing point on the NDR for pedestrians.
The installation of a roundabout on the NDR at Hill Street presents issues with eastbound heavy vehicles potentially impacted by having to re-start on an uphill grade if they have had to stop to give way to a vehicle entering the NDR from Hill Street.
The installation of a second set of traffic signals on the NDR at William Maker Drive could be viewed by road users as another impediment to the free flow of through traffic. Even if the actual delay is minimal there is a perception created by additional traffic signals that traffic will be delayed more. This could be mitigated by programming these signals to operate in a co-ordinated fashion with the existing signals at Farrell Road. However this could then have a resultant adverse impact on the numerous turning movements to/from the NDR, with the current right turn from Farrell Road already a challenge due to the high volume of turning traffic onto the NDR. As previously discussed, traffic signals have the added benefit of facilitating the safest possible crossing of the NDR for pedestrians.
In contrast however, and based on the observed actual operation of the NDR to date, roundabouts do not often cause traffic to stop, especially the dominant through flow along the NDR, with motorists approaching roundabouts able to adjust their speed to enter the roundabout when safe to do so without often having to come to a dead stop.
Proposed solution
The development of a high capacity four leg two lane roundabout at William Maker Drive, including the realignment of Hill Street to create the southern leg, is the preferred long term solution. It offers the highest level of service of all the options, creating minimal delays as well as building significant additional capacity into the intersection. This is an important consideration given the growth of traffic on the NDR since its construction as well as the projected potential traffic growth, especially of heavy vehicles, in the next 20+ years. This additional capacity is also an important factor in Council’s longer term strategy to have the NDR re-classified as a Regional Road in the short term and ultimately a State Highway. The construction of a high capacity roundabout at William Maker Drive recognises the key role that Hill Street plays as the main north-south transport route in the city and why it needs to be connected seamlessly to the growing North Orange residential and commercial precinct.
1 Attachment - North Orange Traffic, D16/51245⇩
Council Meeting 15 November 2016
5.10 North Orange Traffic
Attachment 1 Attachment - North Orange Traffic
TRIM REFERENCE: 2016/2670
AUTHOR: Kathy Woolley, Director Corporate and Commercial Services
EXECUTIVE Summary
Council sought the engagement of Brand Orange in defining the proposed composition of a Transition Board to prepare the detailed submission to create an industry led tourism entity. This report presents the discussions outcomes.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “10.1 Our Economy – Capitalise on the character and lifestyle of Orange to enhance tourism”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year.
Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
Council has allocated $400,000 (ex GST) for the provision of tourism services. The six month funding agreement Council offered to Brand Orange covering the 1 July to 31 December 2016 period consumes $190,909.09 (ex GST) of this money. Council resolved to allocate up to $50,000 (ex GST) to the processes to seek the tourism industry’s engagement and to develop the processes to create the industry led entity. The budget therefore has $159,000 remaining in the 2016/17 year.
Policy and Governance Implications
Nil
1 That Council approve the structure of the Transition Board which will prepare a proposal for Council’s consideration to form an industry led tourism entity to be comprised: · 4 Orange City Council appointed members · 4 Brand Orange appointed members, one to be the Chair · 1 member nominated by Cabonne Council · 1 member nominated by Blayney Shire Council · 1 member to represent the business sector, to be agreed between Orange City Council and Brand Orange. 2 That Council seek from Brand Orange a proposal for services for the 1 January 2017 to 30 June 2017 period to be the basis of a performance based funding agreement for the delivery of regional tourism marketing activities. |
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 |
Council has delivered services to promote the tourism industry through the significant contract with Brand Orange of around $400,000 over a five year period. Council also provides the Visitor information Centre, Orange Regional Gallery, Orange Regional Museum, Orange City Library, Colour City Caravan Park, sports fields and parks and a regional marketing budget of around $125,000 ($60,000 regional promotion including the membership of the Central NSW Tourism regional tourism organisation administered by the NSW Government and $65,000 on promoting the region to possible relocatees). In addition to sponsoring the events managed by Brand Orange, Council has contributed a further $20,000 (on top of the $5,000 in the contract with Brand Orange for them to represent Council on the Committee) to the Banjo Paterson Festival in 2016/17 and has been given the status of principal sponsor of the event. While many more donations are made, other specific tourism sector donations include $22,000 to the New Year’s Eve event and $3,000 each to Wine Week and FOOD Week. Council also runs its own events for Mayoral Receptions, Citizenship Ceremonies, Carols by Candlelight and Australia Day activities. |
Image and Reputation |
The region’s reputation is developed and enhanced by the activities Council undertakes. This area is broader than the role Council has in supporting the tourism industry and extends to the activities Council offers in other economic development activities including through the $110,000 annual allocation to the Jobs Creation Strategy actions. |
Stakeholders |
Federal Government, NSW government through its tourism arm, Destination NSW, tourism sector entities including Brand Orange, Orange Region Vignerons Association, accommodation sector, other tourism operators are all stakeholders. |
SUPPORTING INFORMATION
Council considered a report on the possible creation of an industry led tourism board to take forward the services previously contracted out for regional tourism promotion at its meeting of 18 October 2016 where it resolved:
5.7 Industry Led Tourism Board TRIM Reference: 2016/2264 |
RESOLVED - 16/001 Cr R Kidd/Cr G Taylor That Council endorse the negotiating position as outlined in the General Manager’s comments section of the report which identifies a Transition Board made up of: · Council representatives · Brand Orange representatives · An operator or Councillor from both Cabonne and Blayney · A representative from the business sector · A representative from the sport/recreation sector.
