Attachments - IPART · street signs road structures (islands, speed humps, roundabouts) line-marking road furniture (bus shelters, bins, fences). The primary function of the video

Attachments

Hunter’s Hill Council Asset Valuations

Asset Management Plan Executive Summary

Smartforms Case Studies

Hunter’s Hill Council Water Assessment and Action Plan

Hunter’s Hill Council Community Awareness Campaign/Engagement Strategy

– Special Rate Variations

Communication/engagement tools

Rate Information Brochure

Rate Information Brochure

Newspaper Advertisement/Mayoral Column/Editorial

Newspaper Advertisement

Newspaper Advertisement

Newspaper Article 15/02/2012

Newspaper online information

Hunter’s Hill Council Newsletter to Residents

Hunter’s Hill Council Newsletter to Residents

Web site information presented online includes Rates Calculator

Presentation to Residents at Community Forums

Online Survey Results

Hunters Hill Community Strategic Plan 2030

Hunter’s Hill Council Annual Report

Hunter’s Hill Council Delivery Program and Operational Plan

CONTRACT REPORT

Hunters Hill Asset Valuation

Project No: 002477

by Ben Mitchell

for Hunters Hill Council

Commercial in confidence August 2010

Hunters Hill Asset Valuation

for Hunters Hill Council

Reviewed

Project Leader < 3 U - —

Peter Kadar

Quality Manager j

Aflan Rensen

002477-V1 August 2010

ardto

ARRB Group LtdABN 68 004 620 651

Victoria500 Burwood Highway Vermont South VIC 3133 AustraliaP: +61 3 9881 1555 F: +61 3 9887 8104 [email protected]

Western Australia191 Carr Place Leederville WA 6007 AustraliaP: +61 8 9227 3000 F: +61 8 9227 3030 [email protected]

New South Wales2-14 Mountain St Ultimo NSW 2007 AustraliaP: +61 2 9282 4444 F: +61 2 9280 4430 [email protected]

Queensland123 Sandgate Road Albion QLD4010 AustraliaP: +61 7 3260 3500 F: +61 7 3862 4699 [email protected]

South AustraliaLevel 5, City Central,Suite 507,147 Pirie Street Adelaide SA 5000 AustraliaP: +61 8 7200 2659 F: +61 8 8223 7406 [email protected]

Luxmoore Parking ConsultingGround Floor 12 Wellington Parade East Melbourne, VIC 3002 P: +61 3 9417 5277 F: +61 3 9416 2602

International offices:Dubai, United Arab Emirates Xiamen, People’s Republic of China

arQbi @ tsl C3 tP - Commercial in confidence August 2010

mailto:[email protected]





SUMMARY

Hunters Hill Council commissioned ARRB Group Ltd to prepare a valuation of all Council road assets as at 30 June 2010. The road assets considered in the valuation were:

pavement surfacing layer

pavement base layer

kerb

footpath

street signs

road structures (islands, speed humps, roundabouts).

A field survey was undertaken from 18 - 22 of June over the complete 53 km road network. Video data captured in this survey was then rated for condition and collated into the segmentation used in the valuation.

The valuation method was adapted from the Australian Infrastructure Financial Management Guidelines and straight line depreciation was selected to account for the deterioration of an asset over its useful life.

The total value of Hunters Hill Council’s road assets is about $42,000,000. The valuation also found that the average Pavement Condition Index of the Hunters Hill road network is 71.4%. This figure suggests that the average Council road surface may be classified as in ‘good’ condition.

Several documents have been delivered to the Council to accompany this report. These include:

• a valuation spreadsheet containing detailed calculations

■ a complete set of rated data detailing the present condition of all Council road assets

■ video data of all Council roads

Hawkeye data viewing software.

Maintaining a location referenced database with high integrity and use of suitable asset management software would enhance the accuracy and efficiency of asset management work in the future.

arOb

Although the Report is believed to be correct at the time of publication, ARRB Group Ltd, to the extent lawful, excludes all liability for loss (whether arising under contract, tort, statute or otherwise) arising from the contents of the Report or from its use. Where such liability cannot be excluded, it is reduced to the full extent lawful. Without limiting the foregoing, people should apply their own skill and judgement when using the information contained in the Report.

