Ordinary Council Meeting
Agenda
11 August 2020
Notice is hereby given, in accordance with the provisions of the Local Government Act 1993 that an Ordinary meeting of ORANGE CITY COUNCIL will be held in the Council Chamber, Civic Centre, Byng Street, ORANGE WITH AN OPTION OF ONLINE CONFERENCING PLATFORM ZOOM DUE TO COVID-19 REQUIREMENTS on Tuesday, 11 August 2020 commencing at 7.00pm.
David Waddell
Chief Executive Officer
For apologies please contact Administration on 6393 8218.
Council Meeting 11 August 2020
EVACUATION PROCEDURE
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 Livestreaming and Recording
1.3 Acknowledgement of Country
COUNCIL MEETING ADJOURNS FOR THE CONDUCT OF THE OPEN FORUM
COUNCIL MEETING RESUMES
3 Confirmation of Minutes of Previous Meeting
3.1 Minutes of the Ordinary Meeting of Orange City Council held on 21 July 2020
COUNCIL MEETING ADJOURNS FOR THE CONDUCT OF THE POLICY COMMITTEES
Planning and Development - Chaired by Cr Russell Turner
Employment and Economic Development - Chaired by Cr Tony Mileto
Infrastructure - Chaired by Cr Jeff Whitton
NO ITEMS - Sport and Recreation
NO ITEMS - Environmental Sustainability
Finance - Chaired by Cr Jeff Whitton
Services - Chaired by Cr Scott Munro
COUNCIL MEETING RESUMES
4 Notices of Motion/Notices of Rescission
4.1 Notice of Motion - 75th Anniversaries of the Atomic Bombings of Hiroshima and Nagasaki
5.1 Health and Innovation Precinct Masterplan Adoption
5.2 Demolition of Perry Oval Amenities Building
5.3 Progress Report - Operational Plan 2019/2020 (Delivery Program Year 2) - Quarter 4
5.4 Tourism and Event Marketing
6 Closed Meeting - See Closed Agenda
6.1 2019/2020 Water/Sewerage Charges - 9-17 Edward Street Orange
6.2 Lease Hangar X Orange Airport
7 Resolutions from closed meeting
1 Introduction
1.1 Apologies and Leave of Absence
1.2 LIVESTREAMING AND RECORDING
This Council Meeting is being livestreamed and recorded. By speaking at the Council Meeting you agree to be livestreamed and recorded. Please ensure that if and when you speak at this Council Meeting that you ensure you are respectful to others and use appropriate language at all times. Orange City Council accepts no liability for any defamatory or offensive remarks or gestures made during the course of this Council Meeting. A recording will be made for administrative purposes and will be available to Councillors.
1.3 Acknowledgement of Country
1.4 Declaration of pecuniary interests, significant non-pecuniary interests and less than significant non-pecuniary interests
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.
|
3 Confirmation of Minutes of Previous Meeting
RECOMMENDATION That the Minutes of the Ordinary Meeting of Orange City Council held on 21 July 2020 (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 21 July 2020. |
Attachments
1 Minutes of the Ordinary Meeting of Orange City Council held on 21 July 2020
ORANGE CITY COUNCIL
MINUTES OF THE
Ordinary Council Meeting
HELD IN via Online Conferencing Platform Zoom
ON 21 July 2020
COMMENCING AT 7.00pm
Attendance
Cr R Kidd (Mayor), Cr S Romano (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr J McRae, Cr T Mileto, Cr S Munro, Cr S Nugent, Cr G Taylor, Cr R Turner, Cr J Whitton
Chief Executive Officer, Acting Director Corporate and Commercial Services (Redmond), Director Development Services, Director Community, Recreation and Cultural Services, Director Technical Services, Acting Manager Corporate Governance (Constantine), Executive Support Manager.
RESOLVED - 20/212 Cr S Munro/Cr S Romano That the apologies be accepted from Cr M Previtera for the Council Meeting of Orange City Council on 21 July 2020. |
1.2 LIVESTREAMING AND RECORDING
The Mayor advised that the meeting was being livestreamed and recorded.
Gavin Brett from the Christian Ministry Centre led the Council in Prayer.
The Mayor conducted the Acknowledgement of Country.
1.5 Declaration of pecuniary interests, significant non-pecuniary interests and less than significant non-pecuniary interests
Cr Reg Kidd declared a Significant Non-Pecuniary Interest in item 5.6 as he is on the Board of Directors of Orange 360.
Cr Joanne McRae declared a Significant Non-Pecuniary Interest in item 5.6 as she is on the Board of Directors of Orange 360.
The CEO, David Waddell declared a Significant Non-Pecuniary Interest in item 5.6 as he is on the Board of Directors of Orange 360.
2 Mayoral Minutes
Nil
THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL ADJOURNED FOR THE CONDUCT OF THE OPEN FORUM AT 7.04PM
OPEN FORUM
The Mayor read out the attendees present in the online meeting and re-stated that the meeting was being livestreamed and recorded.
Item 5.6 – COVID-19, Orange 360 Response
Mr Peter Robson addressed Council on Orange 360’s positioning and the COVID-19 response.
Ms Caddie Marshall addressed Council on Orange 360’s current and proposed programs.
Cr Turner asked what follow-up information is being received regarding visitor expectations or shortfalls of visitor’s visions of Orange.
Mr Robson stated visitors are amazed with the city with positive feedback on the COVID-19 precautions taken by businesses in the city.
Ms Marshall stated there are a number avenues to assess visitor experience involving surveys to businesses, surveys of visitors through accommodation providers and social media sentiment algorithms.
Cr Duffy asked what contribution Blayney Shire Council and Cabonne Shire Council are making.
Ms Marshall stated each Council has contributed an additional $50,000.
Cr Kidd stated that there is often an inability to visit restaurants/take away outlets on a Sunday evening especially during long weekends and asked if anything could be done.
Ms Marshall stated that in order to have a vibrant business economy investment in businesses is required, leading them to invest in their businesses and employees.
Cr Romano asked what precautions are being taken for COVID-19 to limit the spread at wineries.
Mr Robson stated there are a number of requirements, such as making bookings, complying with the 4sqm rule, maintaining a sign-in register, limiting bookings to 50 minutes, supplying of meals, washing and sanitising between bookings.
Cr Whitton asked what the capacity from a bed point of view is for visitors to the city.
Ms Marshall stated that an audit conducted in 2019 showed the capacity of 2500 rooms in the three Local Government areas.
Cr Nugent asked what does the $200,000 campaign provide and what are the timeframes.
Ms Marshall stated that $50,000 is provided for campaign development, $15,000 in partnership with Destination NSW, digital marketing, social media targeting and paid media. The campaign is aimed at peak spending/visiting times with development occurring in mid spring to highlight Orange’s natural beauty however it is a year-round investment.
Cr Hamling asked if local contractors would be used.
Ms Marshall advised the campaign would be tendered and local providers would be involved.
THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL RESUMED AT 7.35PM.
3 Confirmation of Minutes of Previous Meeting
4 Notices of Motion/Notices of Rescission
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
5 General Reports
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
Cr Nugent asked if Council made application in the Stronger Communities Fund. The Director of Community, Recreation & Cultural Services advised that Council was not eligible however will provide further information to Councillors. |
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
Cr Duffy stated he hoped the alliance would not become bureaucratic and cost Council a large amount of money.
Cr Kidd stated there would be two meetings per year and particularly on the agenda would be Mount Canobolas, also that it would not involve spending money but more likely saving it.
TRIM Reference: 2020/1132 |
RESOLVED - 20/219 Cr S Nugent/Cr S Munro That Council notes the report on LED Lighting in Council Buildings. |
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
Cr Duffy asked how often the lights are going to be checked.
The CEO stated the maintenance life is longer with potential savings on costs.
Cr Hamling asked what the lights on Summer Street stop at Lords Place and not continue to Sale Street.
The CEO stated that initially is was a budgetary consideration however the lights are part of the Future Cities project looking at funding, fairy lights and Whiteway lighting.
Cr Nugent advised it was a good initiative and asked if there was a possibility that the saved funds can be rolled back into the revolving energy fund to assist other projects. The CEO stated it was not part of the revolving energy fund, and Councillors will be provided with further information. |
Cr Mileto asked if a timeframe could be provided with regard to LED lights for Jack Brabham Park at Bernie Stedman Field. The CEO stated the question would be taken on notice. |
Cr Duffy asked if the lighting could be coloured in Summer Street.
The CEO stated this option will be provided for Councillors in the Future Cities project.
**Cr Kidd and Cr McRae left the meeting with the time being 7.56PM and the Deputy Mayor, Cr Romano, assumed the chair.**
For: Cr Duffy, Cr Hamling, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera, Cr Kidd, Cr McRae
**Cr Kidd & Cr McRae returned to the meeting with the time being 7.57PM and Cr Kidd resumed the chair.**
Cr Duffy stated an accommodation provider advised him the turnover from April 2020 was $14,000 compared to $190,000 in April 2019 and asked what other organisations does Council contribute towards tourism funding. The CEO advised this question will be taken on notice. |
Cr Mileto stated it was important to maximise opportunities and he is confident with Orange 360’s strategic plan.
Cr Hamling stated Council needed to put up this money and local contractor could benefit from this work. He asked if the $200,000 can be matched by another body such as Destination NSW. The Acting Director Corporate & Commercial Services stated it is an option to be looked at and staff will be speaking with bodies such as Destination NSW. |
Cr Whitton asked that a news article on Orange being in the top 5% of First Home Buyers be provided to Councillors. The Acting Director Corporate & Commercial Services stated he will arrange for this to be circulated to Councillors. |
TRIM Reference: 2020/1156 |
RESOLVED - 20/221 Cr J Whitton/Cr J McRae That the item be deferred. |
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
Cr Kidd advised a letter had been sent from the Federal Member to the Federal Minister for Agriculture asking for support for the Australian National Field Days and requested a copy of the letter be circulated to Councillors. |
For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent , Cr Romano, Cr Taylor, Cr Turner, Cr Whitton
Against: Nil
Absent: Cr Previtera
6 Closed Meeting
Nil
**The Mayor declared the meeting closed at 8.04PM and livestreaming was stopped, however Councillors continued to speak resuming the meeting.**
Cr Mileto commended Newcrest on providing sanitizing stations across the local sporting fields and requested Council write to Newcrest and commended the organisation on this great initiative. |
Cr Munro commended Orange Ten Pin Bowling for their COVID safe practices.
Cr Duffy asked why Bathurst Regional Council was meeting in their Chamber however Orange City Council was not.
The CEO advised in order to ensure the safety of staff and Councillors the decision was made to continue with online meetings in addition to livestream, zoom and in person capabilities of our systems.
Cr Kidd asked if a Councillor or member of staff could not attend could they attend remotely.
The CEO advised he is obliged to offer that, however there is some limitations with current systems to allow for both in person and remote connectivity.
Cr Hamling expressed his disappointment that the 8-day games were cancelled and hoped it would return in 2021.
Cr Kidd asked if Council had been able to acquire temperature ‘guns’.
The CEO stated Council currently has two temperature devices held in the Human Resources department.
The Meeting Closed at 8.10pm.
This is Page Number 8 and the Final Page of the Minutes of the Ordinary Meeting of Orange City Council held on 21 July 2020.
4 Notices of Motion/Notices of Rescission
RECORD NUMBER: 2020/929
I, CR Stephen Nugent wish to move the following Notice of Motion at the Council Meeting of 11 August 2020:
That Council resolves to: 1 Acknowledge the upcoming 75th anniversaries on 6 and 9 August 2020 of the atomic bombings of Hiroshima and Nagasaki. 2 Endorse the Cities Appeal of the International Campaign to Abolish Nuclear Weapons (ICAN) which aims to commemorate these anniversaries and acknowledge the victims and survivors of the attacks. 3 Recognise that any use of nuclear weapons, whether deliberate or accidental, would have catastrophic, far-reaching and long-lasting consequences for people and the environment, and that many in our community remain concerned about this possibility. 4 Warmly welcome the adoption of the Treaty on the Prohibition of Nuclear Weapons by the United Nations in 2017, and call on our national government to sign and ratify it without delay. |
Background
Councillors recently received an email letter from Jemila Rushton, an Australian Campaigner with the International Campaign to Abolish Nuclear weapons (ICAN). Ms Rushton wrote seeking the support of Council for ICAN’s Cities Appeal and for the Treaty on the Prohibition of Nuclear Weapons.
Council support for the appeal and treaty would be consistent with Council’s previous declaration of Orange as a nuclear free zone and with our Sister City Program, especially our relationship with Ushiku in Japan. As Ms Rushton notes, “the COVID-19 pandemic demonstrates the urgent need for greater international cooperation to address all major threats to the health and welfare of humankind”.
The following extract from Ms Rushton provides more detail.
“The upcoming 75th anniversaries of the bombings of Hiroshima and Nagasaki on 6th and 9th August, present an opportunity for reflection, remembrance and action. Unfortunately, the threat of nuclear weapons has not been relegated to that of a bygone era, but remains a present and real threat of our times.
In the 1980’s, during the peak of the Cold War arms race, councils across Australia and many hundreds internationally, declared themselves nuclear-free zones. These declarations represented a grassroots participation in the humanitarian debate happening globally, at all levels of government, with real-life implications for the health and security of constituents.
Thirty years on, instead of dismantling bombs and investing in healthcare and other essential services; nuclear weapons states continue to bolster their weapons arsenals and dismantle longstanding disarmament agreements. A recent ICAN report reveals how the nine nuclear-armed nations spent $72.9 billion dollars on nuclear weapons in 2019 alone.
In response to these renewed and persistent nuclear threats, the world’s non-nuclear weapons states have negotiated the first international legal instrument to comprehensively outlaw nuclear weapons, setting out a pathway for their elimination. As other nuclear arms control agreements are undermined or collapsing, this new accord provides a much-needed pathway forward.
The United Nations Treaty on the Prohibition of Nuclear Weapons prohibits nations from developing, testing, producing, manufacturing, transferring, possessing, stockpiling, using or threatening to use nuclear weapons, or allowing nuclear weapons to be stationed on their territory. Adopted at the United Nations in 2017, it also prohibits them from assisting, encouraging or inducing anyone to engage in any of these activities.
Australia has not yet joined the Treaty. Now, just as in the 1980s, it is in the hands of everyday people to put the treaty in front of our decision-makers and office-holders, to indicate our support for Australia’s ratification.
Australia has joined the treaties prohibiting other inhumane and indiscriminate weapons including biological weapons, chemical weapons, landmines and cluster munitions. It is inevitable that we also join the nuclear weapon ban treaty.
The International Campaign to Abolish Nuclear Weapons Cities Appeal is the mechanism by which councils can engage and participate in the nuclear weapons debate of our time. Nuclear disarmament is council business because civilians, cities and towns are the targets of these weapons of mass destruction.
27 Councils across Australia have already endorsed the Cities Appeal, calling on our federal government to sign and ratify this treaty without delay.”
Signed Cr Stephen Nugent
Financial Implications
Nil. If the motion is carried it is proposed that the acknowledgement be carried out Council’s social media platforms.
POLICY AND GOVERNANCE IMPLICATIONS
Australia is still a party to the ANZUS Treaty and one would assume this would be a consideration for Australia in not yet signing the United Nations Treaty on the Prohibition of Nuclear Weapons. While there are no Local Government policy and governance implications there are certainly international diplomacy and humanitarian issues that must be considered by our Federal Government.