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** Crs Kidd, Munro and Turner requested their names be recorded as having voted against this decision of Council. **
The Transition Board is to deliver the following:
· A proposal that includes a strategic business plan, finanical assessment and modelliing and a risk assessment for Council to consider regarding the creation of an Industry led tourism entity who would be tasked with regional tourism marketing activities
· A funding request for Council to consider to support such an entity
· An evaluation of the current range of events undertaken both in and out of region to establish the benefits of the various events currently included in Council’s funding of Brand Orange and other entities who support the events.
Council has met with Brand Orange and a summary of the discussions was sent to the Chair of Brand Orange on 31 October 2016. The Chair confirmed acceptance of the position as presented in the letter in the attached correspondence.
The outcome of the discussions resulted in the recommendation that the Transition Board be formed:
· 4 Orange City Council nominations – these may be Councillors or staff
· 4 Brand Orange appointed members, one of whom will be the Transition Board Chair
· 1 Cabonne representative – nominated by Cabonne Council (subject to the Council’s acceptance of this proposal)
· 1 Blayney Shire representative – nominated by Blayney Shire Council (subject to the Council’s acceptance of this proposal)
· 1 Business sector representative – jointly nominated by Brand Orange and Orange City Council.
Operationally, the following are proposed for the Transition Board period:
· Brand Orange Board and the operations it manages will continue to operate as is
· The Transition Board will be formed as an entity under the Corporations Act.
The correspondence from Brand Orange identifies a request that Council enter into a further funding arrangement while the Transition Board is completing its tasks. The recommendation in this report is that Council seek from Brand Orange a proposal that identifies what services would be delivered in the six months between January – June 2017 to be brought back to Council for consideration.
1 Letter from Brand Orange agreeing to summary of discussions on transition board, D16/54184⇩
Council Meeting 15 November 2016
5.11 Tourism industry led entity - Transition board composition
Attachment 1 Letter from Brand Orange agreeing to summary of discussions on transition board
TRIM REFERENCE: 2016/2380
AUTHOR: Kathy Woolley, Director Corporate and Commercial Services
EXECUTIVE Summary
A review of Council’s Tourism Strategy was last undertaken in 2014 having been originally written in 2012. This report provides an update and recommends revision in light of work Council has completed to inform a new Tourism Strategy. The recommendation is to place the Draft Tourism Strategy on exhibition for community comment.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “10.1 Our Economy – Capitalise on the character and lifestyle of Orange to enhance tourism”.
Financial Implications
Council has been advised that as a council included in the NSW Government’s merger proposals under consideration by the Office of Local Government since referral on 6 January 2016, Council must comply with the merger proposal period guidelines issued under S23A of the Local Government Act 1993.
The guidelines instruct Council it should expend money in accordance with the detailed budget adopted for the purposes of implementing the Delivery/Operational Plan for the 2015/16 year. Any expenditure outside the adopted budget requires the identification of clear and compelling grounds and must be approved by Council at a meeting that is open to the public. The guidelines indicate the resolution of Council for increased expenditure must specify the reasons why the expenditure is required and warranted.
If increased expenditure is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, Council is required to exhibit the increase to the budget and consider comments received.
Council must also avoid entering into contracts or undertakings where expenditure or revenue is greater than $250,000 or 1% of the Council’s revenue from rates in the preceding year, whichever is the greater, unless the contract or undertaking is as a result of a decision or procurement process commenced prior to the merger proposal period or where entering into a contract or undertaking is reasonably necessary for the purposes of meeting the ongoing service delivery commitments of the Council or was previously approved in the Council’s Delivery/Operational Plan.
Implications in this report
The Strategy uses the funds already available via a range of activities Council undertakes relating to the promotion of the region.
For a number of years Council has contracted Brand Orange to undertake event management and promotion. The latest contract ended on June 2016 and Council has engaged Brand Orange for a further 6 months while considerations of an industry led tourism entity designed to handle regional tourism marketing is contemplated.
Council is presented with a further report to this meeting on the formation of a Transition Board that would be charged with preparing for Council a proposal seeking funding for a new industry led tourism entity.
Council also has budgeted an allocation for the Colour City Caravan Park, new Caravan Park investigation, Orange Visitor Information Centre operations, marketing and advertising, sporting events promotion, other events promotion and the operations of the Orange Regional Museum, Orange Regional Gallery and Civic Theatre as part of its regional tourism promotional activities.