Commercial in confidence

- i - August 2010

CONTENTS

1 INTRODUCTION.............................................................................................................................. 1

2 SCOPE OF WORKS........................................................................................................................1

3 INFORMATION PROVIDED BY COUNCIL................................................................................. 1

4 METHOD.......................................................................................................................................... 2

4.1 Data Collection................................................................................................................................. 2

4.2 Video Rating.....................................................................................................................................3

4.3 Valuation........................................................................................................................................... 44.3.1 Fair Value & Depreciation................................................................................................ 44.3.2 Unit Rates ..........................................................................................................................54.3.3 Road Information.............................................................................................................. 64.3.4 Pavement Surface............................................................................................................ 74.3.5 Pavement Base .................................................................................................................84.3.6 K erb ....................................................................................................................................84.3.7 Footpath............................................................................................................................. 84.3.8 Street Signs........................................................................................................................84.3.9 Road Structures................................................................................................................9

4.4 Quality Assurance............................................................................................................................9

5 VALUATION RESULTS.................................................................................................................. 9

6 DISCUSSION..................................................................................................................................10

7 RECOMMENDATIONS................................................................................................................. 10

TABLES

Table 4.1: Definitions for condition rating.........................................................................................3Table 4.2: Unit rates for each road asset type................................................................................. 5Table 4.3: Deduct matrix for cracking............................................................................................... 7Table 5.1: Valuation results................................................................................................................9

FIGURES

Figure 4.1: ARRB Network Survey Vehicle equipped with Hawkeye2000....................................2


- i i i - August 2010

Hunters Hill Asset Valuation 002477-V1

1 INTRODUCTIONHunters Hill Council commissioned ARRB Group Ltd to prepare a valuation of all Council road assets as at 30 June 2010. The project included a field survey of the network, rating of the collected data and an asset valuation. The outcomes of the project provide the Council with a detailed set of data regarding the type, amount, location and condition of all assets as well as a total value of all assets. A methodology was adapted specifically for this project. All details and assumptions are documented in this report together with the results of the work. The survey data and condition rating are provided separately in electronic format.

2 SCOPE OF WORKSThe scope of works includes the following:

« receiving briefing and initial information from the Council

development of valuation methodology

» field survey by ARRB data collection team

* video rating of all road assets, including pavement, footpath, traffic signs and small structures

valuation of road assets

provision and presentation of a summary report

■ hard copies of all items outlined in contract delivered to Council, including valuationspreadsheet, video files of all roads, Hawkeye data viewing software and video rating data.

3 INFORMATION PROVIDED BY COUNCILSeveral documents were provided by Hunters Hill Council to assist ARRB in the asset valuation process. A list of these documents is detailed below.

Street Listings.doc (MS Word document) - contains the initial list of roads owned by the Council and provided details on the suburb, length, width, area and pavement type of each road

■ Map 1 (hard copy) - contains details of a recent visual survey of the Council’s pavement surfaces. Each surface was given a rating of one to four

■ Map 2 (hard copy) - contains details of all Council roads which have traffic count data

■ Map 3 (hard copy) - contains details of roads with concrete bases and roads which have received a recent resurfacing treatment.

Additionally, several items of correspondence and feedback from Mr David Innes provided information utilised in the valuation.

r Commercial in confidence

-1 - August 2010


4 METHOD

4.1 Data CollectionData collection was undertaken from 18 - 22 of June by ARRB. The survey vehicle was equipped with the Hawkeye 2000 series digital imaging system. The digital imaging system is capable of the following:

■ collecting real time digital images stored as compressed video (*.avi) files at compressions between 0 - 1 0Ox

® simultaneous collection of up to five camera views

» flexible positioning of cameras

■ achieving a sampling rate of at least one set of views per 5 metres at up to 100 km/h

« incorporating real time differential global positioning system (DGPS)

operating at highway speeds

■ providing real time on-screen displays for operator verification during collection

° generating quality control reports for data collection verification.

Five cameras were used to capture the pavement condition and roadside features required for the valuation. One camera was positioned vertically above the pavement. The images captured by this camera were the primary images from which the pavement condition was rated. However, a forward facing camera, positioned to take images of the pavement in front of the vehicle, was also be used to help assess pavement condition. Two of the remaining cameras were aimed either side of the survey vehicle to provide a complete panorama along both sides of the pavement. This allowed for all of the necessary data to be collected in a single pass.

Digital imaging data was captured for all council managed roads within the council's boundaries, with the exception of Muirbank Avenue, which did not have suitable access for the survey vehicle. ARRB supplied Hunters Hill Council with a portable hard drive containing the digital imaging data and a single user licence for Hawkeye Data Viewing software. This will enable the Council staff to utilise the features of the collected images.