RECORD NUMBER: 2020/1064
AUTHOR: Nick Redmond, Acting Director Corporate and Commercial Services
EXECUTIVE Summary
At the Council meeting on May 19 the following was resolved:
RESOLVED - 20/139 Cr S Munro/Cr S Nugent That the draft Health and Innovation Precinct Masterplan be exhibited for 28 days. |
The exhibition period closed on 26 June.
Council received 11 submissions, which are attached. The draft was also exhibited on the Orange Your Say site and an engagement report is attached. There were nine engaged participants, 224 informed and 466 aware. There was strong support for the masterplan.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “12.2 Prosper - Support innovative industry sectors”.
Financial Implications
Nil at this stage but as the masterplan is implemented and rolled out, costings, further studies and collaborations will be considered.
Policy and Governance Implications
Nil
That Council resolves: 1 That the Health and Innovation Precinct Masterplan be adopted.
2 That Orange City Council continue to work with the NSW Government, agencies and stakeholders to realise the goals of Health and Innovation Precinct Masterplan.
|
further considerations
The recommendation of this report has been assessed against Council’s other key risk categories and the following comments are provided:
|
|
Image and Reputation |
The health sector is the largest employer in the city and as such there may be a heightened level of interest in this masterplan. |
Political |
Orange City Council has raised with the NSW Government the issue of the establishment of an activation precinct around existing health services in south Orange. The finalisation and adoption of the masterplan will give impetus to this activation. |
Environmental |
Current zones and potential re-zonings will be an important consideration post adoption of the masterplan. Several stakeholders raised the protection of open space as an important issue. While the amenity the current layout and density are valued it does not follow that any level of development should be prohibited. |
Stakeholders |
Significant stakeholder engagement was undertaken for the development of the draft. Further stakeholder engagement will be required as further stages are contemplated and enacted. Some issues raised crossed into details beyond the scope of the masterplan. The masterplan provides a framework for what the site is capable of and will be further tested in later stages. The mapping of zones also may have created expectations or concerns around the scale of development. For example the zone that covers the southern nine holes of the golf course provides opportunities for research and development but that does not mean the entirety of the zone will be used for those purposes. |
SUPPORTING INFORMATION
The vision for the precinct is as follows:
Capitalise on the significant opportunities to develop complementary health services and life sciences education and research around the existing Orange Health Service Public Hospital and Orange Agricultural Institute and GATE precinct, by broadening the services available, enabling business synergies and improving community access to education and research services.
Key opportunities identified include the following:
· Health Care - with a growing and ageing population, opportunities across all health care sectors inclusive of mental health services will continue to provide growth opportunities.
· Activate Forest Road and strengthen it as a main street destination connecting the internal road system within the Bloomfield Hospital precinct to the centre of Orange and the southern suburbs, through creation of commercial, public accommodation linking the educational and health precincts through activity hub.
· Strengthen public transport connection to the railway station through provision of a potential more frequent free bus service for students, senior and access impaired users, as well as new footpath connections.
· Capitalise Heritage buildings with heritage walks and possible re-purposing as commercial accommodation.
· Support the growth of Orange Health Precinct as a medical and educational precinct, as well as enhance the vitality of Orange’s Central Region, through creation of a larger but contained precinct of mixed uses, including retail, commerce, residential, sports and culture, to create a main street destination centred around Forest Road and support its educational facilities and community infrastructure that extends Orange’s City Centre.
The Design Outcome shown below provides the location of the Research and Innovation Precinct and the Integrated Health Research and Development Precinct allowing for a strong link between the tertiary education organisations and also a close relationship between the Orange Health Service and the Integrated Health Research and Development Precinct.
This master planning outcome also allows for a general residential area and a generous land zoning for general recreation open space.
There are six key principles in the masterplan.
They are:
· WELCOMING AND ATTRACTIVE
Re-imagine the streets and public spaces to hero the rural landscape while providing improved integration and biophilic place-making
· ACCESSIBLE AND SAFE
Ensure convenient and safe accessibility across all travel modes
· LOCAL ACTIVITY DESTINATION AND HUB
Create an activity and commercial centre
· EXEMPLARY HEALTH AND KNOWLEDGE PRECINCT
Grow Bloomfield as an exemplar regional health, research and education precinct
· LIFESTYLE AND WELLBEING VILLAGE
Create a village environment for affordable residential, independent living, wellbeing, accommodation and supported care
· RURAL SKILLS AND INNOVATION PRECINCT
Further develop and position Bloomfield as an Ag-Tech and rural skills innovation precinct.
DRAFT HEALTH AND INNOVATION PRECINCT - TABLE OF SUBMISSIONS
Submitter |
Issues Raised |
Staff comment |
IC20/12014 John Da Rin |
1. Thoroughly researched; clear picture of opportunity that this plan provides to the community and to this district. 2. Disputes that rents are lower compared with greater NSW. 3. Agrees that this concept could retain youth in this district. 4. This concept would give STEM students a great hope of getting jobs. 5. The catchment area is conservative; people will be attracted further afield. 6. Disagrees that minority groups disrupt town progression; does not anticipate residences voicing concerns about this concept. 7. Current greenfield sites need to be managed and not destroyed. 8. CSU moving to this precinct is not necessary. 9. State Government decision to not sell off the GATE land was positive. 10. Believes more land would be used for research and development. 11. More medical facilities are an excellent addition. 12. Aging baby boomer population burden the younger generation. 13. This plan helps to build the expected increase in demand for medical and allied health services. 14. Agrees that this development would showcase Orange as a place to study and work in medical research. 15. Believes staffing level in manufacturing is lower than in retail. |
Noted. |
IC20/13264 Charles Sturt University |
1. Welcomes and supports the creation of the precinct; major regional health hub with strong links to education and research. 2. Health sciences, research and medicine remain the strategic focus of CSU in Orange. 3. Has a long-term vision to relocate its Orange Campus health facilities to the precinct 4. Would collaborate and advocate with Council for the precinct to be designated as an Activation Zone. 5. Suggests that there should be a stronger presence in the master plan for the Joint Program in Medicine and the Bloomfield Learning and Research Centre. 6. The master plan does not set out specific recommendations or actions or include an indication of time frames. 7. Some information in the master plan requires updating, since initial discussions with the consultants. |
Noted. Updates made where applicable. Timeframes, and next steps will be better known once discussions with the NSW Government are finalised around an activation precinct. Discussions with tertiary stakeholders will be ongoing as per the recommendation of this report. |
IC20/13178 Central NSW Joint Organisation |
1. Supports the precinct and will seek for this precinct to have a Special Activation Precinct status. 2. Local Government is the front line of regional communities for health challenges; the applicant supports our region "growing our own" health workforce and looks forward to metro-comparable outcomes in connectivity, health and education. 3. Supports the vision to capitalise on the significant opportunities to develop complementary health services and life sciences education and research around the existing Orange Health Service Public Hospital and GATE precinct. 4. This type of collaboration - bringing State agencies, the private sector, research, health and education together will not only benefit all of the Central NSW region but NSW more broadly in a global context. |
Noted. |
IC20/13185 Peter Bilenkij |
1. Edits of the master plan to improve its accuracy and to enhance the stature of this great institution. |
Updates made where applicable. |
IC20/13226 Orange Rail Action Group |
1. Supports the plan. 2. Supports the proposals for frequent public transport services from the CBD and the Orange Railway Station. 3. Believes the Orange Railway Station will play an increasing role as a Hub and Transport Interchange. 4. There are 8 statements relating to transport issues that require editing or elaboration. |
Noted. Updates made where applicable. |
IC20/13365 Malcolm Stacey |
1. Supports the general principles of the master plan. 2. It is important to recognise that the Bloomfield Hospital (buildings and landscape) is State heritage listed. 3. Encourages the retention of the parkland landscape, particularly in zones for Integrated Health and Research Development, Student/Health Accommodation and Accommodation/Residential. 4. Supports biophilic design. 5. Supports the retention of as much of the mature parkland landscape as possible to reduce the impact of urban health island effect. 6. Supports the retention of as much of the Bloomfield Hospital heritage parkland landscape as possible in line with Orange's well-deserved reputation as a "Colour City". |
Noted. Consideration of open space will be a significant issue in future stages. |
IC20/13411 NSW Government Transport for NSW (TfNSW) |
1. Forest Road already provides an important traffic movement function by providing access to Orange from the areas south of the City; the demand for the movement function of this road is projected to increase in the future due to the expansion of the health precinct itself, growth of residential areas to the south of Orange and introduction of the Southern Feeder Road.
2. Notes that Council is intending to establish an activity hub within the master plan area and plans to establish Forest Roads as a main street destination. 3. Requests a meeting with Council to discuss the masterplan and, in particular, Council's vision for Forest Road - it is critical that public transport (including future planning) is catered for and that pedestrian and cyclist modes of transport are appropriately catered for. |
Noted and will engage further with the TfNSW as per the recommendation of this report. |
IC20/13448 ECCO - Environmentally Concerned Citizens of Orange Inc |
1. Great potential for the development of a facility that can be a lighthouse example of urban planning, can expand on the impressive medical facilities and can allow for the preservation and improvement of the environmental features currently existing on the site. 2. Disappointed that there is little mention of environmental implications except for the concept of biophilic design. 3. Increased population will increase the demand for water consumption; the plan needs to specify how it will meet the extra demand on Orange's water supply. 4. Benchmarking was compared with larger areas than Orange. 5. Want assurance that rezoning will not impact on the environmental areas (fauna and flora). 6. Applauds the master plan allows for generous land zoning for recreational use. 7. Applauds the development of cycle and walking paths, within the precinct and with a connection to the Orange CBD. 8. Old growth native trees and heritage trees need to be regarded as an asset to be preserved. 9. The master plan should include a specific section which embraces the planning principle of environmental sustainability. |
Noted. Consideration of open space and environmental areas will be a significant issues in future stages. |
IC20/13453 Orange Field Naturalist & Conservation Society Inc |
1. Concerned about water security, as the plan promotes a significant increase in Orange's population. 2. Concerns that there appears to be no mention of climate change. 3. Seeks assurance that any rezoning will not impact on the natural and environmental aspects of the site. 4. Old growth and heritage trees and vegetation are an asset that should be preserved. 5. Internal cycle and walking tracks should be developed and enhanced. 6. Adequate and appropriately designed and located parking should be provided. 7. The catchment projection should include communities that are significant distances away and the plan should include provision for low cost and appropriate accommodation for patient's families, including Aboriginal families. 8. Benchmarking should be against similar-sized communities. |
Consideration of open space and environmental areas and matters will be a significant issues in future stages. |
D Housing and Property Group (Department of Planning, Industry and Environment) and Western NSW Local Health District (LHD) |
1. Supportive of the overall vision of the master plan and Council's intent to develop the study area for complementary health services subject to following recommendations. 2. Recommendations are to ensure that a pragmatic approach is used in realising the vision, development of the precinct will be facilitated in a sustainable and considered manner and realistic synergies with the Orange Hospital Service and support service can be achieved. 3. Extension of accommodation/residential zone or student health accommodation zone Recommendation 1 - Extend the residential accommodation land use allocation to capture existing heritage buildings to enable appropriate adaptive re-use opportunities, as is currently afforded by the current R1 Residential Zoning. 4. Planned "Key Health Worker" accommodation in central southern Bloomfield Campus. Recommendation 2 - The master plan to include the provision of key worker housing accommodation uses in the area currently zoned R1 (General Residential). 5. Aged care independent living adjoining Bloomfield Hospital incompatible with adjoining and existing uses Recommendation 3 - The aged care independent living zone (east adjoining to the mental health zone) should be relocated towards eastern periphery of the precinct as an addition to the accommodation/residential zone. The aged care independent living zone (east adjoining to the mental health zone) should be earmarked for "health service uses" to enable the continued use of this land for Cancer Care and Ronald McDonald House and be afforded the flexibility to expand and co-join with other health-related uses. 6. Southern central "Sports and Recreation Zone" is ecologically and logistically problematic Recommendation 4 - The southern central "sports and recreation" zone should be allocated an alternative zone that promotes greater health-focussed synergy between the adjoining "mental health" and accommodation zones. Suggested zones for consideration: · key health work accommodation · flexible health-related · research area · eco-tourist facilities information centre (heritage museum) 7. Land use flexibility in the Bloomfield Campus Recommendation 5 · Maintain land use flexibility afforded by R1 (General Residential) in the Bloomfield Campus to ensure future innovate and commercial viable uses are not restricted. · Provide greater incentives for the adaptive re-uses of the Bloomfield Heritage buildings in accordance with the masterplan objectives · Include Housing and Property and the Western NSW Local Health District in subsequent development of land use tables and Principal Development Standards for the Bloomfield Campus. 8. Operational considerations for Orange Hospital and associated related health services Recommendation 6 - We suggest that a workshop is organised between Council and the Western NSW Local Health District to confirm the operational sensitivities and how the masterplan can best address these considerations. |
Noted.
Recommendation 1: Supported, adaptive re-use is regarded as promoting the ongoing maintenance and care of heritage assets.
Recommendation 2: Supported in principle, the nature / type of occupants is an operational matter for the landowner but would clearly benefit the precinct’s intended role.
Recommendation 3: Noted.
Recommendation 4: Noted.
Recommendation 5: Supported in principle, it must be noted that tenure of residential development, if sold to owner-occupiers, may reduce the flexibility for redevelopment or adaptation suggested in the submission.
Recommendation 6: Noted and will engage further with the Property Group and the LHD as per the recommendation of this report.
|
IC20/14702 The University of Sydney |
1. The University fully supports the objectives and initiatives outlined. 2. Challenges: · The catchment of Orange has a shortage of medical / health related professionals relative to population need · Orange suffers from being below the “rest of NSW” in its’ provision of general practice medical services, pathology, dental and other allied health services. 3. Opportunities: · The University supports Council’s request (to NSW Government) of having the precinct designated as an Activation Zone. · The Health sector is one of the largest sources of employment in jurisdiction of Orange. · The draft Masterplan provides opportunities to develop complementary Health services and life sciences education and research around the existing Orange Health Service Public Hospital and Orange Agricultural Institute · The draft Masterplan will serve as a catalyst towards improved and expanded Health Care services · The principal Health precinct destination of Forest Road will be activated and supplemented by the creation of commercial and public accommodation linking the educational and health precincts through activity hub. · The draft Masterplan provides for improved public transport connections · The draft Masterplan encourages other mixed uses and contributing services including retail, commerce, residential, sports and culture. · The draft Masterplan recognises and provides for surrounding general residential growth areas and supporting recreation open space, which will assist in housing medical staff, students as well as the general public. · The University supports the proposition of a bespoke planning instrument that will allow for simplified planning processes for development within the Precincts. |
Noted. Discussions with tertiary stakeholders will be ongoing as per the recommendation of this report. |
Next Steps
While there is clear support for the precinct and the principles of the masterplan a number of stakeholders expressed a view of further involvement as the initiative progresses. This will be a critical element of the way forward. While Council will have a regulatory and supportive role in future developments others will drive and own infrastructure expansion.
This is recognised in part 2 of the recommendation.
One of the next steps will be to develop a joint stakeholder statement or communique to support future growth.