Council has allocated tourism related capital works including the following in the 2016/17 budget:
· $50,000 for works on the Scout camp site
· $100,000 for mountain bike initiatives
· Close to $230,000 for airport improvements
· $44,500 in improvements to the Colour City Caravan Park
· Parks and sportsgrounds improvements of over $400,000 to deliver the toilet facilities at Robertson Park, improvements to Moulder Park and the Orange Botanic Gardens
· $50,000 for Lucknow Masterplan works
· $50,000 for Spring Hill Masterplan works
Policy and Governance Implications
Nil
That the draft Tourism Strategy be placed on exhibition for 28 days with comments to be assessed. |
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
Council adopted the 10 year Tourism Strategy at a meeting of the Environment and Economic Development Policy Committee held on 4 December 2012. The resolution was as follows:
RESOLVED – 12/504 Cr Davis/Cr Kidd |
That Council adopt the 10 Year Tourism Strategy. |
The strategy included a priority list as follows:
1 Development of a holiday (caravan) park in Orange.
2 Development of low impact environmentally sensitive facilities at the summit of Mount Canobolas potentially including a seasonal kiosk (non-permanent), cantilevered viewing platform, extended walkways and mountain biking trails, upgrade of walking trail to Federation Falls.
3 Development of an adventure attraction at the Earth Sanctuary site, possibly a two lane luge track.
4 Development of a cluster of eco-chalets at Lake Canobolas.
5 Purpose built conference venue and connecting hotel.
6 Civic outdoor stage, large flat hardened surface with high tech display boards.
7 Positioning Orange as offering pet friendly accommodation and a marketing campaign actively encouraging Sydney, Canberra and regional NSW, Victoria and Queensland pet owners.
Council considered an update on the Strategy in December 2014, resolving as follows:
5.9 Tourism Strategy Update TRIM Reference: 2014/2368 |
RESOLVED - 14/001 Cr J Hamling/Cr S Munro That the information provided in the report by the Manager Corporate and Community Relations on Tourism Strategy Update be acknowledged.
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This report provides an update on the priorities listed in the 2012 Strategy and provides the updates given in 2014 along with 2016 further updates. Shaded entries have been completed. A number of activities have been superseded by activities/achievements and will not feature in the new Strategy.
Item |
2014 update |
2016 update |
Development of a holiday (caravan) park in Orange |
Discussions with potential operators/investors have been undertaken. There is still work to be done in this area around potential sites |
· Site has been secured. · Discussions with Harness Racing Orange with relocation to Towac identified. · Commencement of re-zoning of the site. |
Development of low impact environmentally sensitive facilities at the summit of Mount Canobolas potentially including a seasonal kiosk (non-permanent), cantilevered viewing platform, extended walkways and mountain biking trails, upgrade of walking trail to Federation Falls. |
Matter being revisited as part of planning for Lake, Earth Sanctuary, Scout Camp and opportunities for an expanded mountain bike precinct. There are significant challenges in this, not the least being the multiple agencies involved in any development and funding. |
· Council has committed $100,000 to the Mountain Bike Trail on Mount Canobolas · Walking trails continue to be upgraded including the walk to Federation Falls · Picnic area facilities upgraded · Council has committed $50,000 in 2016/17 for the Scout Camp development. · Discussion on future of Scout Camp have commenced with the current lease expiring September 2018. |
Development of an adventure attraction at the Earth Sanctuary site, possibly a two lane luge track. |
The first stage of the Lake Canobolas Mountain Bike Park has been completed and the first races have proceeded. Subsequent stages are proposed. |
· Luge track idea not being pursued. |
Development of a cluster of eco-chalets at Lake Canobolas |
While the master plan for the Lake does include cabins, the general principle in the Strategy advocates more of the same as a passive recreation area. There has been some accommodation development near or adjoining the lake since the master plan was released. Council is continuing discussions around potential uses of the Scout Camp. |
· Lakeview Luxury Cabins exceeded at tourism awards · This item has been identified as an industry activity rather than Council based activity. Scout camp item is considered in section above.
COMPLETE |
Purpose built conference venue and connecting hotel
|
In 2012 the Joint Regional Planning Panel (with Council’s support) granted consent for a $25 million expansion of the Orange Ex Services Club. |
Ex Services Club development application for a 75 room motel and conference facility for 550 participants commenced construction. COMPLETE |
Civic outdoor stage, large flat hardened surface with high tech display boards.