Figure 4.1: ARRB Network Survey Vehicle equipped with Hawkeye 2000


- 2 - August2010


4.2 Video RatingThe digital images collected during the road survey were output as a series of video files which contain one frame for every 10 m travelled by the survey vehicle. ARRB used the Hawkeye Processing Toolkit to evaluate the condition of the road assets captured in the video. This software allows for rating, scrolling and editing and has many useful features enabling the user to view 5 cameras simultaneously and accurately measure length and area between points within an image. All raw rating data has been made available to the Council and using Hawkeye Data Viewing software, a user will be able to quickly view the rated condition of any asset at any location within the network.

Several road asset types were rated individually using unique rating forms:

■ pavement surface

kerb

■ footpath

■ street signs

■ road structures (islands, speed humps, roundabouts)

line-marking

■ road furniture (bus shelters, bins, fences).

The primary function of the video rating process was to assess the present condition of the asset. This was achieved by assigning an asset to one of three condition states outlined in Table 4.1. The condition of each asset rated at 10 m intervals, was then collated into the segment intervals used in the valuation.

Table 4.1: Definitions for condition rating

Rating Visual condition

1 No observed defects, asset looks to be in new or near new condition

2 Functionally sound but there is visual evidence of defects, minor maintenance required In the near future

3 Asset not fit for use, numerous defects present, complete replacement required Immediately

The collected data was also used to complement the asset inventory database. Additional data included the type, length, width or area of specific road asset types. The condition rating was used to estimate the remaining life of the asset for the valuation and may form a reliable basis for the development of a road asset management plan.


- 3 - August 2010


4.3 ValuationThe primary purpose of this project was to value the road assets owned by Hunters Hill Council. The valuation method was adopted from the Australian Infrastructure Financial Management Guidelines (Edition 1.0 2009) published by the Institute of Public Works Engineering Australia. The road assets considered in the valuation are listed below:

pavement surfacing layer

pavement base layer

kerb

" footpath

■ street signs

road structures (islands, speed humps, roundabouts).

The following sections of this report outline each component of the valuation method used by ARRB. The valuation method was implemented in a spreadsheet attached to this report (HH_Valuation V31.xls).

4.3.1 Fair Value & Depreciation

A commonly accepted methodology for the valuation of road assets is to determine the fair value of the assets. This is an accounting method which is used when there is no readily available market price for an asset, as is the case for a council's road assets. The method used to determine fair value is summarised in the steps below:

1. determine replacement cost

2. determine useful life

3. calculate annual depreciation

4. calculate remaining life

5. calculate fair value.

Replacement cost is the product of the size in units (length, area, each) and the unit cost of new construction / purchase of an asset. This gives the accurate value of an asset in perfect or as-new condition.

Useful life is the expected full service life of an asset. An estimate for the useful life for each asset type was determined by an experienced ARRB professional. This chosen value was often the commonly accepted design life of an asset or a logical estimate considering the material and use of the asset. Remaining life is the difference between the full service life and the consumed life. As the age of the assets were not known, the remaining life was estimated from the condition of the asset.

Straight line depreciation was chosen to account for the deterioration of an asset over its useful life. This depreciation method suited well the requirements of the valuation. The annual depreciation of the asset was calculated by dividing the replacement cost by the useful life of the asset. Fair value was calculated as the product of the annual depreciation and the remaining life of the asset.


- 4 - August2010


4.3.2 Unit Rates

Unit rates were provided by Hunters Hill Council. The unit rates represent the cost of new construction, including materials, labour and traffic control, without the user (e.g. lane closure) costs.

In the few cases where unit rates could not be provided, (e.g. for macadam base) estimated unit rates were determined by ARRB. The accuracy of unit rates was particularly important, since the unit rate is the most sensitive parameter in the valuation. The spreadsheet HH_Valuation V31.xls was constructed in such a manner that unit rates may be changed and the valuation is automatically updated. A list of the unit rates used as inputs for the asset valuation is shown in Table 4.2.