Council will also work with Department of Regional NSW and the NSW Department of Planning, Industry and Environment on the framework to create activation of the precinct.
A number of submitters supported giving the site an activation precinct status.
Legislation does exist under the State Environmental Planning Policy (Activation Precincts) 2020 (SEPP) but there may be other frameworks or other opportunities to support development.
The SEPP includes the following aims:
(a) promote economic development, industry investment and innovation and to create employment in those Precincts, and
(b) facilitate strategic and efficient development of land and infrastructure in those Precincts, and
(c) protect and enhance land in those Precincts that has natural and cultural heritage value.
1 Health and Innovation Your Say Report, D20/40924⇩
2 ORAG Submission, D20/41304⇩
3 Malcolm Stacey Submission, D20/43812⇩
4 HAP and Western LHD Submission, D20/43815⇩
5 University of Sydney Submission, D20/43826⇩
6 Orange Field Naturalists Submission, D20/43829⇩
7 ECCO Submission, IC20/13448⇩
8 TfNSW Submission, D20/43835⇩
9 CSU Submission, D20/43837⇩
10 Peter Bilenkij Submission, D20/43842⇩
11 Central NSW JO Submission, D20/43847⇩
12 John Da Rin Submission, D20/43850⇩
13 Orange Health and Innovation Masterplan, D20/43086⇩
RECORD NUMBER: 2020/1233
AUTHOR: Lucy Gorton, Project Officer
EXECUTIVE Summary
The purpose of this report is to seek Council’s approval to demolish a Council-owned amenities building located at Perry Oval, being the land known as Lot 10 DP9575.
The building is located on the western side of the property and connects to Victoria Street.
The building has male and female toilets as well as a modest canteen and change room area.
The subject property is marked with a star below.
Figure 1: Location Map of Amenities Block
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “5.2 Live - Ensure the community services provided by Council are professionally managed, integrated and meet demonstrated needs”.
Financial Implications
The demolition works has been provided for in the 2020/2021 budget. The anticipated cost for demolition works is $20,000.00.
The resolution to adopt the 20/21 Delivery Operational Plan included the following:
That $50,000 be allocated to the upgrade of Perry Oval.
Policy and Governance Implications
Nil.
That Council approve the demolition of the Perry Oval Amenities building. |
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
On 23 April 2013 a structural report on Perry Oval Amenities Building was undertaken by Lynar Consulting. They identified asbestos present on site in the ceiling, cracks in the concrete slab and brick walls and the roof sagging. The report provided a recommendation “that the building remains locked until future demolition and removal.” After this report was received, Council locked the building and prevented use by the public and it was also removed from Council’s asset register.
On 9 July 2020 a second structural inspection was undertaken by Cook and Roe to confirm the structural adequacy of the building and any significant changes since the previous report.
Their recommendation paralleled Lynar Consulting advising that “Given the extensive rectification works and noting that a high level of ongoing maintenance will be required for the life of the structure, it is our opinion that Council complete demolition and replacement of the amenities block that is more appropriate for the site conditions is the most viable and efficient option.”
Both reports concluded that the main issue with the building is from a poor slab design and highly reactive clay soil. The large nearby gum trees are also pulling a large amount of water out of the ground which causes movement in the slab.
If Council were to undertake the repairs required to make the building structurally adequate and safe the following work would be required to be undertaken:
- Underpinning of concrete slab involving excavating sections under the existing slab and filling them with concrete to strengthen the existing slab
- Replacement of roofing system including timber structure
- New Gutters and downpipes to be installed as the building is not compliant
- Construction of new stormwater pits for water to drain from the building
- Re-grading of the surrounding area so water falls away from the building
- Repoint all cracks in the masonry walls involving removing mortar where cracked and replacing it with new mortar
- Removal of all asbestos contaminated building products and disposal
- Remove large gum tree that is in close proximity to building that is effecting water in highly reactive clay soil.
Council would also have to undertake the following work to make the building functional:
- Render repairs where cracked
- Replacement of asbestos linings with new sheeting
- Painting internally and externally
- Replacement of glass in windows broken by vandals
- Assessment of plumbing and electrical services, with intention of it requiring full replacement.
To undertake the repair works outlined above it would be in the vicinity of $122,000.00. Undertaking these works does not guarantee that the issues would not occur again therefore requiring further maintenance and repair in the future. With the large amount of work required to make the amenities serviceable again, it is unfeasible to undertake these works and it is recommended to demolish the building.
The current usage of Perry Oval is training for local teams and has been this way for over a decade. A new irrigation system is to be installed in this financial year to improve the field, but there are no plans for it to be utilised further other than for training purposes. With this limited amount of usage on the oval and other better equipped ovals in the city, an amenities building with a canteen and change room is deemed unnecessary for the site.
Given the current usage of the site, it would be appropriate to install a modular unit or similar amenities.
This is recommended to be constructed on the Eastern Side of Perry Oval as illustrated below which is the main entry point for the oval and above existing water and sewer lines.
The proposed site for the site would only require three toilets inclusive of a disabled bathroom which the current amenities does not allow for. A modular unit has been costed at $75,000.00 to construct and would allow for the slab to be designed correctly to allow for the ground conditions without the need to remove any nearby trees.
Currently there is no money allocated in the 2020/2021 budget to undertake either repairs to the existing amenities or for the construction of a new modular amenities.
However given the condition of the existing building it is recommended that it be removed and replaced when funding is available. The removal will not have a negative impact on the use of the site as the facility has effectively been decommissioned since 2013.
1 Perry Oval - Cook and Roe Structural Report, D20/43782⇩
2 Perry Oval - Lynar Consulting Structural Report, D20/43780⇩
TRIM REFERENCE: 2020/1263
AUTHOR: Nick Redmond, Acting Director Corporate and Commercial Services
EXECUTIVE Summary
This report provides the final quarter review of the 2019/2020 Operational Plan (Delivery Program Year 2). The report illustrates the progress Council has made on the strategies and tasks identified in its strategic planning documents.
Link To Delivery/OPerational Plan
The recommendation in this report relates to the Delivery/Operational Plan strategy “17.1 Collaborate - Provide representative, responsible and accountable community governance”.
Financial Implications
Nil
Policy and Governance Implications
This report provides the consolidated progress made in implementing Council’s Delivery/Operational Plan 2019/2020, as required by the Integrated Planning and Reporting obligations.
That the Progress Report - Operational Plan 2019/2020 (Delivery Program Year 2) - Quarter 4 be acknowledged. |
further considerations
The recommendation of this report has been assessed against Council’s other key risk categories and the following comments are provided:
Service Delivery |
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 progress. Those actions with green lights are completed. Amber light indicate a measure of progress without the task being fully completed. Red lights indicate that progress has not been made, or is limited. Progress may be limited for a range of reasons, and comments are provided on each task. Despite some red lights, Council has continued to provide a very high level of service to the Orange Community. |
SUPPORTING INFORMATION
The performance indicators for the April 2020 to June 2020 quarter are attached.
The financial reports relating to Council’s year-end budget performance will be the subject of a separate report to Council in September 2020.
As the last report for the 2019/2020 year, the following are some of the highlights and achievements in the quarter:
· Upgrades to the toilet facilities, Dalton Pavilion completed. Grant funding received to complete Area fencing and also boundary fencing to the Showground.
· The museum opened two temporary exhibition following easing of restrictions on 1 June, 2020. This included the exhibition component of the SPARK engagement project with 3000 students from 14 schools to learn about and create artwork related to the regeneration of the environment of Mt Canobolas following the 2018 fire.
· During lockdown the Museum developed several online learning and engagement offers which it pushed out through social media network and on the website.
· DA submitted for Planetarium and Conservatorium.
· The Museum successfully secured funding and completed the project to install a new moveable wall system, which was completed in March 2020. The new wall system enables the Museum to host two exhibitions concurrently in the main space.
· In development the following was achieved
o 151 development applications were determined, comprising 133 x new DAs and 18 x modifications.
o The new DAs were determined with a median processing time of 43 days.
o The modifications were determined with a median processing time of 38 days.
o 4 x complying development certificate applications were determined with a median processing time of 21 days.
o 41 x construction certificate applications were determined with a median processing time of 43 days.
o 311 planning certificates were issued, comprising 275 x 10.7(2)s and 36 x 10.7(5)s.
o 283 of these were issued with a median processing time of 4 days.
o Urgency fees were paid for the other 28 - these were issued with a median processing time of 1 day.
· On Facebook, there has been an average of 120,000 post engagements over the quarter and events listed reached over 26,700 people.
· Total number of calls answered by Customer Service in the fourth quarter (1/4/2020 - 30/6/2020) is 7574* with 2703 customer service requests entered into Authority.
· The Mayor, CEO and/or Council staff attended meetings during this quarter to advance regional priorities with the following:
o Mining and Energy Related Councils 7 May 2020
o Regional Development Australia Central West 14 May 2020
o Regional Cities New South Wales 4 June 2020
o Central NSW Joint Organisation 4 June 2020
o Minister Adam Marshall, Minister for Agriculture and Western NSW
o Minister Matt Kean, Minister for Energy and Environment
o Minister Stuart Ayers, Minister for Jobs, Investment and Tourism
· Operational Plan 2020/2021 and Annual Budget 2020/2021 were adopted by Council on 23 June 2020.
A significant highlight for the period was that productivity was maintained at high levels despite COVID19.
1 Progress Report - 2018/22 Delivery Program (Year 2) - Operational Plan 2019/2020 - Quarter 4 (1 April 2020 to 30 June 2020), D20/43181⇩
Council Meeting 11 August 2020
Attachment 1 Progress Report - 2018/22 Delivery Program (Year 2) - Operational Plan 2019/2020 - Quarter 4 (1 April 2020 to 30 June 2020)
Progress Report
2018/2022 Delivery Program (Year 2)
2019/2020 Operational Plan Projects/Services
Quarter 4 - April 2020 to June 2020
D20/43181
1: Live - a healthy, safe, inclusive and vibrant community
1: A liveable city that is connected through open spaces
1.1: Engage with the community to ensure recreation opportunities and facilities meet changing needs |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
1.1.1 |
Engage with the community in the planning and development of public open space |
Due to COVID19 during the reporting period engagement was undertaken via media platforms such as Microsoft Teams or Zoom with particular focus on the opportunity for recreational and environmental attributes associated with the proposed Blackmans Swamp Storm Water Harvesting Stage 2. |
Through the Parks, Trees and Waterways Community Committee and other community workshops engage in the development of public open space |
In this quarter, no Parks, Trees and Waterways Community Committee meetings were held due to COVID-19. |
n |
Cook Park Master Plan reviewed biannually |
Quotation awarded for work to commence in 2020/2021 Financial Year. |
n |
|||
Botanic Gardens Master Plan reviewed biannually |
Planned for 2021. |
n |
|||
1.1.2 |
Work and consult with existing and emerging groups to enhance and develop sporting and recreational infrastructure and activities |
A number of meetings have been held with representatives through the Sport and Recreation Community Committee. |
Implement Council's sports facility program (minor grants) |
Funding for Council's 2019/2020 Sports Facility Partnership Program has been allocated as follows: - Orange Mountain Bike Club - Construction of club house and storage facility at the Lake Canobolas Mountain Bike Park - $15,000 - Bloomfield Junior Rugby League Club - Construction of covered spectator area and installation of additional seating at Brendon Sturgeon Oval - $15,000 - Orange City Rugby Club - Upgrade to male toilets at Pride Park - $6,000 - Orange Hockey Inc - Construction of block wall behind the goals on second turf field at the Orange Hockey Centre - $6,000 - Orange Triathlon Club - Installation of permanent signage along the Airport Cycle Loop that can be updated when cycling events are taking place - $8,000 |
n |
1.2: Maintain and renew recreational spaces and infrastructure to encourage an active and healthy lifestyle |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
1.2.1 |
Implement maintenance programs/activities to ensure park's infrastructure (seats, signs, fences, pathways and playgrounds) is maintained to service levels as outlined in the Public Open Space Asset Management Plan |
During the reporting period fencing to restrict unauthorized and damaging vehicle access to Watt Reserve (Clifton Grove) was installed with support from the Clifton Grove community committee. Fencing has also been installed in new subdivision areas to protect ecologically significant box gum grassy woodlands and park infrastructure such as concrete footpaths from vehicle damage. The Cook park swing apparatus has been replaced with a range of user friendly and all ability swing seats, benefiting parents, cares and children of all abilities. Lake Canobolas Reserve playground was also enhanced with a new pivot birds nest type swing. Margaret Stevenson Park received a new playground with climbing pyramid. |
Engage playground consultant to undertake safety audit for compliance with Australian Standards every three years |
Completed prior to this period. |
n |
Undertake playground inspection for each playground each month |
Occurring as programmed. |
n |
|||
Re-oil the Orange Adventure Playground by June every two years |
Programmed for 2021. |
n |
|||
1.2.2 |
Implement the Open Space Strategy |
The engagement of a suitably qualified consultant to develop Plans of Management for Crown Lands and Community Lands commenced with calling for quotations through Vendor Panel, the quotations have been assessed and engagement is pending the raising of a purchase order. Plans of Management are to be draft completed prior to the end of 2020 calendar year. |
Finalise plans of management for community land |
Request for quotations advertised, assessed and appointment due in July 2020. |
n |
1.2.3 |
Deliver shared cycleway construction program as identified in the Active Travel Plan and in accord with the adopted budget |
No funding awarded to Orange City Council under the Transport for NSW, Active Transport programmes. |
Comply with grant conditions and monthly reporting requirements to grant-funding bodies |
No funding received |
n |
Grant-funded cycleway construction program completed within allocated budget |
No funding received |
n |
2: A healthy and active community that is supported by sport and recreational infrastructure
2.1: Identify and delivery sport and recreation facilities to service the community into the future |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
2.1.1 |
Implement the renewal and enhancement of recreational assets |
During the reporting period work commenced on the provision of new amenities building at Sir Jack Brabham Park, new player shelter sheds have been installed to 4 soccer fields (8 shelters in total); work commenced on the Wade Park indoor cricket centre. Planning work commenced for an expansion of the ANZAC Park indoor sports facilities and outdoor netball courts and the Bloomfield Sporting Precinct. |
Wade Park - undertake subsoil drainage at western quarter of field |
Not budgeted. |
n |
Install hard surface in machinery area of greenkeeper's compound at Sir Jack Brabham Park |
Completed. |
n |
|||
Upgrade play facilities |
Cook Park and Lake Canobolas Reserve completed. |
n |
|||
Install playground at Sir Jack Brabham Park |
Completed. |
n |
|||
Install training lights at Rosewood Oval |
Completed. |
n |
|||
Construct projects in Moulder Park master plan |
Completed. |
n |
|||
Replace timber bridges in Moulder Park |
Completed. |
n |
|||
Install Koori Walk at Orange Botanic Gardens |
Due in Year 3 (2020/2021). |
n |
|||
Develop camping facilities at Lake Canobolas and Mt Canobolas precinct |
RFQ commenced late March to select contractor to undertake Lake Canobolas Precinct Master Plan which will address camping as part of the Master Plan process. |
n |
2.2: Ensure the sporting and recreational facilities, programs and activities are accessible and affordable to support healthy lifestyle choices |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
2.2.1 |
Operate the Orange Aquatic Centre |
Council continues to work in line with the NSW Health Guidelines and the Royal Life Saving Society to ensure satisfactory results in all audits and Council continues to maintain adequate rates in learn-to-swim classes, delivers the Aquatic Centre Capital Works Programs and ensures facilities, programs and activities are accessible and affordable. |
Ensure the Orange Aquatic Centre complies with Royal Life Saving Society and NSW Health guidelines through satisfactory results in all audits |
Council continues to operate in accordance with the Royal Life Saving Society and NSW Health Guidelines to ensure appropriate results in relevant audits. |