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A hard stand area is part of the new pavilion at the Orange Showground. An electronic scoreboard has been installed at Wade Park. |
Museum forecourt offers alternate opportunities. Facilities exist at the Showground and the former netball courts as well as various car parks with event organisers being managed through development application processes. COMPLETE
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Positioning Orange as offering pet friendly accommodation and a marketing campaign actively encouraging Sydney, Canberra and regional NSW, VIC and QLD pet owners. |
Pet friendly accommodation is identified in promotional material. This is largely an area that will be driven by the sector if regarded as an opportunity. |
Requires industry uptake. 19 accommodation offering pet friendly services identified in the accommodation audit. NO FURTHER ACTION ON THIS ITEM BY COUNCIL COMPLETE |
Orange Accommodation Audit
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This audit covered the Local Government areas of Orange, Blayney and Cabonne. There is no resort style caravan park and only limited numbers at top end of market. There is no 6 star, just one 5 star and a handful of 4.5 star rated properties. Key findings: · 97 operators · 92 have websites · 1,137 total rooms · One 5 star rated, six are 4.5 star rated · 20 have disabled facilities · 19 are pet friendly · Of these, 14 have some type of meeting or conference facilities. |
· 2 Development applications for motels approved · 122 rentals available on AirBnB · 79 properties available on Stayz · Council implemented BookEasy centralised booking system but limited uptake from accommodation sector. COMPLETE |
Effective promotion of current events held in Orange and environs
|
A significant element of this work is undertaken within the Tourism Promotional Services Contract held by Taste Orange. This includes FOOD Week, Wine Week and the Banjo Paterson Festival. The current contract also includes funding for a new event. Separate to this Council is involved in event management or support to varying degrees. These events include Australia Day, Party Under the Stars, the Eisteddfod, Gnoo Blas Classic, events at the Orange Botanic Gardens which this year included Flicks in the Sticks, sporting events through Complete Sports Marketing, the Orange Picnic Races and events at the Function Centre which this year included boxing. Public events are promoted through www.visitorange.com.au and the Orange Visitor Information Centre. |
· Tourism Services Contract with Brand Orange ended 30 June 2016 · Six month funding agreement with Brand Orange for delivery of following events entered into for 1 July 2016 – 31 December 2016 period: o Taste @ Martin Place – Sept 2016 o Taste @ Barrangaroo – Nov 2016 o Taste @ Wahroonga – Oct 2016 o Taste @Lane Cove – Nov 2016 o Represent Council on committees for FOOD Week, Wine Week, Apple Festival and Banjo Patterson Festival o Offer familiarisation tours of local accommodation providers to Visitor Information Centre staff to build awareness o Produce the 2016/17 Wine and Food Guide o Undertake public relations activities · Council continues to offer additional event management services and support to other event organisers through the donations program ($5,000 to Rotary, $3,000 to ORVA, $3,000 to FOOD etc). · Council continues to market using visitOrange as the one call to action for all activities. The contracted services with Brand Orange has required visitOrange to be used as the call to action in the same manner as was required in the previous contract that ended June 2016. · Council has met with the Australian National Field Days committee members. An opportunity to work collaboratively with the Field Days and Cabonne Council exists to broaden the promotional activities of the event. |
Orange to become a recognised location to hold educational, health and business events |
Through the visitOrange website Council has commenced building a data base of venues available for conferences. This data base will grow overtime. Council staff regularly works with conference providers assisting with the hosting of events. |
· Council has implemented a Grow Local incentives scheme offering funding to businesses for development of their businesses. Through this program, in tier 1 businesses are supported by the Business Enterprise Centre (BEC) in fundamentals of business management. In tier 2, businesses can develop marketing and business improvement programs by matching the cash contribution from Council. In tier 3, businesses can seek subsidisation on land prices based on the number of jobs new/expansion business development offers. As at June 2016 businesses helped and jobs creation/retention was: o Tier 1: Basic business skills assistance - 16 businesses supporting the ongoing delivery of 17 full time, 1 part time and 10 casual jobs. o Tier 2: Higher marketing or planning business assistance - 5 businesses assisted. 6 inquiries being progressed. New jobs – 2 full time, 3 part time and 6 casuals, existing jobs sustained – 43 full time, 130 part time and 11 casuals. o Tier 3 – Council land sales for jobs generating businesses - estimated if the sold land/infrastructure development is developed as proposed, 450-550 jobs will be created. · Council has implemented a Shop Local promotional campaign with 50 businesses currently participating to encourage local expenditure. · Medical practitioner’s events held at Showground in 2016. · Further progression of the events elements requires industry uptake to progress individual events. · Economic Development Community Committee members have identified they have a role in developing opportunities and providing feedback. |
Orange events brand
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The visitOrange brand has been adopted for events and other marketing opportunities |