Table 4.2: Unit rates for each road asset type

Base

Type Unit Cost ($/m2)

Concrete 120

Macadam 100

Unbound 55

Surface

Type Unit Cost ($/m2)

AC 10 20

AC 14 35

Concrete 0

Signs

Type Unit Cost ($)

Bus stop 200

Large misc. 250

Medium misc. 200

Parking 150

Red octagon 200

School zone 250

Small misc. 150

Street name 150

White rectangle 200

White triangle 200

Yellow circle 200

Yellow diamond 200

Kerb

Type Unit Cost ($/m)

Concrete 60

Sandstone 200

Footpath

Type Unit Cost ($/m)

Concrete 85

Paved 90

Structures

Type Unit Cost ($)

Islarid large 10000

Island medium 6000

Island small 3000

R'bout landscaped 15000

R'bout mountable 10000

Speed hump large 10000

Speed hump small 5000

arQb Commercial in confidence

- 5 - August 2010


4.3.3 Road Information

A detailed list of roads was provided by Hunters Hill Council. During the planning phase of the project the road list was reviewed and adjusted as agreed with the Council. The finalised list can be viewed in the spreadsheet attached to this report (HH_Valuation V31 .xls).

The field survey was carefully planned to cover the full road length with minimal interference with local traffic. The starting locations and direction of roads was chosen before the field survey. This was crucial in locating assets in the video data. ARRB followed a consistent set of rules when determining the prescribed direction of Council roads.

1. Road rules must always be obeyed (e.g. one-way, no entry).

2. If one end of a road is a dead end or cul-de-sac, the end point is at the dead-end or cul-de- sac.

3. If one end of a road intersects a main road, the start point is at the intersection with the main road.

4. Where none of the above rules apply, the start point is at the lowest house number end.

The road network was broken down into smaller segments to improve the accuracy of the valuation. Each segment typically runs from intersection to intersection. This process left many shorter roads with one segment only, however longer roads were broken into several segments. The entire network contains 174 roads in 430 segments.

To complete the valuation, several items of information were assigned to each road segment. The following notes and assumptions refer to columns in the spreadsheet summarising the calculations and data (HH_Valuation V31 .xls):

■ Length - The length of each segment was determined automatically by the Hawkeye Processing Toolkit, based on the reference points (intersections) noted by the survey operator.

■ Width - The average width of each segment was measured during the video data rating process using the ‘measure length’ function in the Hawkeye software.

Main road - 'Yes’ is assigned if a segment of road has traffic count data collected (suggesting at least a significant amount of traffic over that segment) or the segment was deemed to be a main traffic route by ARRB.

■ Concrete road - ‘Yes’ is assigned if a road is clearly concrete by inspection or is known to have a concrete base as provided by the Council.


- 6 - August2010


4.3.4 Pavement Surface

The pavement surface was the asset type rated in the most detail. Three different pavement distresses were rated; cracking (crocodile, longitudinal, transverse), surface defects and patching. The presence of any or all three of these distresses is a valid indicator that a pavement surface has aged.

Each pavement distress rating was converted to a scale between 0 and 100. A rating of 100 represents the best condition. The extent and severity of the pavement distress correspond to a 'deduct' value, an example of the deduct points for cracking are shown in Table 4.3. The deduct value is subtracted from 100 to get an index value.

Table 4.3: Deduct matrix for cracking

Severity Extent

None 1 - <5% 5 - 1 5 % >15%

None 0 0 0 0

< 2 mm (Slight) 0 20 40 70

2 - 5 mm (Moderate) 0 30 70 90

> 5 mm (Extreme) 0 40 80 100

An example calculation for Crackingjndex follows:

Severity =< 2mm, Extent = 0.3 - 5% => Deduct = 20 => Cracking _ index = 80

A pavement condition index.(PCI) is a composite expression which relates three pavement surface distress indices, into one condition value. A road in perfect condition would receive a PCI of 100, the maximum rating. PCI was calculated at every 10 m section of road surface. The formula is a weighted average of the separate pavement distress indices and is shown below in Equation 1.PCI was used to determine the remaining life of the pavement surface, which in turn influenced the fair value of the asset.

PCI = 100-5 * Cracking _ index + 3 * Surface _ Defect _ index +1 * Patching _ index

(1)

The following assumptions about the pavement surface were required in the valuation:

■ Asphalt was the only surface type (concrete was classed as a base type).

Main roads were assigned a 45 mm AC14 surface and local roads a 30 mm AC10 surface.