n |
Maintain 90% occupancy rate for all learn-to-swim classes |
Council continues to provide learn-to swim classes; however, due to COVID-19 restrictions, the Orange Aquatic Centre was forced to close as part of the legislation. |
n |
|||
Deliver the Orange Aquatic Centre capital works program |
This program is due in Year 3 (2020/21). |
n |
2.3: Partner with community groups and government agencies to provide recreational activities and programs that are inclusive and meet the needs of the community |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
2.3.1 |
Maintain and implement the Disability Inclusion Action Plan 2017/21 |
DIAP to be reported on in Annual Report. |
Maintain and implement the Disability Inclusion Plan |
Deliverables met. |
n |
2.3.2 |
Increase and improve public open space accessibility and facilities for a broad range of members of the community |
Council continues to work with sporting groups to improve public open space and accessibility. |
Sir Jack Brabham Park Sports Centre Stage 1 to begin |
Stage 1 complete. |
n |
2.3.3 |
Increase use and functionality of the Orange Showground |
Orange Showground is used primarily for the annual show, farmers 'markets, animal obedience training, leash-free area, annual rodeo and car boot/swap meet events. |
Develop and implement a plan for the improvement and increased use of the Orange Showground |
An operation plan is be developed for the use of Naylor Pavilion. This will include indoor archery. A plan for broader promotion of this facility is also being developed. Grant application submitted for the construction of kiosk and amenities at Naylor Pavilion which would increase ability to increase usage and attract larger events to the Orange Showground. |
n |
Upgrades to the toilet facilities, Dalton Pavilion and arena fencing completed at the Orange Showground |
Upgrades to the toilet facilities, Dalton Pavilion completed. Grant funding received to complete Area fencing and also boundary fencing to the Showground. Application also submitted for construction of amenities and kiosk facilities at Naylor Pavilion. |
n |
|||
2.3.4 |
Work with existing and emerging groups to enhance and develop sporting and recreational infrastructure and activities |
Wade Park project progressing as per schedule of works. |
Develop Cricket Centre of Excellence at Wade Park |
The tender was awarded to Hines Construction. Demolition commenced in January 2020 and construction commenced. Completion is due in October 2020. |
n |
2.3.5 |
Develop recreational facilities at the Mt Canobolas precinct |
The Minister's approval has been granted for the Plan of Management. Council continues to liaise with NPWS to clarify steps required for project to progress. Council allocated funds to commence environmental study and detailed design. |
Develop the Mt Canobolas precinct for mountain-bike activities |
The Plan of Management has been approved by the Minister. The Mountain Bike Trail approval pathway is being undertaken. Council has allocated funds in the 2020/2021 budget to further progress with full environmental assessment and concept design. |
n |
2.3.6 |
Upgrade recreational and accommodation facilities at the Lake Canobolas Scout Camp |
While COVID 19 has affected the accommodation bookings, it has freed the site to accelerate some demolition and construction work. |
Upgrade facilities and report on progress for the Lake Canobolas Scout Camp |
The project is well underway and on target to be completed by December 2021 |
n |
2.3.7 |
Support and work with community organisations and agencies to develop and operate programs that have a positive impact on community health |
Due to COVID-19 restrictions an event aimed at encouraging young females to participate in sport was cancelled. |
Provide for three events annually |
Due to COVID-19 restrictions the Sport NSW Girls Get Active Day planned for June was cancelled. |
n |
3: A friendly environment where people feel safe and included
3.1: Support projects and programs that address crime and safety and contribute to an increased sense of safety in our homes and in the wider community |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
3.1.1 |
Engage the community in addressing crime |
Operation Never Again campaign was promoted over the holiday period. Community Safety and Crime Prevention Committee meetings were suspended over the quarter due to COVID-19. |
Participate in the Orange Liquor Accord |
Reduced meetings over the year. |
n |
Promote the Operation Never Again program |
Promotion through local media. |
n |
|||
Participate in the relevant crime-prevention networks |
All networks attended. |
n |
|||
3.1.2 |
Evaluate the implementation of the Children (Protection and Parental Responsibility) Act 1997 using collected data and community-perception surveys |
Continued delay in extension from Attorney General's Office. Approval expected by 31 July 2020. |
Compile and submit six-monthly reports to the Attorney General on the implementation of the Act |
No requirement until approval achieved. |
n |
3.1.3 |
Conduct the Orange and Cabonne Road Safety Program |
Free Cuppa for the Driver, Be Seen Be Safe and Driver Fatigue programs in progress this quarter. Funding received for VMS for Driver Reviver. |
Deliver the Road Safety Officer action plan |
All programs completed. |
n |
3.2: Partner with key stakeholders to deliver infrastructure and activities that improve the safety and security of the community |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
3.2.1 |
Support the Community Safety and Community Crime Prevention Committee |
Work with stakeholders to identify opportunities to enhance safety. |
Work with stakeholders to identify opportunities to enhance safety |
Council works closely with stakeholders through the Community Safety and Crime Prevention Committee to identify and develop opportunities to improve Community safety. The members of the Community Safety and Crime Prevention Committee are from a broad, cross-section of Government and business agencies to ensure maximum stakeholder representation is present. |
n |
|
4: A creative community participating in arts and cultural activities
4.1: Engage with the community to ensure creative and cultural facilities and services meet changing needs |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
4.1.1 |
Engage the community in the development of the Region Art Gallery's programs |
The Gallery is working closely with artists, schools and the community in the development of exhibition ideas and corresponding programs. |
Meet biannually with the advisory group to assess external exhibition proposals |
This is on hold until we have a clear picture of the build timeframe for the extension and its impact on our current exhibition program. |
n |
Seek input from teachers in the development of the education program on an ongoing basis |
Discussions held with Kylie Toberty about establishing an annual SPARKE project with all the primary schools in the district following the success of the Regenerate partnership with the Museum and the local Primary Schools. . |
n |
|||
Provide opportunities for individuals and community groups to propose exhibitions and associated programs through application on the Gallery's website, with applications assessed biannually |
Exhibition proposals received on an ongoing basis. Planning underway for the 2024-2026 exhibition cycle. |
n |
|||
4.1.2 |
Profile the Gallery and engage the community in its programs through media coverage, advertising and promotional elements |
Gallery regularly promoted in local and national press, advertising regularly in Art media such as Artist Profile Magazine and also extensively via digital platforms. |
Ensure exhibition and programs and promoted through print and other media, advertising is placed and promotional elements such as brochures and signage are produced |
Platforms included print, newspaper, website and social media. |
n |
4.1.3 |
Engage the community in the development of programs for the Orange Regional Museum |
ORM completed the exhibition "All in a Days Work" which was developed in partnership with ODHS. Development of the permanent exhibition 'Inherit' is being undertaken in close consultation with the community and local lenders. |
Engage with the community to create opportunities to contribute to the content and programs of the Museum |
Development of the long term exhibition inherit continues. Loans have been secured and prepared from several local volunteer collecting organisations and private lenders. The exhibition is in the final stages of productions and scheduled to open to the public on 5 September. |
n |
Develop innovative learning and education resources to assist teachers and students to engage in the Museum's programs and activities |
Due to COVID Shutdown, engagement activities on site have been limited. the museum opened two temporary exhibition following easing of restrictions on 1 June, 2020. This included the exhibition component of the SPARK engagement project which 3000 students from 14 schools to learn about and create artwork related to the regeneration of the environment of Mt Canobolas following the 2018 fire. During lockdown the Museum developed several online learning and engagement offers which it pushed out through social media network and on the website. Following reopening we have not held any in person events or programs however we have continued to offer online engagement opportunities and have recently distributed activities packs to local parents and schools as a school holiday at home activity resource. |
n |
4.2: Partner with key stakeholders to deliver cultural facilities and services that reflect the interests of a culturally-diverse community |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
4.2.1 |
Link visual arts with other organisations via partnerships and other innovative shared events |
Partnerships are now confirmed with National Art School, Corridor Project and the Museum of Contemporary Art. The Arts and Health Partnership with Orange Health Service Continues. Each of these will see additional funds or in-kind support for specific projects in the future |
Identify and pursue additional funding for this purpose |
Multiyear application for CreateNSW submitted. |
n |
Collaborate with other organisations to produce two events each year |
COVID-19 and refurbishments have reduced our capacity to deliver on this. |
n |
|||
Participate in regional festivals with a minimum of two each year |
FOOD week was cancelled due to COVID. |
n |
|||
4.2.2 |
Foster community participation in the Gallery through education and public engagement |
A particular highlight has been the Regenerate project and how this has enabled the Gallery to connect with its audiences during the COVID-19 shutdowns. Education and Public engagement events were delivered, while others were cancelled due to COVID-19 closures. Content has been shifted to online platforms where possible and engagement remains strong despite closures. |
Develop educational opportunities for children and adults at the Gallery throughout the year |
A particular highlight has been the Regenerate project and how this has enabled the Gallery to connect with its audiences during the COVID-19 shutdowns. |
n |
Produce at least one public program each year in partnership with the Friends of the Orange Regional Gallery |
All opening events are a partnership with FORG. COVID shutdowns have prevented additional events. |
n |
|||
Identify and develop opportunities for creative expression and art-marking at the Gallery through art workshops and family activities |
During COVID-19, the following opportunities were developed: - School Holidays at Home - Make Your Own Pick-up Sticks - Regenerate at Home Activity Packs - Plants - Animals |
n |
|||
4.2.3 |
Development of options for new Planetarium and Conservatorium |
Architectural Plans finalised and Development Application submitted. Partial funding has secured for the commencement of the project. |
Develop project plan for approved project implemented according to budget and timeframes |
DA submitted for Planetarium and Conservatorium. Seeking additional funding to enable project to progress. |
n |
4.2.4 |
Develop a Regional Museum program for Orange |
Funding has been received to continue the Sustainable Collections Program in 2020-2020, however the project was impeded by COVID-19 with museum volunteers closing the regional museums between April and June 2020. |
Continue to implement the Sustainable Collections project in partnership with regional museums, cultural groups and participating councils |
Physical access to the Museums has been hindered due to COVID-19. The Regional Museums had been closed between April and June 2020. |
n |
Continue the documentation of digital engagement of Regional Museum collections as part of the Sustainable Collections program |
Documentation of the regional museum collections has been undertaken with the contractor working from home to document collections. |
n |
|||
4.2.5 |
Implement the Aboriginal Heritage Strategy |
Council continues to work with the Orange Local Aboriginal Lands Council and elders group on implementation of the Aboriginal Heritage Strategy. |
Continue to work with the Aboriginal community on the implementation of the Aboriginal heritage strategy |
A request for quotation was developed to engage an Aboriginal artist to develop a suit of artwork for Council to use. A draft Aboriginal Heritage Trail is in the process of being developed in collaboration with the Orange Local Aboriginal Lands Council and the elders group. |
n |
4.2.6 |
Deliver services to Central West participating councils in accord with the service-level agreements |
All actions detailed in the Service Level Agreements between individual CWL participating councils and Orange City Council for this quarter have been met. |
Ensure that actions are implemented in accord with the respective service-level agreements |
All actions detailed in the Service Level Agreements between individual CWL participating councils and Orange City Council for this quarter have been met. CWL Councils were kept fully informed of developments during COVID-19. |
n |
4.3: Maintain and renew cultural facilities and programs |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
4.3.1 |
Implement the Orange Civic Theatre and Orange Function Centre strategic plan |
All scheduled events and programing in the April/June quarter have been cancelled or rescheduled due to COVID-19. |
Operate the Theatre and Function Centre in accordance with the strategic plan |
Strategically focusing on professional touring excellence, product offer and cultural programming. |
n |
Actions implemented in accordance with the programming plan |
Continued program planning that maintains a wide and varied selection of activity that ensures audience development and diversity |
n |
|||
Actions implemented in accordance with the marketing plans |
Marketing, networking and promotion in line with theatre availability and restrictions in place. |
n |
|||
4.3.2 |
Ensure Orange Civic Theatre is a well-equipped and facilitated community resource able to accept and develop touring performing arts product |
Maintenance projects completed in the April/June quarter has included the installation of new curtain tracking, an external audit on the existing fly system and the removal of expired conduit and wiring. |
Ensure sound, lighting and staging maintenance is implemented in accord with asset management |
Managed and maintained within budgets and meeting industry standards. |
n |
4.3.3 |
Deliver the Orange Library Service |
Due to the COVID-19 shutdown and associated restrictions library service provision during this period was essentially on-line. The Library promoted its extensive on-line collections and supplemented these with additional resources. Library staff also created online content including Storytime sessions and these were made available via social media. |
Develop a calendar of events and activities by January each year |
Events and activities suspended due to COVID-19 shutdown social distancing requirements. Community engaged wherever possible via social media in discussing books, reading, etc. |
n |
Provide early childhood literacy programs that meet guidelines, standards and outcome measures for Australian Public Libraries |
Face-to-face early literacy programs suspended due to COVID-19 shutdown and restrictions. Online programs developed for this target group and disseminated via social media. |
n |
|||
Consolidate STEAM (Science, Technology, Engineering, Arts and Mathematics) programs in the library for children and for young people |
Face-to-face early literacy programs suspended due to COVID-19 shutdown and restrictions. |
n |
|||
Explore outreach options for the delivery of library services |
Limited home library service offered during COVID-19 shutdown. |
n |
|||
4.3.4 |
Make the Library's heritage collections available online |
An audit of the Library's local studies collection continued and family history research files were entered onto the Spydus database. |
Continue to make digitised and digital content available through the Spydus Library Management System and other online platforms |
Audit of the Library's local studies collection continued in preparation for the implementation of the Recollect software which will increase access to these resources. Family history research files entered onto Spydus database. |
n |
4.3.5 |
Improve the visitor experience through increased functionality of galleries and associated public spaces |
Gallery extension plans have been finalized and additional funding from Council and the community secured to add to the $4 Million from the State Government. Construction to begin in Sept 2020. |
Upgrade furniture in East and West Rooms and Gallery spaces |
Completed. |
n |
Make the Gallery's permanent collection available online |
Progressing along with new website development. |
|
|||
4.3.6 |
Reduce the carbon footprint of the Gallery |
Gallery extension will be substantially lit using Solatube technology. This is included in the design updates. |
Investigate energy-efficient divides for Gallery lighting |
Gallery extension will be substantially lit using Solatube technology. This is included in the design updates. |
n |
4.3.7 |
Manage and preserve the Gallery's permanent collection in line with industry standards |
Acquisitions, photography, preservation and documentation of collections is ongoing. |
Add all permanent collection items to Vernon system and maintain up-to-date records |
Ongoing, |
n |
Maintain up-to-date records to reflect acquisitions and disposals and new information located about the works held in the collection |
All new acquisitions entered and valued. |
n |
|||
Photograph all collection items and seek copyright permissions |
Ongoing. |
n |
|||
Collection to be independently and professionally valued every five years |
Delayed due to extension - probably in 2022. |
n |
|||
Enhance and enrich the collection through purchases, donations and commissions |