VisitOrange has been established as the event brand. Upcoming events with Council doing promotion using visitOrange where possible listed include (not exhaustive): · November 2016 – Taste @ Lane Cove · November 2016 - Taste @ Barrangaroo · December – Carols by Candlight · December – New Year’s Eve fireworks event · Friday 13 to Sunday 15 January: Mountain Bike Australia XCO National Series –Double Header (Kinross Forest) · Thursday 2 to Monday 6 February Orange Triathlon Festival (Lake Canobolas) · Sunday 12 February 2017: Surf & Sound – Beach Boys at Wade Park · Friday 17 to Sunday 26 February: Banjo Paterson Poetry Festival · Saturday 18 February: Gnoo Blas Classic Motor Show (Jack Brabham) · Saturday 25 and Sunday 26 February: Orange Colour City Running Festival · Friday 3 to Sunday 5 March: Newcrest Challenge · Saturday 4 March: Orange Bird Sale · Saturday March 4: Crafted LIVE 2017 (Showground) · Monday 6 to Monday 20 March: Spirit of Anzac (Showground) · Saturday 11 and Sunday 12 March: Brass Band Celebration · Monday 13 to Friday 17 March: Veterans Golf Tournament (Showground) · Friday 17 to Sunday 19 March: Rotary Convention · Saturday 18 March: Glow Hard Fun Run (Moulder Park) · Saturday 18 and Sunday 19 March: NSW Triathlon Club Championship · Saturday 25 and Sunday 26 March: Southern Cross Street Cruisers Car Show (Showground) · Sunday 27 March: Great Volcanic Mountain Challenge · Friday 31 March to Sunday 9 April FOOD Week (Showground) · Friday 7 April: Orange Gold Cup, Towac Park · Friday 14 to Monday 17 April: Easter Family Festival · Sunday 16 April: Camp Quality Camel Races, Towac Park · Monday 17 to Sunday 30 April: Lennon Bros Circus @ Waratahs · Tuesday 18 to Tuesday 25 April: Canowindra Balloon Challenge · Saturday 22 to Monday 24 April: Cycling NSW Masters Road Cycling Championships · Thursday 27 to Sunday 30 April: Eugowra Murals Weekend · May 6 and 7 (TBC): Apple Festival · Saturday 13 and Sunday 14 May: Orange Show (Showground) COMPLETE |
Development of a mobile application for Orange and environs
|
The mobile app is in the final development stage with a launch scheduled for early 2015. |
COMPLETE |
Item |
2014 update |
2016 update |
Develop showcase centre to highlight regional wine and food
|
In the past 12 months two new operators have entered this market with two other existing businesses expanding their offerings and facilities. Provision for this function will be considered into the new Visitor Information /Exhibition Centre within the Museum. |
Requires industry uptake. NO FURTHER ACTION ON THIS ITEM BY COUNCIL COMPLETE |
Cooking Schools
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A regular attraction in the event calendars of our annual wine and food festivals One operational business in Orange |
Requires industry uptake. NO FURTHER ACTION ON THIS ITEM BY COUNCIL COMPLETE |
Create a range of walking and cycling trails of greater Orange |
New cycle guide has been produced New historic walk brochure has been produced |
COMPLETE |
Development of bird aviary
|
The Cook Park Master Plan recommended the removal of aviary in the “long term”. |
Not included in longer term planning COMPLETE |
Create mining trail
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Gold Trails has been established linking all significant regional NSW gold rush sites via marketing and websites. Modern Mining Trail has been established with website and marketing collateral, for example Cadia run regular open days. Wentworth Mine was opened to the public for the first time last year with open weekends now held monthly. |
COMPLETE |
Item |
2014 update |
2016 update |
Development and implementation of a social media strategy focusing on tourism services for Orange
|
In the last 12 months there has been a greater focus on social media in the tourism sector. This has been resourced following the appointment of the Senior Tourism Officer. The tourism social media profile is still a work in progress but, for example, has advanced from two Facebook friends to 5000 and regularly reaches 50,000 people a month. |
VisitOrange social media continues to be developed and is managed via the Visitor Information Centre. |
Develop an innovative website which capitalises on advertising to entice visitors to visit Orange |
Council has established the Visit Orange website. It is a bookable website featuring Orange and region attractions. It went live in August this year. |
VisitOrange site active. Council review of websites has been placed on hold until merger decision in finalised. |
Stimulate interest from younger visitor markets (Gen Y and Z) to visit Orange |
This is part of the focus in branding strategy developing Visit Orange, the website and visitors guide. |
Council has actively sought advertising activities in publications with younger demographic. Sponsorship of family friendly events and Council’s active engagement with sporting events is designed to reach this market segment. |
Attract young domestic and international wine makers to the region
|
Working with ORVA on this, recently completed a 3 year campaign with the support of Wine Australia. Wine industry included visitors from UK, Ireland, China, Japan, US and Canada as well as Sydney. |
Industry uptake is required. |
Item |
2014 update |
2016 update |
Encourage schools to undertake field trips to Orange |
The establishment of the Museum and subsequent marketing will assist in developing this part of the strategy. |
Museum schools program continues to be developed with opening planned for November 2017. Council also continues to engage with schools locally through the Mayor’s Cup debating event held annually. |
Boost national awareness of Orange
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On 9 January 2015 a special Orange segment for “Taste of Travel” will air on Channel 10’s popular cooking program Bens’ Menu with an approximate national audience of 500,000. In 2014 the Orange region featured in articles on national television programs such as Sydney Weekender, Oz Travel, Lindy Milan’s Taste of Australia and When Love Comes to Town. Online broadcaster BIG Review TV are currently editing a special feature on the Orange region. Central NSW Tourism ‘Unearth’ campaign is currently under way with major PR and advertising activities throughout the major print, electronic and online media. This $356,000 campaign has been jointly funded by members of CNSW Tourism, industry partners ($178,000) and Destination NSW ($178,000). Orange has featured in many of these activities. Taste Orange and Orange City Council marketing activity has also focussed on capturing the attention of the national and international media. These have included The Australian, Harper UK Travel, Australian Traveller, Outthere Magazine and Signature Travel.