Numerous cultural gifts have been received. The Friends of Orange Regional Gallery have declined a request for purchase due to COVID uncertainty |
n |
|||
Seek industry-standard storage solutions for all artworks regarding temperature, humidity and security requirements |
This is a key feature of the Gallery extension designs. |
n |
|||
4.3.8 |
Deliver the Orange Regional Gallery Exhibition, Education and Public programs |
All exhibitions pre-COVID were highly successful. The Gallery team also used this year to develop a detailed exhibition schedule for 2021 - 2023. |
Plan and implement program of exhibitions in accord with the exhibition timetables and budgets |
All exhibitions pre-COVID shutdown were highly successful. |
n |
4.3.9 |
Deliver the Civic Theatre Annual Performing Arts Program |
All events cancelled in the April/June quarter due to COVID-19. |
Develop and implement an annual subscription season and performing arts program across a diverse range of genres |
April to June subscription season consisted of eight productions which included local, national and international production from professional touring companies and local amateur theatre. |
n |
Present a dedicated annual children's program for primary and secondary students |
April to June program included three productions which were specifically programmed with Primary and Secondary students in mind. |
n |
|||
Provide support and assistance to schools and the Orange Eisteddfod Society to present well-managed programs |
Ongoing. |
n |
|||
Develop and facilitate a school holiday acting/drama program |
Shake and Stir Theatre Company engaged to deliver a 4 day program for 35 children in the school holidays. |
n |
|||
Develop an annual satisfaction survey of patrons and hirers |
Delivered. |
n |
|||
4.3.10 |
Manage the Museum collection to museum industry standards |
During the period April-June 2020, the Museum continued to manage its collection. Review of Vernon online access is underway and records for acquisitions, disposals and new information continue to be maintained. Longer-term planning for improved climate controls, additional storage and the development of the Museum’s collections policy has not been possible due to ongoing operational and program delivery priorities. |
Continue the migration of database records to new "Vernon" content management system and provide online access to collections |
Migration of database records to Vernon was completed in 2016. New acquisitions are entered directly on to Vernon as they are processed. Online access to the collection database has been achieved and the initial phase completed. Secondary review and adjustment in conjunction with Orange Regional Gallery is underway prior to formal release of public interface. |
n |
Ensure collections at Wentworth Mine, Lake Canobolas pump house and cool stores are documented and provide online access to these collections |
The Cool Stores are shared as storage for the Museum and the Orange and District Historical Society. Cataloguing of Wentworth Mine and the Lake Canobolas Pump House objects to be deferred until 2020-2021 program when a cataloguer will be engaged to document items on e-hive (collection management system). |
n |
|||
Maintain up-to-date records to reflect acquisitions, disposals and new information about the works held in the collection |
Collection records are created and maintained as required ongoing |
n |
|||
Identify and pursue funding opportunities for improvements to collection storage facilities |
Temporary collection storage was sourced to house large, robust items. This storage has since reached capacity. Ongoing |
n |
|||
Seek funding to install humidity-climate system to ensure Museum meets industry standards |
No development. |
n |
|||
Seek funding to implement the creation of separate gallery spaces with wall structures that will allow for temporary exhibitions and the development of a permanent exhibition |
The Museum successfully secured funding and completed the project to install a new moveable wall system, which was completed in March 2020. The new wall system enables the Museum to host two exhibitions concurrently in the main space. Work continues on the development of the long-term exhibition, now in the final production stage, which will open in one half of the space in September 2020. The first temporary exhibitions opened to the public following the easing of COVID-19 restrictions on 1 June 2020. These were Capturing Nature, a travelling exhibition of scientific photography from the Australian Museum, and Regenerate, the Museums collaborative community engagement project with the Orange Regional Gallery and Spark schools network. |
n |
|||
4.3.11 |
Develop a Regional Museum program for Orange |
During the final quarter of FY20 the Museum dealt with the ongoing challenge of COVID-19 restrictions, remaining closed to the public until the easing of restrictions for Museums, Galleries and Libraries became effective on 1 June 2020. The Museums COVID-safe plan was in place for that date, allowing us to open at the earliest opportunity. Two new temporary exhibitions were opened to the public, Capturing Nature from the Australian Museum and Regenerate, an internal project developed in collaboration with the Orange Regional Gallery and approximately 3,000 school children across the region via the Spark network. Despite not resuming in-person events and programs, the Museum has delivered online resources and physical activity packs associated with these exhibitions, receiving a particularly strong online response to the Regenerate project. Preparations continue for the long-term exhibition, Inherit: old and new histories, with object preparation, finalisation of 3D design, the construction of exhibition structures, preliminary graphic design, multimedia production and finalisation of curatorial content. The exhibition is now scheduled to open to the public on 5 September 2020, with an opening event pending COVID-19 restrictions. Preparation for changing temporary exhibitions and forward programming continues, with a schedule of exhibitions locked in until 14 March 2021 and in planning through 27 February 2022. |
Plan and implement innovative and engaging program of exhibitions and educational activities |
Although the Museum was closed due to COVID-19 restrictions between 25 March 31 May 2020, preparations for the new long-term exhibition as well as forward programming for the temporary exhibitions continued. The temporary exhibition schedule for the remainder of 2020 kicked off with the re-opening of our spaces on June 1 2020 with Regenerate (internally produced in collaboration with the Orange Regional Gallery and Spark network) and Capturing Nature (Australian Museum). Planning for the ongoing temporary exhibition program includes the upcoming secured exhibitions Code Breakers (ACMI) from 8 August to 14 October 2020, Portrait of Australia (National Museum of Australia) from 21 October to 22 November, and Hearts and Minds (Australian War Memorial) from 25 November 2020 to 28 February 2021. The Museum also has tentative programming in place through to February 2022, including two external travelling exhibitions, the second iteration of the Spark collaborative project and an internally generated exhibition exploring local history in more detail. |
n |
Ensure the Orange Regional Museum exhibitions interpret the stories, cultures and places of the region |
The continuing development of the long-term exhibition Inherit: old and new histories has seen the preparation of loan items from local and regional volunteer-run museums and historical societies throughout the region as well as the Museums own collection. The exhibition is centred on the objects and stories from the region and will offer visitors and locals a chance to connect with the history of the Central West, its diverse cultures, experiences and voices. Longer-term planning in development will see an additional internally-generated temporary exhibition on a semi-annual basis to extend and enrich the stories on display in Inherit. In addition, the 2019 exhibition All in a Days Work, developed with the Orange & District Historical Society, is now on display at the Orange Hospital as part of the Arts and Health partnership, facilitated by Gallery staff. |
n |
|||
Plan and deliver innovative and engaging public and educational programs for a diverse community |
Programming has not recommenced following the COVID-19 shutdown. The Museum has actively engaged with communities via its social media networks and has delivered programs associated with the two current temporary exhibitions including a Mondays at the Museum (at home!) initiative and school holiday activity packs. |
n |
|||
Deliver the Museum service in accordance with the budgeted/approved components of the Orange Regional Museum Development Plan 2017 (including Wentworth Mine and Emmaville Cottage) |
The Orange Regional Museums exhibitions, programs and services have been delivered within the budget provided and supplemented by grant funding from Create NSW. |
n |
|||
Ensure Museum has adequate staffing to function as a public institution |
The Museum is currently functioning with two full-time staff, Museum Manager, (who commenced on 23 March 2020) and a Public Engagement and Education Officer. In addition, the Museum has a part time Administrative Assistant, and shares a Collection Manager with the Orange Regional Gallery. ORM supplements this staff with casuals during exhibition development and installation, for events and programmes, and, currently, to ensure compliance with our COVID-safe opening strategy. As the Museum continues to offer a more diverse and changing program, including internally-developed local content and a range of travelling exhibitions from across Australia, it will need to monitor staff levels to ensure a sustainable program and public engagement. The Museum has not re-commenced volunteers at this time as the majority of our volunteers are 70+ years of age and therefore considered vulnerable to COVID‑19. We are currently recruiting a 12‑month parental leave role for our Public Engagement and Education Officer to commence in August 2020. |
n |
4.4: Celebrate and conserve the diverse cultural heritage of the urban, village and rural communities |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
4.4.1 |
Implement the Aboriginal heritage strategy |
Council continues to work with the Aboriginal community on the preservation and documentation of Aboriginal artefacts and cultural heritage. |
Develop process for the documentation and preservation of significant Aboriginal artefacts |
Council continues to work with the Aboriginal Community on the documentation and preservation of significant Aboriginal artefacts. |
n |
Seek funding for the installation of Aboriginal-themed public art works |
Council continues to seeking funding to develop Aboriginal themed public art works in the City. |
n |
|||
4.4.2 |
Support a range of community events |
Staff have been forced to cancel events to remain compliant with Health Orders. |
Count number of events held on Council land by external parties |
COVID-19 forced the cancellation of most events. There was one Farmers Market held in the quarter. |
n |
Count number of Council-hosted events organised by Council |
COVID-19 severely affected Council's capacity to host any. |
n |
|||
Implement the disability inclusion action plan with regard to supported events |
All events are reviewed in line with the disability action plan. |
n |
5: Responsive programs and services that support our community's lifestyle and social needs
5.1: Engage with the community to ensure facilities and programs meet changing lifestyle and social needs |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
5.1.1 |
Conduct an annual planning and consultative process to assess the needs of our ageing population in line with the principles of an aged-friendly community |
This quarter saw a focus on responses to the COVID-19 restrictions for older people. Increases in meal and essential goods deliveries. Hot meals provided in partnership with Livebetter Cafe Connect. Phone calls to provide social support and emergency response systems provided through CHSP funding. Funding received to provide activity kits to seniors. |
Annual planning session with age-related services community committee to create action plan; adoption of plan by Council |
Action Plan developed and adopted. |
n |
Report on implementation of the approved ageing-related services action plan |
Action Plan reported to Council after each Committee meeting. |
n |
|||
5.1.2 |
Engage with the local culturally and linguistically diverse community to identify needs and opportunities |
Local support to individuals provided where possible this quarter. Events and group activities cancelled due to COVID-19. |
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 |
All programs implemented until COVID-19 period. Funding bodies provide permission to roll grant funding over to allow for programs to be held when reasonable. |
n |
5.1.3 |
In line with Council's Statement of Commitment to the Aboriginal community, work with the Community Working Party to achieve the outcomes of the Orange Aboriginal Social Development Plan |
Planning for NAIDOC week continuing with a wide range of events scheduled. Official NAIDOC Week changed to 8-15 November and therefore the NAIDOC Committee adjusted the Orange NAIDOC week to that period. Aboriginal Social Development Plan meetings postponed. |
Support the implementation of the Orange Aboriginal social development plan in line with agreed timeframes |
Social Development Plan on hold. |
n |
Liaise with the Community Working Party to determine culturally-appropriate responses to issues relating to the local Aboriginal community |
Meetings held with community members and the Aboriginal Community Liaison Officer. |
n |
5.2: Ensure the community services provided by Council are professionally managed, integrated and meet demonstrated needs |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
5.2.1 |
Provide recreational activities for older people, people with disability and younger people to support healthy and active living |
Activities on hold this quarter due to COVID-19 restrictions. Support provided to community through a range of activities: food and meal deliveries, activity kits, social phone calls and linking people through technology. |
Provide recreational activities including after-school and a school-holiday activities for identified young people |
All after school and vacation care programs held. |
n |
In all services provided, ensure compliance with the Commonwealth Home Care Standards, National Standards for Disability Services, NSW Disability Inclusion Act 2014 and the Children and young Persons (Care and Protection) Act 1998 |
NDIS registration achieved. |
n |
|||
Provide a range of recreational activities as part of Seniors Week and International Day for People With a Disability annually |
Seniors Week event provided |
n |
|||
5.2.2 |
Implementation of wellness and reablement in the Commonwealth Home Support Program |
CHSP programs increased over COVID-19 period. Increase older people requiring meals and essential living items. Hot meals provided in partnership with Livebetter. Catch up phone calls to socially isolated people and activity kits for connection provided. |
Deliver high quality service in compliance with the Commonwealth Home care Standards |
All services complying. |
n |
5.2.3 |
Provide support to the Commonwealth Home Support Program in the Central West |
Support for Central West services provided by phone or digital options through the COVID period. On-line training developed and provided with an emphasis on wellbeing and safety. Good feedback from attendees. |
Implement transition to new funding arrangements through training and strategic planning |
Training and round table session. |
n |
Implementation of Commonwealth Home Support Program, Development Officer Plan, including promotion of Commonwealth Home Support Programs services and maintaining regional directory of services |
Regional directory developed, support across the region provided. |
n |
|||
Attend quarterly meetings of interagencies |
All interagency meeting attended. |
n |
|||
5.2.4 |
Deliver quality children's services |
All Children's Services continued to operate across the COVID-19 period. Extra safety and hygiene processes developed. Reduction in attendances initially and when free child care provided attendances rose. |
Ensure usage rates of Council's children's services are maintained at an average of 80% across all services |
Actual attendances reduced due to COVID. Scheduled attendances 93.7%. |
n |
Ensure services comply with National standards and achieve successful assessment in accordance with the National Quality Framework |
All Centres and services comply with National Standards. |
n |
|||
5.2.5 |
Use available government funding to support the delivery of accessible and affordable services for older people and people with a disability |
Services adjusted to meet restriction requirements and to meet new community needs. A number of COVID grants received to alleviate extra costs incurred through this period. |
Funding options identified and grant applications submitted |
Youth, COVID, Continuity of Support and Seniors grants successful. |
n |
Relevant grant and compliance reporting requirements met |
Compliance achieve with all reporting requirements. |
n |
|||
5.2.6 |
Provide supported accommodation services to adults with an intellectual disability |
All residents supported through the COVID period with additional hygiene and safety processes in place. Staff supported with extra PPE and training. |
Measure number of residents supported |
Numbers stable. |
n |
Measure number of residents supported |
Numbers stable. |
n |
|||
Ensure compliance with NSW Disability Service Standards, NSW Disability Inclusion Act 2014 and the Children and Young Persons (Care and Protection) Act 1998 and National Standards for Disability Services |
Registration achieved. |
n |
|||
5.2.7 |
Operate the Orange Cemetery |
All applications for burial were determined within 24 hours. Records have been maintained in accordance with legislative requirements. A new access road to a new area of the cemetery was completed during this quarter. |
Allocation of allotments for burial within 24 hours of receipt of application for burial |
Allocation of land provided. |
n |
Keep records in accordance with Cemeteries and Crematoria Act 2013 |
Records have been maintained. |
n |
|||
Undertake landscaping and irrigation of new section |
Deferred due to drought. |
n |
|||
Extend road network within non-denominational road |
Completed. |
n |
5.3: Work with government agencies and non-profit organisations to reduce the incidence of homelessness by supporting the need for affordable and social housing |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
5.3.1 |
Support agencies in delivering affordable and social housing |
Council works with Housing Plus and Veritas House to support the delivery of affordable and social housing where possible given that external bodies are funded to deliver the programs. |
Improvements in affordable housing needs analysis |
Council continues to work with Housing Plus to support increased housing options for social housing and those experiencing homelessness. |
n |
|
6: A community that values and protects domestic animals and the role they play in residents' wellbeing - physically, socially and psychologically
6.1: Provide services and facilities that enable Council to fulfil its obligations under the Companion Animals Act |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
6.1.1 |
Establish a new pound |
Handover of the pound shed was finally achieved during the last quarter. Delays in construction have been frustrating and have put this project behind schedule. Whilst cages have been installed inside the shed, the building requires other rooms to be constructed inside the building before the site is operational. Works are projected to be completed in November 2020. |
Comply with Companion Animal Act in establishment of new pound |
Construction of main shed completed. |
n |
|
6.2: Ensure that infrastructure exists for the safe exercising of domestic dogs |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
6.2.1 |
Maintain leash-free areas |
Off Leash Exercise Areas for dogs have been provided and maintained during the quarter. |
Encourage stakeholder feedback on availability of leash-free areas |
Engagement with neighbours carried out during construction of areas. |
n |
|
6.3: Partner with key stakeholders to deliver education and services relating to animal health and wellbeing |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
6.3.1 |
Support Companion Animals Community Committee |
COVID restrictions limited meeting during the quarter, however a Community Committee was held in May 2020. |
Support opportunities for collaboration on animal health and wellbeing |
Completed - construction of new off leash areas and promotion undertaken. |
n |
6.3.2 |
Manage companion animals |
Promotion material has been developed and maintained highlighting the benefits of owning pets. Materials are available on Council's website and also at the Civic Centre. |
Deliver ranger services |
Services delivered to a high standard. |
n |
Review Companion Animals Management Plan annually |
Community Committee manages its Priority Actions without the need of a Plan. |
n |
2: Preserve - balancing the natural and built environment
7: Sustainable growth and respectful planning that values the natural environment
7.1: Engage with the community to develop plans for growth and development that value the local environment |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
7.1.1 |
Provide a framework for development in the City through the Orange Local Environmental Plan 2011, plans of management and Council's development control plan |
Local Strategic Planning Statement (LSPS) a draft LSPS has been prepared by Council staff and will be reported to the Council in August with exhibition to follow shortly thereafter. Council have been in discussion with the Department regarding the timeframe for the delivery of this document. Local Housing strategy Council has engaged GHD to undertake Stages 3 and 4. Heritage Study Review has been placed on public exhibition - exhibition to close at the end of July. A final report will be prepared for Council's consideration following an evaluation of all submissions. |
Develop, and have adopted, a new City-wide development control plan |
Council is awaiting further direction from the Department regarding standardized State wide DCP provisions. |
n |
Update local environmental plan on a needs basis |
Amendment 24 is currently with the Department and is awaiting final gazettal |
n |
|||
7.1.2 |
Provide efficient and effective development assessment and compliance service in a timely manner |
Council staff continue to deal with a range of complex planning and building issues in an efficient and timely manner. |
Development applications determined within a median time of 35 days Construction certificates determined within a medium time of 30 days Complying development certificates determined within a median time of 15 days |
- 151 development applications were determined, comprising 133 x new DAs and 18 x modifications. - The new DAs were determined with a median processing time of 43 days. - The modifications were determined with a median processing time of 38 days. - 4 x complying development certificate applications were determined with a median processing time of 21 days. - 41 x construction certificate applications were determined with a median processing time of 43 days. |
n |
7.1.3 |
Provide property information in a timely manner |
Property information was provided in a timely manner. |
Issue planning certificates within a median processing time of 4 days Issue planning certificates within a median processing time of 1.5 days where an urgency fee has been paid |
- 311 planning certificates were issued, comprising 275 x 10.7(2)s and 36 x 10.7(5)s. - 283 of these were issued with a median processing time of 4 days. - Urgency fees were paid for the other 28 - these were issued with a median processing time of 1 day. |
n |
Issue building certificates and other property information within a median processing time of 4 days |
- 4 building information certificates were determined with a median processing time of 17 days. - For some applications work is required to be completed before a Building Information Certificate can be issued, hence the measure of 4 days cannot always be achieved. |
n |
7.3: Ensure that policies and practices are in place to protect the sustainability and security of water destined for potable supply from the water catchment area |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
7.3.1 |
Comply with relevant water quality legislation |
All works completed - State of the Environment Report prepared and submitted November 2019. |
Reported in State of Environment report |
Completed. |
n |
|
8: Managing our resources wisely
8.1: Identity and deliver essential water, waste and sewer infrastructure to service the community into the future |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
8.1.1 |
Implement water conservation strategies |
The implementation of Council's extensive annual water conservation strategy continued during this quarter. Level 5 water restrictions remained in place during the quarter and the residential target of 160 litres per person per day was achieved at all times during the period. Due to the increased activity in this program, expenditure has been high compared to previous years. |
Implement annual water conservation strategies (media, education, advertising, water audits) |
Level 5 water restrictions were introduced on Sunday 6 October 2019. A dedicated Demand Management Team was established with a prime purpose of developing and implementing water conservation strategies across the city. |
n |
8.1.2 |
Work with the Centroc Water Utilities Alliance and the NSW Water Directorate on various strategic and operational projects, including advocating for the Urban Water Industry in Regional NSW |
All meetings of the NSW Water Directorate and Central NSW Joint Organisation Water Utilities Alliance were attended during this quarter with valued contributions on all regional water supply and sewerage issues by Council. Networking and collaboration across the sector on water supply and sewerage issues was invaluable to Council Water Management staff during this quarter. Due to the impact of COVID-19 pandemic, meetings in this quarter were held remotely via Zoom. |
Attend meetings of the Centroc Water Utilities Alliance and the NSW Water Directorate |
Due to the impact of COVID-19 pandemic, all meetings in this quarter were held remotely via Zoom. |
n |
8.1.3 |
Mid-term review of water and sewer strategic business plan (including financial plan) |
This long term project was deferred due to other short term operational water supply priorities requiring (drought, water shortage). |
Mid-term review of water and sewer strategic business plan (including financial plan) in accordance with the Department of Industry, Crown Lands and Water Division (Water) best practice criteria by May 2020 |
This long term project was deferred due to other short term operational water supply priorities requiring (drought, water shortage). |
n |
8.1.4 |
Implement Council's drought management plan |
Implementation of Council's Drought Management Plan has been ongoing throughout this quarter with Level 5 Water Restriction remaining in place. Lowering of the Macquarie River to Orange Pipeline Project pumping trigger (from 108 ML/day to 38 ML/day under the Water Supply (Critical Needs) Act 2019) has allowed the Pipeline to operate continuously throughout the quarter. Good rainfall has also allowed both Ploughmans Creek and Blackmans Swamp Creek Stormwater Harvesting Schemes to capture and transfer water into Suma Park Dam. Storage levels have increased during this quarter pushing back the estimated implementation of Level 6 Water Restrictions in the medium term. Current combined storage levels are over 27% (a rise of approximately 6% since the beginning of the quarter). |
Review outcomes of Council's drought management plan in accordance with Department of Primary Industry, Crown Lands and Water Division (Water) best practice criteria by May 2020 |
Formal Drought Management Plan deferred until Integrated Water Cycle Management Plan is completed. |
n |
8.1.5 |
Implement water mains extension/realignment program |
The works in this quarter completed the program for the Implementation of water mains extension/realignment program. |
Water mains extension/realignment program delivered by June annually |
Works have been competed on the water main relocation around McLachlan Street and March Street, with works that involved the renewal of the 375 mm Water Trunk Main and relocation of 150 mm water mains. |
n |
8.1.6 |
Conduct routine operation and maintenance of water and sewerage infrastructure |
During this quarter, all Water and Sewer assets have been managed in accordance with statutory requirements and meeting Levels of Service outlined in Council's Water supply and Sewerage Asset Management Plan. |
Conduct annual monitoring and reporting according to the requirements of the Department of Industry, Crown Lands and Water Division (Water) for inclusion in the NSW water supply and sewerage monitoring report by September annually |
Water and Sewer Benchmarking Reports available via link on Council's website. |
n |
Maintain water and sewerage infrastructure in accordance with statutory requirements and levels of service identified in water and sewer asset management plans |
Completed. |
n |
|||
8.1.7 |
Deliver sewer mains relining program |
Works have been completed on the sewer relining program. |
Sewer mains relining program delivered by June annually |
The remaining 70% of sewer mains relined and all 167 sewer junctions resealed in the last quarter. |
n |
8.1.8 |
Implement water loss management program |
The water loss management program has been implemented. |
Establish district metering areas in order to quantify water losses from the water supply system |
Project completed. |
n |
8.1.9 |
Deliver water services renewals program |
Council's water services renewals program was delivered, with a focus on renewing based on poor condition or repeated failure. |
Water services renewals program delivered by June annually |
Council completed 8 water services renewals in this quarter. The services that are renewed are in a poor condition or that may have been repeatedly failing. |
n |
8.1.10 |
Deliver water meter replacement program |
Council's water meter replacement program was completed for this financial year during this quarter. |
Water meter replacement program delivered by June annually |
Council completed the replacement of 321 water meters in this quarter. |
n |
8.1.11 |
Deliver water mains renewal program |
The water mains renewal program progressed as far as it could but was affected by other emerging water projects and COVID-19. |
Water mains renewal program delivery by June annually |
Works have commenced on the renewal of the 150 mm water main on Icely Road with 460 m of the 830 m, with completion by the end of the next financial year (to the end of June 2020). |
n |
8.1.12 |
Lake Canobolas sewer upgrade |
Work progress on the Lake Canobolas sewer upgrade and this task is now 90% completed. |
Design completed by June 2020 |
Council has undertaken minor design modifications to assist with alignment through critical areas. The Review of Environmental Factors is nearing completion on the revised alignment. Landholder discussions are currently in progress. |
n |
8.1.13 |
Smart Water Metering |
This quarter has seen the installation of the receiver network and setup of the customer and administrator online portals. These portals will provide Council with near real time water consumption information for high water users across Orange. The water use information will also assist customers with leak detection and understanding water usage. Council has received data transmitters, with installation and training planned for August 2020. |
Pilot smart-metering project delivered by June 2020 |
This quarter has seen the installation of the Receiver Network and setup of the Customer and administrator online portals. |
n |
8.1.14 |
Telemetry and SCADA Upgrade |
No work undertaken in this quarter. |
Project delivered by June 2021 |
Project to be further researched and investigated in 2020/2021 (Year 2). |
n |
8.1.15 |
Lake Canobolas potable water upgrade |
Work progressed on the Lake Canobolas potable water upgrade and this project is now 90% completed. |
Design completed by June 2020 |
Council has undertaken minor design modifications to assist with alignment through critical areas. The Review of Environmental Factors is nearing completion on the revised alignment. Landholder discussions are currently in progress. |
n |
8.1.16 |
Install reservoir mixers |
No work undertaken in this quarter. |
Supply and install by June 2020 |
No work undertaken in this quarter. |
n |
8.1.17 |
North Orange water supply strategy |
No work undertaken this quarter. |
Delivery of strategy by June 2020 |
No work undertaken this quarter. |
n |
8.1.18 |
North Orange Sewer Strategy |
Council Engineering staff have identified sewer catchments in the North Orange area. Sewer loading estimates are currently under review taking into consideration all constraints to development in the North Orange area. High level Infrastructure requirements and estimates are currently being undertaken. |
Delivery of strategy by June 2020 |
These servicing strategies are to align with the Orange Local Housing Strategy and Water and Sewer Development Servicing Plans, currently under development. |
n |
8.1.19 |
Redmond Place Sewer Pump Station Design |
No work undertaken this quarter. |
Design completed by June 2021 |
The Redmond Place Sewer Pump Station design is not due to start until 2020/2021 (Year 2). |
n |
8.1.20 |
Spring Hill Lucknow Sewer Pump Station design and construction |
No work undertaken during this quarter. |
Construction completed by June 2021 |
Construction programmed for 2020/2021 subject to design completion. |
n |
8.1.21 |
Deliver manhole rehabilitation program |
Council's manhole rehabilitation program could only progress to 10% completion as it was affected by drought programs and COVID-19. |
Manhole rehabilitation program delivered by June annually |
Works deferred to 2020/21 due to drought programs and COVID-19. |
n |
8.1.22 |
Manage Ophir Road and Euchareena Road resource recovery centres in accordance with landfill environmental management plans and licences |
Both waste facilities operating in accordance with license and Operational Environmental Management Plans. Quarterly waste volumes and environmental monitoring data collated for submission within the Annual Returns and Annual Review documents to be issued to the EPA and DPIE in August 2020. Site rehabilitation works undertaken to commence phytocapping to the eastern face of the Ophir Rd Landfill including improvements made to the green waste and scrap steel processing sites. |
Reporting to the Office of Environment and Heritage, Department of Planning and Environment Protection Authority undertaken annually as required |
Annual Flora & Aboriginal Heritage Monitoring Report for the Euchareena Rd Resource Recovery Centre submitted to the Biodiversity Conservation Trust in June 2020. |
n |
Undertake maintenance works at the Ophir Road Resource Recovery Centre including site rehabilitation |
Surface water drainage upgrade to lower level carpark area of the Public Receival Station at the Ophir Rd Resource Recovery Centre completed. Continued application of cover material to phytocap the eastern face of the Ophir Rd Landfill undertaken in June with surfaces to the green waste and scrap metal stockpile pads enhanced with gravel material at Ophir Rd RRC. |
n |
|||
Community Recycling Centre reporting wastes collected to the Environment Protection Authority on a monthly basis |
Monthly stillage reports of Household Hazardous Wastes collected within the community recycling centre at Ophir Rd RRC submitted to the EPA monthly in order to arrange transfer of material off site for recycling/appropriate disposal. |
n |
|||
8.1.23 |
Deliver planned flood-mitigation strategies across the City |
No works programmed for the current financial year. |
Construct new culverts under McLachlan Street for the East Orange channel |
Programmed for 2021/22 financial year |
n |
8.1.24 |
Provide safe drinking and re-use water |
Drinking water and recycled water was provided to customers in accordance with quality standards through implementation of the Drinking Water Management System and Recycled Water Management System. |
Monitor and report on water quality in accordance with regulatory requirements and report to the State Government annually in October |
The treated effluent re-use system requires treatment upgrade as described in future Capital Works Program in form of new UV disinfection system. |
n |
8.1.25 |
Orange Sewage Treatment Plant works inlet upgrade |
In working through hydraulic challenges the Concept Design progressed with the addition of a pump station and revised layout. The Concept Design Report and associated drawings were near completion at the end of the 4th quarter. |
Design and construct new inlet works by June 2021 |
Progress was slowed with hydraulic challenges resulting in the addition of a pump station to the inlet works concept design. Estimated construct completion date requires adjustment to end June 2022. |
n |
8.1.26 |
Orange Sewage Treatment Plant primary settling tank coating |
The Orange Sewage Treatment Plant primary settling tank coating has been re-scheduled to 2025/26. |
Specialist paint coating of tank completed by June 2021 |
The Orange Sewage Treatment Plant primary settling tank coating has been re-scheduled to 2025/26. |
n |
8.1.27 |