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· Council attended the Granny Smith apple event in October. · Sydney weekender will be filming in Orange in November. · Alan Jones broadcast locally as part of Wine Week festivities. · Better Homes and Gardens feature. · Foxtel –bushranger show used local areas. · Restoration Australia show on Emmaville Cottage. · “Its ON” campaign: This was a digital joint initiative with Destination NSW. Council contributed $25,000 and Destination NSW contributed $50,000. It ran during February 2016 and specifically promoted events in Orange as part of the Autumn calendar of events on the Destination NSW website. While other areas also were included, it lead to: o The campaign drove over 52,000 visits to the Orange pages of visitnsw.com.au. 5,749 of these visits clicked through to either Council pages or event specific pages. o The campaign promoted the Orange F.O.O.D. Week, Canowindra Balloons, Newcrest Challenge, Millamolong Polo Country Classic, Crafted Live: Brewed and BBQ’d, Orange Camel races, the 52 Storey Tree House Theatre production, Dye Hard Fun Run and Orange Colour City Running festival. · Unearth Campaign: includes the regions of Bathurst, Blayney, Cabonne Cowra, Forbes, Grenfell, Lithgow, Oberon, Orange, Mudgee, Parkes and Wellington. The campaign entices travellers to unearth” a range of experiences across the region. A sense of intrigue and adventure is evoked by branding the region as “unexpected”, “untouched” and “yours to unearth”. 2016 was the third year of the campaign, with $22,000 from Orange City Council contributed. 2016 campaign focusing on short breaks into Central NSW. It focuses on adding visitor nights to trips to the region. · Taste Orange @ Watson’s Bay: featured on the Destination NSW website and in Sydney Morning Herald What’s on guide. · Also coverage of Watson’s Bay arising from the Prime Minister’s attendance in Australian and Sydney Morning Herald. · Must Ride Orange: Flow Mountain Bike website – feature · Central West Lifestyle magazine: monthly feature for Summer · Country Style Magazine: article · Rex airline magazine: “Out there feature” on Orange · Senior Scene – Melbourne: Large feature on Orange · Caravanning Australia – DVD · 4 wine writers hosted - September · 10 Food bloggers hosted - September · Blue Mountains Life: Monthly feature · Discover Magazine: Monthly feature · Inside Golf magazine: Golf Orange- May feature · Runners’ World: Feature on Orange · Sydney Morning Herald: Travel section article featuring Orange · Canberra Times: Travel section article featuring Orange · The Age: Travel section article featuring Orange · Australian Financial Review: Travel section article featuring Orange · The Australian: Promotion of F.O.O.D Week · Central NSW Romantic Getaway – 6 regional Queensland newspapers and The Australian · National coverage of the Pollie Pedal ride through Orange · Booking.com survey – Orange named as a “must visit” food region · Flavours of NSW – Coffee table book – featured local businesses · Property Observer – real estate website – promoting Orange as the area that is “increasingly able to tick a lot of boxes for more people creating a positive cycle of more local investment, with development mindful of what is drawing people to the region in the first place.” · Eat Drink Play website: feature on Orange · Australia.etbtravelnews.com – travel website – featured Orange and promoted the Newcrest Challenge event. A “must do” location for cyclists. · ABC mid coast radio – piece on the Museum · ABC online – 25 years F.O.O.D week · ABC online – Orange Airport upgrade · Food Service website – local chef interviewed – identified local produce a key driver for tourism · The Carousel website – promotional piece relating to the long weekend and identifying Orange as a destination · Winefront.com.au - feature on Angullong |
Item |
2014 update |
2016 update |
Packaging of product
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Accommodation and ticket packages are being offered in association with major events and via specific promotions such Taste Orange @ Sydney. |
Taste @ Sydney accommodation package and Taste @ Watson’s Bay accommodation package developed but had very limited impact. Industry uptake is needed. |
Develop web based marketing campaign
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The development of the Visit Orange website is providing a platform for on-line promotions. The site promotes events attractions and accommodation. |
COMPLETE |
Target international students’ families to visit during semester. Develop plan to encourage a range of educational visitors
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Council has been building a closer relationship with CSU to take advantage of this market sector CSU. For example as part of Orientation Week Activities next year Council will be represented at market days providing visitor information to students and parents. |
CSU has advised the international students are not being targeted for Orange campus. |
Sister City relationships
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The number of students that visit Orange as part of this program are not insignificant however there has not been strong activity in this area in terms of capturing that market. |
Council continues to actively participate in the Sister Cities program. |
Civic space/precinct for visitors and locals |
There is a Civic Square makeover as part of the museum development. |
Museum project complete and will be opening November 2016 COMPLETE |
Item |
2014 update |
2016 update |
Increase directional signage in Orange and environs
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Program under way with Orange Regional Vignerons signage through the Tourist Attraction Signposting Assessment Committee (TASAC). New directional signage has been installed for various attractions including Lake Canobolas, Mount Canobolas, Orange Aquatic Centre, Colour City Caravan Park and the Botanic Gardens/Adventure Playground/Emmaville Cottage precinct. |
Orange Wine Region tourism signage update: · Stage 1 has been completed after approval by Tourist Attraction Signposting Assessment Committee (TASAC). Includes “Welcome to Orange Wine Region” signs and Information Bay on 4 main entrances to Orange (Mitchell Highway at Vittoria and Molong, Cargo Road at Cargo and Escort Way at Borenore). This was paid for in joint venture (1/3 each) with ORVA, OCC and Cabonne Council. · Stage 2 plans submitted TASAC and RMS, to be paid for by Orange Region Vignerons Association (ORVA), includes Reassurance signs on relevant roads out of Orange listing each winery. All wineries on these drives to have individual (warning and destination) TASAC approved signs. This has been approved by ORVA but there are some issues still to be worked through with TASAC. · TASAC approved tourism signage has been installed for Ross Hill Wines and applications have been submitted for Word of Mouth Wines and Heifer Station Wines.