Suma Park Dam back-up pumps |
Success in securing emergency funding for the Spring Creek Dam to Icely Road Water Treatment Plant pipeline has resulted in a re-prioritisation of water supply energy back-up options. |
Installed by June 2020 |
The power investigation funding shall focus on; Suma back up pumps and power supply, plus Icely Road WTP back up generator and large-scale solar. |
n |
8.1.28 |
Stormwater harvesting rehabilitation of Stage 1 |
The detailed design for the rehabilitation of Blackmans Swamp Creek Stormwater Harvesting Stage 1 was finalised. |
Rehabilitation works completed by June 2020 |
The construct phase for the rehabilitation works shall require a budget bid if external funding is not secured. |
n |
8.1.29 |
Orange Sewage Treatment Plant aeration upgrade |
The design phase of the aeration upgrade is scheduled for 2020/21, followed by construction in 2022/23. |
Design finalised by June 2021 and construction by June 2023 |
The design phase of the aeration upgrade is scheduled for 2020/21, followed by construction in 2022/23. |
n |
8.1.30 |
Icely Road Water Treatment Plant stormwater earthworks and administration building |
Design and construct of the new stormwater earthworks is not due until June 2022, with the new administration building to follow by June 2023 |
Design and construct stormwater earthworks by June 2022 and new administration building by June 2023 |
Design and construct of the new stormwater earthworks is not due until June 2022, with the new administration building to follow by June 2023. |
n |
8.1.31 |
Design new ultraviolet disinfection system for Orange Sewage Treatment Plan |
Detailed design of the new ultraviolet system at the Orange STP is not due until June 2023. |
Detailed design of new ultraviolet system by June 2023 |
Detailed design of the new ultraviolet system at the Orange STP is not due until June 2023. |
n |
8.1.32 |
Undertake ongoing condition assessment on Council's stormwater network |
The ongoing assessment of the condition of Council's stormwater network met its target. |
Assessments undertaken on 2% of network per annum and updated in the asset management plan |
Project completed. |
n |
8.2: Develop and promote initiatives to reduce water, energy and waste in consultation with the community |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
8.2.1 |
Review and report on the five key areas of our environment (water, air, biodiversity, soil, salinity) through preparation of the State of Environment report |
Regional State of the Environment Report Completed. |
Publish the annual statement of environment report by November |
Completed in Quarter 1. |
n |
8.2.2 |
Implement the landfill gas management plan for Euchareena Road Resource Recovery Centre |
Ongoing gas monitoring continued through the quarter with installation of a staged landfill gas monitoring system to commence from 2020/2021 year. |
Installation of the landfill gas-management system programmed for 2022/23 and beyond |
Ongoing monitoring for gas levels at the Euchareena Road RRC undertaken during the quarter for reporting in the Annual Review documentation to the EPA and DPIE in August 2020. Installation of landfill gas monitoring system rescheduled for 2020/2021 and beyond. |
n |
8.2.3 |
Engage the community in the Parks Alive program and environmental activities |
COVID -19 had a profound affect on the Parks Alive Program for the final quarter with only 5 events being held. These events included 2 at Lake Canobolas under the LakeCare program, 2 at Black Sallee Reserve and another being held at Clifton Grove. A total of 27 people attended the community days with all targeting woody weed control in those particular areas. |
Deliver four school programs, four educational programs and four community events per annum |
The 5 events held targeted woody weed control |
n |
8.2.4 |
Participate in the NSW Tidy Towns sustainable program |
Four nominations were submitted for this year's Tidy Towns Awards. These were: - Sustainable Projects Award Lighting Orange ie the installation of 4,900 LED street lights throughout Orange which will save Orange City Council hundreds of thousands of dollars annually. - Environmental Communication Award Orange Sustainable Living Expo run by the Rotary Club of Orange. This event gets larger each year and last year had some amazing guest speakers. - Community Spirit & Inclusion Award FoodCare Orange. Providing low cost groceries to local people who are struggling - Schools Environment Achievement Award Oranges Nature Kids program run by Kate Willoughby |
Participate in Clean Up Australia activities |
Held in Quarter 3. |
n |
Raise awareness of the NSW Tidy Towns Program through four local media events and engaging with local schools |
Schools were invited to submit a submission. |
n |
|||
Compile annual NSW Tidy Towns Sustainable Community Award submissions |
4 submissions entered. |
n |
|||
8.2.5 |
Monitor and implement awareness events and campaigns for priority weeds |
During the 4th quarter 161 property inspections were undertaken with 53 being on private property, 82 on land managed by OCC, 13 State Government Land and 13 High Risk Pathways. COVID-19 did have an impact with Council staff concentrating on Council managed lands more so than private property. With the drought easing NSW DPI asked local councils to check high risk pathways for new weed incursions as a result of fodder movement across NSW with 13 of these being inspected. There were no face to face meetings or workshops during the fourth quarter. |
Undertake 400 annual private property inspections to ensure noxious weeds are managed in accordance with legislative requirements |
The number of inspections included 53 on private property, 82 on OCC managed lands, 13 State Government. Another 13 were undertaken on high risk pathways. |
n |
8.2.6 |
Manage abandoned articles within the City |
Impounding Services have been provided with items including abandoned vehicles; shopping trollies; and stock being impounded during the last quarter. |
Report abandoned shopping trolleys to stores |
Completed. Regular service provided by Ranger Services. |
n |
8.2.7 |
Enforce environmental legislation |
Regulatory action and education services aimed at reducing water consumption provided to residents of both residential and commercial properties provided throughout the quarter. |
All pollution complaints investigated within 2 working days for non-urgent events and within 4 hours for urgent events and action take if required |
All pollution matters investigated. |
n |
8.3: Promote the range of recycling services |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
8.3.1 |
Deliver waste and recycling services |
Community Recycling Centre received Household Hazardous Wastes during the quarter and reported monthly to the EPA to arrange servicing of the stillages. The Annual Household Hazardous Waste Collection of chemicals etc. will be promoted in the lead up to the scheduled event in October 2020. Due to COVID-19 restrictions, outreach to Orange residents, businesses and schools to promote the range of waste services has been limited to electronic means. Work commenced in the quarter with building contractors and Councils consultant, Envirocom, to audit building site wastes and assist in the development of Waste Management Plan templates for issue by our Development Services staff with building contractors to assist in diverting valuable recyclable product from landfill. |
Promote and offer a free annual household hazardous waste collection service at the Ophir Road Resource Recovery Centre |
The Community Recycling Centre at ORRRC continued to receive Household Hazardous Wastes and were reported to the EPA on a monthly basis. The Annual Household Hazardous Waste Collection scheduled for October 2020 will be promoted in the lead up to this event. |
n |
Deliver education materials or services to orange residents relating to the waste, recycling and organics contract provisions |
Ongoing outreach to residents, businesses and schools undertaken by Councils education consultant Envirocom albeit limited by COVID-19 with outreach undertaken via electronic means. |
n |
9: Infrastructure for our growing community
9.1: Construct and maintain a road network that meets the community's transport and infrastructure needs |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
9.1.1 |
Promote the construction of the Southern Feeder Road |
Individual project stages are as follows: - Stage 2: Under construction - 95% complete. - Stage 3: Service relocation and land acquisitions underway. Tenders let for the civil construction component. - Stage 4: Design complete, undertaking Review of Environmental Factors and seeking additional grant funding from Heavy Vehicle Safety and Productivity Programme. Council was unsuccessful in gaining funding under the Building Better Regions Programme. |
Delivery of Stages 2, 3 and 4 of the Southern Feeder Road |
Stage 2 underway. Stage 3 tender let. Stage 4 undergoing statutory environmental assessments and sourcing of funding. |
n |
9.1.2 |
Deliver works program for upgrades, road rehabilitation and re-seals as identified in the Transport Asset Management Plan |
- Rehabilitation program completed - Ash Street and Gorman Road - Sprayed bitumen reseals completed. Asphalt overlays completed. - Works completed for Forest Road upgrade at Spring Terrace. - Works underway on the construction of the Roundabout at Hill, NDR and William Maker Drive |
Annual road rehabilitation program completed within allocated budget |
Road rehabilitation programme completed. |
n |
Annual reseal program completed within allocated budget |
All bitumen reseals completed. |
n |
|||
Burrendong Way - upgrade to an urban standard, south from the Northern Distributor Road |
Completed. |
n |
|||
Reconstruct Clergate Road Stage 2 from Quartz Street to Ralston Drive |
Not due this year. |
n |
|||
Whiley Road/Forest Road upgrading - subject to grant funding |
Works were completed from Orchard Road to Kelly Lane. |
n |
|||
Construct a new roundabout at the intersection of the NDR/Hill Street and William Maker Drive - subject to grant funding |
Works proceeding. |
n |
|||
Upgrade Whitton Place to urban standards |
Not due this year. |
n |
9.2: Ensure that adequate car parking spaces are available to support growth |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
9.2.1 |
Provide and manage public car parking in the Orange Central Business District |
Parking patrols - Due to COVID-19, the Ophir Car Park has become a free parking area at this time due to COVID-19 (subject to review in the future). With patrols, the key focus is on safety, with more lenience being given to Level 1 parking offences. The patrol contract for the Orange City Centre has recommenced following a temporary suspension due to COVID-19. The parking patrols for the Orange Central car park have been suspended due to COVID-19. |
Implement parking study deliverables |
The renewal program for disabled parking spaces and other identified parking areas in the City has been carried out. Other works will be undertaken on an as needs basis. |
n |
Parking patrols carried out in accordance with patrol schedule and Council's adopted parking rules |
Due to COVID-19, it was necessary to suspend patrols of several car parks and there was a significant change in focus in car parking enforcement across the board: the key focus was on safety, with more lenience being given to Level 1 parking offences. Additionally, the Ophir Car Park became a free parking area for approximately 4 months. |
n |
9.3: Ensure that an appropriate level of pedestrian amenity is provided throughout the community |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
9.3.1 |
Deliver program of footpath upgrading and new construction works as identified in the Transport Asset Management Plan |
Footpath rehabilitation completed in March Street, Autumn Street. New footpath construction was completed on Peisley Street, Forest Road, Hill Street and Frederica Street. |
Design and installation of pedestrian crossing lighting upgrades as per allocated budget |
Works deferred due to design constraints at chosen locations. |
n |
Annual footpath rehabilitation program completed within allocated budget |
Completed |
n |
9.4: Develop a vibrant civic and commercial precinct as a centre for the community |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
9.4.1 |
Undertake master planning for the upgrade of the CBD (FutureCity), to position Orange as a premier regional city supporting existing and new commercial opportunities |
After considerable consultation, the OC Future City Planning and Design Framework/Strategy and associated documents where exhibited for 40 days from 9 June 2020. |
Finalise master plan and seek Council approval |
Finalised to public-exhibition stage, which started on 9 June 2020. |
n |
|
10: Celebrate our cultural, social, natural and built heritage assets
10.1: Engage with the community to ensure plans for growth and development are respectful of our heritage |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
10.1.1 |
Provide a heritage advisory service to the community to protect and enhance heritage assets and to promote quality urban design |
Council's Heritage Adviser continues to provide regular heritage advice to assist with the assessment and determination of development applications, protect and enhance heritage assets and promote quality urban design. The draft Heritage Study Review compiled by Council's heritage consultants was completed and placed on public exhibition, which closes at the end of July. |
Heritage and urban design advisory services provided |
35 lots of heritage advisory services were provided by Council's Heritage Advisor. |
n |
|
10.2: Preserve our diverse social and cultural heritage |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
10.2.1 |
Maintain local heritage assistance program |
The Local Heritage Assistance Fund is implemented on an annual basis. The aim of the program is to encourage best practice heritage conservation within the city of Orange. Nine applications were received for the current grant round. |
Ensure the local community is engaged for heritage support funding |
Council continues to implement the Local Heritage Assistance Fund on an annual basis. |
n |
|
10.2.2 |
Develop heritage strategy |
The Heritage Strategy is reviewed and implemented annually. |
Implement and review heritage strategy annually |
Heritage Strategy is reviewed annually as part of the Office of Environment and Heritage yearly reporting. |
n |
|
10.3: Preserve the unique way of life of our surrounding villages |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
10.3.1 |
Support the Spring Hill and Lucknow Community Committees |
Council continues to support the Spring Hill, Lucknow and Clifton Grove Community Committees. Committees meet regularly, with community priorities identified through relevant Action Plans. Outcomes from meetings are reported to Council after each meeting. |
Engage with the community and update the Village's priorities |
Council communicates regularly with Villages by way of Committee Meetings, action plans and e-mail communication to provide updates on tasks and prioritization of tasks. Outcomes from actions include but are not limited to the following: - general maintenance updates in all three Villages - park beautification - signage upgrade |
n |
|
3: Prosper - a smart, innovative and resilient economy
11: Sustainable tourism, events and visitor experiences
11.1: Capitalise on the character and lifestyle of Orange to remain a destination of choice |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
11.1.1 |
Deliver visitor information services |
While the VIC was closed for an extended period under COVID-19 restrictions it suffered a drop in sales. However, the reduced hours from staff due to the closure kept the centre within budget. |
Operate the Orange Visitor Centre within budget |
The Centre is operating within budget. |
n |
|
11.1.2 |
Monitor the implementation of the Orange Region Tourism Strategy by Orange360 |
While the organisation has been unable to deliver the on the actions included in the Agreement, they have proved to be adept at working with Council and Newcrest to cobble together a stimulation package for the visitor economy businesses. |
Actions from the Orange tourism strategy, delivered in accordance with the strategy items adopted by Council |
The organisation was unable to deliver all actions due to NSW Health restrictions due to COVID-19. |
n |
|
11.2: Develop and attract a variety of events, festivals, venues and activities for locals and visitors, ensuring accessibility for all |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
11.2.1 |
Provide a range of quality accommodation and services and maintenance of all infrastructure at the Colour City Caravan Park |
During the period of restriction enforced by COVID-19 the staff undertook a review of procedures and facilities. This review has identified a range of issues and will form the basis of new plans and work schedules for the new year. The reduced number of occupants also allowed additional upgrades (such as new vanities) to be undertaken. |
Maintain a three-star rating |
The 3 star rating was maintained |
n |
Maintain occupancy rate at an annual average of at least 50% |
The total occupancy was 24.2% for the quarter. The cabins were 47.5% for the quarter. |
n |
|||
Undertake asset improvements in accordance with the buildings asset management plan |
The bathrooms received an upgrade including new vanities during the quarter. |
n |
|||
11.2.2 |
Support and work with sporting organisations to secure events for the Orange region |
Although 4 major sporting events were planned for the reporting period, each event was either cancelled or postponed due to COVID-19 restrictions. |
Support at least five major events annually sourced by agency |
Although 4 events were planned for the reporting period, COVID-19 restrictions meant that these events had to be cancelled or postponed. These events included: - Orienteering National 3 Day Event - NSW Men's & Women's Senior Amateur Golf Championships - Easts V West Harbour Shute Shield Game - 2020 NSW U/14 Rugby State Championships |
n |
12: A smart, innovative and resilient industry sector
12.1: Attract and grow strategic investment |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
12.1.1 |
Develop, maintain and provide information resources appropriate for business development, expansion and/or relocation - including web-based and mobile application platforms |
The thinkorangeregion.com.au website has been launched. Staff have been working with businesses for relocation to Orange which has included tailored information and data. |
Orange Investment website launched |
The website was launched (thinkorangeregion.com.au). Content is constantly being reviewed for currency. |
n |
12.1.2 |
Undertake refurbishment of the Central Business District |