Visitor Information signage: “i” signage has been updated as required for the new Visitor Information Centre with just the main sign in Byng Street to be completed. Design has been completed and quotations for manufacture and installation are currently being sought.
Bathurst Road Billboard - West facia has been updated.
Council Welcome signs: outdated information has been removed from these signs on Escort Way, Mitchell Highway. |
Item |
2014 update |
2016 update |
Improve signage - interpretative
|
Program under way with Orange Regional Vignerons signage through TASAC. Additional interpretive signs have been designed for Emmaville Cottage and Lake Canobolas. |
Lake Canobolas: additional interpretive signage has been installed at Lake Canobolas, including both the dam wall and the Pump House.
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Enhance the Airport gateway
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New Airport Terminal construction completed. Visitor guides will be available on site and where possible videos promoting local attractions and events will be broadcast. |
COMPLETE |
Encourage retail operators to stay open for longer hours
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Promoted through listing and can be extended through the mobile app. Council’s Orange is Open Facebook page has been proactive in promoting businesses and attractions that are open on weekends. Posts to this site were seen by 303,008 people in the 5 months – 1 July to 1 December 2014. |
Industry uptake is required COMPLETE |
Establish roster between businesses to collaborate on opening times |
Research has shown that despite media coverage to the contrary there are numerous businesses open through weekends. Ultimately this will be a commercial decision for operators |
Industry uptake is required COMPLETE |
Item |
2014 update |
2016 update |
Stimulate investment into Orange
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The development of the Jobs Creation Strategy following the announcement of the Electrolux closure is targeting this area. |
Council has continued to support the creation of jobs through the Jobs Creation strategy. Land sales incentivisation offers have been made to businesses which have identified 450-550 potential jobs when the businesses are fully developed. |
Implementation of technology such as plasma TVs to reduce reliance on hard copy signage and brochures within the VIC
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A review of the VIC service has where possible resulted in promotional material being driven on line. This has also been necessary following the closure of the VIC for the construction of the Museum. The VIC is currently operating from the gallery. A mobile VIC is currently under construction. This will mean that Council will be able to take VIC services to events within the region and externally. For example if there is a sporting event at the PCYC the mobile unit will be on site to sell the region and its attraction with the aim of extending the visitors experience and spend in the region |
VIC operational in Museum complex from September 2016. Screens to be installed as part of the Visitor Information Centre establishment in the Museum complex. Mobile “pop-up” VIC completed and proving to be useful. COMPLETE |
Ensure all price items are in line with market price-points and are as profitable as possible
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Under way with review ahead of new VIC. It is noted that when the VIC first stocked local produce there were limited outlets for local products. This situation has changed. |
Audit of souvenirs in the VIC completed. Audit of caravan park prices completed. As café is offering local food products, Council moving away from holding stocks and instead promoting café and other outlets now featuring local products. COMPLETE |
Item |
2014 update |
2016 update |
Ensure that an effective training program is implemented for all new employees at the Orange VIC
|
Underway at part of review of VIC functions.
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Council has identified a Certificate III qualification for all tourism centre Tafe across the regions for free. Offers to Cabonne and Blayney Councils made to participate. New Visitor Information Centre operational since September 2016. Training of staff through individual training plans. COMPLETE |
Conduct regular updated training sessions to ensure knowledge of VIC employees is refreshed. |
New ‘famil’ program has been implemented.
|
COMPLETE |
Development of a local familiarisation program
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A new famil program has been included in the Tourism Promotions Contract to ensure VIC staff are aware of the latest tourism products and changes to existing operations. |
4 famils conducted annually The need to better inform locals is identified as a key initiative in the new strategy for tourism. This is particularly required because of the high level of visitors who stay with friends and relatives. |
Taste Orange, or other external service provider, to take on role as Orange’s destination marketers, as a contractual relationship with Council, subject to Tender
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The extension of the Tourism Promotions Contract signed in August this year has a stronger focus on event delivery with the aim of increasing visitor numbers and promoting Orange as a destination of choice. |
Council did not enact this component of the strategy, determining instead to continue to manage the destination marketing in house. Some promotional activities were contracted to Brand Orange, primarily around the out of region events management and for some in region events marketing and participating on the organising committees. COMPLETE |
Relevant and effective destination marketing promotional strategy and material produced by Taste Orange or an alternative external service provider
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The Tourism Promotions Contract extension signed in August 2014 contains a stronger nexus between events, promotional material and overnight stays. |
Contract with Brand Orange concluded June 2016. Council had included some destination marketing activities in the contract but continued to deliver the majority of activities in regional promotion via the tourism and business development staff. COMPLETE |
Item |
2014 update |
2016 update |
Analysis of visitor markets
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There is a need for more detailed research e.g. covering demand, niche markets, current visitor behaviour and product awareness. |
Identified in the new strategy for better capture of data at events to better understand visiting market characteristics. Some updated information provided for workshops (see appendix 1 and 2 of the strategy). |
Address transport access into Orange
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This is part of Council’s broader strategies such Bells Line, second airline, airport upgrade and rail services lobbying |
Continues to be a major component of Council’s overall program planning. |
The attached Strategy is recommended to Council to be exhibited for 28 days. Feedback will be used to update the Strategy. The report from the industry workshops Council held with around 200 industry operators participating is also provided as an appendix to the Strategy. The workshop outcomes have been used as the primary source of action plan items due to the level of industry engagement that they achieved. It is a clear indication to Council of the industry’s intent and desired direction that a much higher and broader direct involvement from across the tourism sector is sought by the industry itself.
The new Strategy is built around three themes:
1 Build one brand and one message
2 Build knowledge and awareness
3 Build infrastructure
Key outcomes in each theme include:
Theme |
Outcome |
1 |
Build and facilitate the development of leadership of the sector by the industry itself through the establishment of an industry led regional tourism entity who is responsible for regional tourism marketing initiatives. |
1 |
Increased tourism industry engagement, management and investment in regional tourism. |
1 |
Maximise the work done to date using the visitOrange branding with all promotions using one call to action. |
1 |
Design and deliver events programs that offer the highest visitation impacts – methodology for measuring the effectiveness of events, annual events calendar |
2 |
Build market knowledge – who are the Region’s visitors, why did they come, what influences their destination choices, how can the Orange Region attract higher visitation |
2 |
Build local knowledge – build local awareness of events and facilities, engagement strategies and information provision products that are easy for local to access |
2 |
Visitor Information Centre – provide an information centre of excellence |
2 |
Marketing program – Regional promotion campaign |
2 |
Stakeholder management – enhance the interactions with all tiers of Government, key stakeholders |
3 |
Signage strategy and implementation |
3 |
Transport Infrastructure improvements |
3 |
Lucknow Masterplan works |
3 |
Spring Hill Masterplan works |
3 |
Colour City Caravan Parks works and investigation of a new caravan park |
3 |
Mount Canobolas infrastructure works |
3 |
Airport capital works |
3 |
Aquatic Centre capital works |
The Strategy is recommended to Council for exhibition.
1 Tourism Strategy 2016 (For InfoCouncil), D16/55208⇩
2 Orange Regional Tourism Engagement Report - August 2016, IC16/12409⇩
Council Meeting 15 November 2016
5.12 Tourism Strategy
Attachment 1 Tourism Strategy 2016 (For InfoCouncil)
Council Meeting 15 November 2016
5.12 Tourism Strategy
Attachment 1 Tourism Strategy 2016 (For InfoCouncil)
Council Meeting 15 November 2016
5.12 Tourism Strategy
Attachment 1 Tourism Strategy 2016 (For InfoCouncil)
Council Meeting 15 November 2016
5.12 Tourism Strategy
Attachment 2 Orange Regional Tourism Engagement Report - August 2016
6 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.
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 Lease Hangar Site R Orange Airport 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 Central West Libraries RFID - Tender 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. 6.3 Tender for the Design Development and Construction of the Central Tablelands Regional Water Security Pipeline Project 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. 6.4 Tender - Airport Runway Micro-Seal 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 (d)i commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it and (d)ii information that would, if disclosed, confer a commercial advantage on a competitor of the council. |
6.1 Lease Hangar Site R Orange Airport
TRIM REFERENCE: 2016/2654
AUTHOR: Shirley Hyde, Legal and Property Officer
Reason for Confidentiality
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 Central West Libraries RFID - Tender
TRIM REFERENCE: 2016/2653
AUTHOR: Jan Richards, Manager Central West Libraries
Reason for Confidentiality
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.
6.3 Tender for the Design Development and Construction of the Central Tablelands Regional Water Security Pipeline Project
TRIM REFERENCE: 2016/2656
AUTHOR: John Marshall, Senior Projects Supervisor
Reason for Confidentiality
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.
6.4 Tender - Airport Runway Micro-Seal
TRIM REFERENCE: 2016/2663
AUTHOR: Stephen Smith, Works Engineer
Reason for Confidentiality
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 (d)i commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it and (d)ii information that would, if disclosed, confer a commercial advantage on a competitor of the council.