The consultants have finalised their Future City report and supporting documentation that is currently on exhibition. Future City has come up with a series of projects and CBD upgrade items that will initially exceed Councils budget. The Future City Implementation Plan will be informed by public consultation and go back to Council in the first Quarter of 2020/2021. |
Project planning completed and delivery to budget and timeframes |
Complete for 2019/2020. |
n |
12.1.3 |
Upgrade under-awning lighting in the Central Business District |
Works on Stage 1 underway. Still seeking funding for Stage 2. |
Complete upgrades of under-awning lighting |
Works on Stage 1 underway. |
n |
12.1.4 |
Develop and manage Council's residential relocation program |
The COVID-19 restrictions have restricted the number of enquiries to Council however anecdotal evidence from real estate agents is that there is strong purchasing from Sydney based people looking to relocate. |
Measure number of enquiries answered about relocating to Orange |
Relocation enquiries were low due to COVID-19 restrictions reducing travel which is usually the catalyst for a relocation enquiry. |
n |
Measure number of relocatees attending the annual functions of new residents |
Unable to hold the event due to COVID-19. |
n |
|||
12.1.5 |
Manage the issues arising from telecommunications opportunities |
Council continues to support the role of RDA CW in lobbying for better telecommunications connections. The EDCC face to face meetings have had to be cancelled and therefore the attendance by an NBN representative will have to be rescheduled when the social distancing measures are lifted. |
Support Regional Development Australia (RDA) Central West to advocate to address telecommunications issues and community information campaigns |
Council continues to support the role of RDA CW in lobbying for better telecommunications connections. |
n |
12.2: Support innovative industry sectors |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
12.2.1 |
Facilitate industry engagement |
The industry meetings were cancelled due to COVID-19. The shop local campaign is titled the "Retail Recovery" project and is valued at $50,000. |
Measure number of meetings/events hosted and attended with members of the Orange business sector |
COVID-19 restrictions have prevented any meetings. |
n |
Work with the local retail sector on a shop local campaign each year |
The Retail Recovery project was launched in late June. |
n |
|||
12.2.2 |
Operate the Orange Airport |
Survey completed |
Ensure the airport meets requirements of the Civil Aviation Safety Authority and the Office of Transport Security |
On target. |
n |
Ensure annual technical inspection completed |
Not Completed due to COVID-19 will be completed in July 2020. |
n |
|||
Ensure obstacle-limitation surface survey completed |
Completed. |
n |
|||
Annual emergency-training exercise completed |
Completed. |
n |
|||
12.2.3 |
Undertake upgrades of Airport precinct |
Car park sealed; waiting on line marking and lighting to be installed. |
Car park extension |
Work progressed on this project during the quarter. |
n |
12.3: Support educational and training opportunities that retain young people, attract new workers and provide local employment |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
12.3.1 |
Work with industry, business and training organisations to identify current or developing skills shortages and implement strategies to address them |
Staff continue to be involved in identifying and assisting with skills and labour shortages in various industries. Assistance offered to industry includes specialized recruitment information, connection to training providers and identifying/addressing pinch points in labour supply, such as accommodation. |
Monitor and report project labour market demand |
Contact and dialogue is maintained with the industry and issues surrounding labour or skills shortages followed up as required. |
n |
|
12.4: Partner with key stakeholders to enhance opportunities for local business to grow and prosper |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
12.4.1 |
Explore avenues to assist business development in the City in conjunction with the Orange Business Chamber or other peak industry organisations |
Council continues to support business through other means. |
Establish Economic Development Office |
No further action this quarter. |
n |
|
13: Transport services, connectivity and infrastructure that support community, tourism, business and industry
13.1: Support public and private rail, coach and air services |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
13.1.1 |
Lobby relevant government authorities for improved transport linkages |
Council continued to monitor opportunities for improved transport linkages and liaised with the Orange Rail Action Group on the matter. |
Delivery of augmented services |
Opportunities continue to be monitored. |
n |
|
13.2: Support initiatives for improved connectivity between Orange and capital cities and regional towns |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
13.2.1 |
Investigate opportunities for private sector and public transport improvements |
The start of a Qantas service from Orange service was delayed by COVID 19. However, during the quarter, discussions with Qantas continued and a new start date was set for July 2020. |
Delivery of augmented services |
Discussion continued with Qantas during this quarter. |
n |
|
4: Collaborate - leadership and partnership
14: An informed community
14.1: Deliver communication that is open, accessible, meaningful and regular across a range of media |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
14.1.1 |
Promote Council's activities through a range of mediums and media |
Orange City Council continues to maintain online presence continues to increase at a steady rate. During the last quarter approximately 52,125 users visited Orange City Councils website. The most popular pages included our water supply page, the Contact Council page and Employment page. Online visitors’ numbers dropped during the quarter due to no activity on the Theatre and Events sections of the site, due to COVID-19 restrictions. Council issued 51 media releases, responded to an average of fifteen to twenty media requests per week and issued 3 e news letters to 1088 people. The active YourSay Orange projects during the reporting period included the Budget, Future City, Oranges Heritage Study Review and the new Retail Recovery campaign. |
Provide at least one media briefing a week |
Target exceeded. |
n |
Issue at least one media release a week |
Target exceeded. |
n |
|||
Implement a Council-wide style guide |
This project was completed in 2018. |
n |
|||
Issue bulletins through e-news monthly |
The list of opt-in subscribers recently passed the 1,000 people mark. |
n |
|||
14.1.2 |
Ensure Council maintains an internet and social media presence |
Orange City Council maintains a strong presence across a range of different social media platforms that result in thousands of online engagements every week. On Facebook, there has been an average of 120,000 post engagements over the quarter between April and the end of June 2020. Over the past 90 days, events listed on Council's Facebook page have reached over 26,700 people, and the number of 'followers' of the main Council page has grown by 407 during the quarter, bringing the total number of followers to 9,757. Other social media platforms such as Instagram have increased, with profile visits increasing in the past month, bringing the total number of followers to 1,757. During the quarter, a Council podcast was launched and nine weekly episodes were produced, with more than 500 downloads. |
Increase social media engagement and reach by 25% annually |
Steady growth achieved during the period. |
n |
Maintain the Council website with weekly updates |
Website maintained with regularly updates, including new sections providing information on Council's response to the COVID-19 pandemic. |
n |
14.2: Promote organisational culture that delivers excellent customer service and continuous improvement |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
14.2.1 |
Provide a highly-responsive customer service function |
Progressing and will meet deliverables |
Remind staff of their obligations under Council's customer service obligation policy by June annually |
Policy under review and the creation of an e-learning module - Complaint Handling has been created to enhance customer service skills for frontline staff to be rolled out to relevant staff. An E-Learning Module OCC Customer Service has been created to distribute to all relevant staff by September |
n |
All issues reported via Council's website or by phone/e-mail to Council allocated to relevant staff member within two business days |
Issues reported via the website or by phone/email are allocated to relevant staff for attention within two business days |
n |
|||
Continue to provide after-hours, call-answering service |
Councils after-hours phone service continues to be provided. Council’s provider Alarm Australia has responded well to the after-hours calls. Feedback from Customer Service staff to Alarm Australia via Building Services has resulted in a better reporting system however the reports have been delayed in being sent to Customer Service |
n |
|||
Undertake a review of the customer-service and on-line response loop to improve resident feedback and to implement improvements |
Ongoing review of Customer Service with manager and the Customer Service team on a monthly basis to improve procedures. Total number of calls answered by Customer Service in the fourth quarter (1/4/2020 - 30/6/2020) is 7574* with 2703 customer service requests entered into Authority. (*Incoming calls direct to staff internal phone lines that are not answered are automatically transferred to Customer Service. However these calls were not registering as being answered by Customer Service staff while working from home, due to COVID-19, yet these calls were in fact being answered and actioned by these staff members) |
n |
14.3: Provide opportunities for widespread and quality engagement and, where appropriate, shared decision-making |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
14.3.1 |
Establish and support Council meetings, policy committees and Council's community committee network |
Support was provided for Council and Policy Committee Meetings. Council's Community Committees were not held during this quarter due to COVID-19. If meetings were held they were held via Zoom. |
Prepare and distribute agendas and reports for ordinary Council and policy-committee meetings within three business days of the meetings |
Agendas for Council and Policy Committee meetings distributed within three business days |
n |
Review Council's community committees |
Council resolved to defer review of Committees until next elected Council in September 2021. |
n |
15.1: Encourage and support residents to pursue leadership roles at Council |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
15.1.1 |
Establish and support Council meetings, policy committees and Council's community committee network |
The annual Policy Committee Structure and community-committee network was adopted by Council at its meeting on 17 September 2019. |
Establish the annual committee-meeting schedule in September annually |
Completed in Quarter 1. |
n |
|
15.2: Support community organisations and groups to deliver services and programs |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
15.2.1 |
Apply Council's adopted donations and grants policy to support the community |
Donations in Quarter 4 of 2019/2020, because of COVID-19, were for applications where the applicant was supporting the vulnerable in our LGA. |
Report requests to Council quarterly (assessed in compliance with policy) |
General Donations (Round 4 of 4) - $100,000.00 budget - $100,000.00 donated Quarter 4 Review - $955.50 added (in-kind donations costed less in two donations) - $27,709.89 donated - 3 applications approved Major Event Sponsorship (Round 2 of 2) - $100,000.00 budget - $98,148.95 donated - $5,437.00 donated from Other Sources Sports Facility Program (Round 1 of 1) - $50,000.00 budget - $50,000 donated - 5 applications approved Sport Participation Program (Year Round) - $13,900.00 budget - $13,853.00 donated - 30 applications approved |
n |
|
15.3: Engage and train young people to develop our future leaders |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
15.3.1 |
Support the Youth Advisory Council |
Youth Advisory Council continued to meet through digital options during the COVID-19 period. Additional health challenge activities were held to engage youth in connection and wellness throughout the period when restrictions were in place. Youth Hub closed during this period. |
Increase engagement with the City's youth |
Increased face to face and digital programs provided |
n |
|
15.3.2 |
Support work experience and community and school careers events |
One student has been placed this period with a number of work experience placements being deferred due to COVID-19. |
Report on number of work experience placements and attendance at school and community career events |
One student has been placed this period with a number of work experience placements being deferred due to COVID‑19. |
n |
|
15.4: Develop and encourage staff to pursue leadership within Council |
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
15.4.1 |
Implement the Workforce Management Plan |
Actions during the quarter included: - Staff Survey Action Plan - updated actions included a calendar of section meetings across Council, template meeting agenda, new Supervisors Forum commenced and Learning and Development Plan developed for 2020/21. - The Staff Consultative Committee reviewed a proposed update to the Corporate Values and were provided an update on the workforce impacts of COVID-19. - The Gender Equity Strategy was approved by the Executive Leadership Team. - Maintain staff health and well-being - Nil safe work improvement notices in period. 11 health and safety inspections with 7 project audits undertaken. External AS4801 P1 audit undertaken with no non-conformances. Staff attended 49 WHS courses despite COVID-19 restrictions. 3 claims for lost time injury. The Critical Incident Policy was reviewed and the 2020/21 Wellness program was developed in consultation with the Safety Committee. - Staff Capability - LGNSW Capability Framework reviewed and customised for Council with draft reported to the Staff Consultative Committee. - Workforce Plan for 2020/21 developed. |
|
|
n |
Employee satisfaction survey |
An update on actions from the Employee Survey was provided to staff through the Staff Consultative Committee. The updated actions included a calendar of section meetings across Council, template meeting agenda, new Supervisors Forum commenced and Learning and Development Plan developed for 2020/21. In addition, an update was provided to the Staff Consultative Committee on the workforce impacts of COVID-19. |
n |
|||
Improvements in gender equality |
The Gender Equity Strategy was approved by the Executive Leadership Team. |
n |
|||
Review and update corporate values and organisational culture vision |
The Corporate Values were reviewed and updated through the Staff Consultative Committee. |
n |
|||
Maintain staff health and well-being |
There were nil safe work improvement notices in period, 11 health and safety inspections with 7 project audits undertaken with a score over 94% for each audit. External AS4801 P1 audit undertaken with no non-conformances. Staff attended 49 WHS courses despite COVID-19 restrictions. 3 claims for lost time injury. The Critical Incident Policy was reviewed. |
n |
|||
Undertake staff capability review |
Reviewed the LGNSW Capability Framework and customised for Council. The updated draft framework was reported to the Staff Consultative Committee. The Workforce Plan for 2020/21 was developed. |
n |
16.1: Work in partnership with other councils, regional organisations and State and Federal governments |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
16.1.1 |
Support the Local Emergency Management Committee |
Progressing and will meet deliverables. |
Support local emergency planning in conjunction with key agencies |
|
n |
|
16.1.2 |
Support the Rural Fire Service |
Progressing and will meet deliverables. |
Provide ongoing support and advice to quarterly Bush Fire Management Committee meetings and Bush Fire Liaison Committee meetings |
Council continued to provide support as far as possible in this COVID-19 physical distancing period. |
n |
|
16.1.3 |
Engage with State and Federal Governments on funding and policy matters |
Council continues to engage with State and Federal Governments on funding and policy matters. |
Report activities of the Council showing advocacy on emerging strategic matters important to the City and region |
The main focus of meeting with State Government representatives in this quarter was based on COVID19 restrictions, economic stimulus packages offered for recovery from COVID19 as well as funding opportunities for major upcoming projects. |
n |
|
16.2: Advocate for the community to attract external funding to deliver services, facilities and programs |
|
|||||
Ref |
Action |
Action Comment |
Project/Service |
Comment |
Status |
|
16.2.1 |
Maintain membership of key lobby groups to advance regional priorities |
Council continues to maintain its membership in key lobby groups to advance regional priorities. |
Report on meetings and interactions with key lobby groups - including, but not limited to: - Central NSW Joint Organisation - Regional Development Australia - Inland Forum - Regional Cities NSW - Orange360 - Evocities - NetWaste - Central West Libraries - Bathurst Orange and Dubbo Alliance - Association of Mining-related Councils - Local Land Services - Government Ministers and department officers - LGNSW |
The Mayor, CEO and/or Council staff attended meetings during this quarter to advance regional priorities with the following: - Mining and Energy Related Councils 7 May 2020 - Regional Development Australia Central West 14 May 2020 - Regional Cities New South Wales 4 June 2020 - Central NSW Joint Organisation 4 June 2020 - Minister Adam Marshall, Minister for Agriculture and Western NSW - Minister Matt Kean, Minister for Energy and Environment - Minister Stuart Ayers, Minister for Jobs, Investment and Tourism |
n |
|
16.2.2 |
Maintain sister-cities relationships with: Timaru, New Zealand; Ushiku, Japan; Orange, California; and Mt Hagen, Papua New Guinea |
While the Sister City Committee was unable to meet during the quarter during to COVID-19 restrictions, there was progress on a number of fronts. The Mayor of Ushiku has confirmed he plans to visit Orange during 2021. At the request of the committee. Gallery staff completed a preliminary inspection of a commemorative statue donated by the city of Ushiku, to suggest options for professional maintenance ahead of the mayoral visit. |
Support opportunities for cultural exchange |
The Sister City Committee was not able to meet in this quarter because of COVID-19. |
n |
|