- 7 - August 2010


4.3.5 Pavement Base

The pavement base is one of the most expensive components of a road and its composition, thickness and condition are the most difficult to assess. There are limited economical methods of determining the type, age and condition of the base, so carefully considered assumptions were required. Based on local knowledge and experience, the following assumptions were used to determine the road base type:

» Roads to the east of Burns Bay Road were assigned a macadam base type. This base type is typical in Sydney suburbs developed before and immediately after WW 1, such as Woolwich and eastern Hunters Hill.

Roads to the west of Burns Bay Road were assigned a 200 mm unbound base type. This base type is typical of more recently built roads.

■ Concrete roads were priced as 120 mm reinforced concrete.

• The road base has a 'perpetual life’ and is assigned initially a condition rating of 100. This reflects the fact that the pavements of local roads were built to a standard that could cater for a significantly larger traffic loading. Though no structural defects were identified during the survey, the base condition was ultimately aligned with the surface rating to express the likely damage during resurfacing and the depreciation of value.

4.3.6 Kerb

The type, length and condition of all kerbs were rated. A condition rating of *1’ was assigned a condition score of 100, a rating of ‘2’ assigned 50 and a rating of ‘3’ assigned 0. The condition of each segment is the average of each 10 m rating across the length of the segment. In the video rating process four different kerb types were noted, in the valuation these were reduced to two kerb types, concrete and sandstone. The length of kerb in each video frame was measured by the rater to the nearest 5 m.

4.3.7 Footpath

The type and length of all footpaths were rated. In the video rating process three different footpath types were noted, in the valuation these were reduced to two footpath types, concrete and paved. The length of footpath in each video frame was measured by the rater, to the nearest 5 m. An approximate condition rating of the footpath was determined taking into account the distance between the cameras and the footpath. A condition rating of 100 has been initially assigned to all footpaths. This rating was adjusted according to the overall condition of the kerb and pavement surfacing.

4.3.8 Street Signs

Each street sign visible from the road was counted (signs facing the counter direction can be .seen in the rear camera) and assigned to one of 12 pre-determined sign types. The condition of the street signs was not rated, as the visual inspection indicated that the overwhelming majority of the signs were in a near new condition. All signs were assigned a condition rating of 100. The results for the valuation of street signs have been grouped by street as opposed to by segment used for most other asset types.


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4.3.9 Road Structures

The type and condition of all road structures were recorded. Each structure was assigned to one of seven predetermined structure types. Some structures were present in multiple frames of the video data. In these cases the structure was treated as several smaller individual structures, which improved the accuracy of the valuation. The results for the valuation of road structure have been grouped by street.

4.4 Quality AssuranceQuality assurance reviews were performed at many stages throughout the project. The quality of the video rating was checked via a review of at least 10% of the network (20 roads). This was to ensure that the rater had interpreted the rating form in an accurate and consistent manner. Upon completion of the video rating process, the raw rated data was checked by the use of filters in Microsoft Excel. This process ensured there was no incomplete data.

5 VALUATION RESULTSThe complete details of the valuation can be found in the provided spreadsheet (HH_Valuation.xls). A summary of the value of each asset type and a total value of the entire network can be seen below.

Table 5.1: Valuation results

Length(m) Area (m2)

ReplacementCost

Annual.Depreciation Fair Value

Surface 53,214 377,870 $9,835,968 $491,798 $6,843,484Base 53,214 391,510 $30,652,480 $663,053 $21,794,447Kerb Left 47,900 $4,332,300 $144,410 $3,589,240Kerb Right 45,950 $3,884,900 $129,497 $3,377,680Footpath Left 36,685 $3,121,375 $104,991 $2,138,468FootpathRight 34,360 $2,916,350 $97,212 $2,103,453Signs $345,800 $0 $345,800Structures $1,221,000 $61,050 $1,122,000EntireNetwork 53,214 391,510 $56,310,173 $1,692,011 $41,314,572

■ The value of the road assets managed by Hunters Hill Council is $51,765,541,314,572.

» The length of the Hunters Hill road network is 53.214 km.

« The surface area of the Hunters Hill road network is 391,510 m2(not including footpath).

• The average Pavement Condition Index of the Hunters Hill road network is 71.44%. This is classed as "good” condition.


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6 DISCUSSiOM

ARRB produced a valuation based on the condition rating and available data. The valuation method was based on the Australian Infrastructure Management Guidelines and adapted to suit the specific needs of this project. This method required knowledge of the expected service life and the remaining service life of the asset. Remaining service life was estimated from the condition determined from the survey results.

Obtaining some of the necessary information would have incurred excessive costs, such as establishing pavement thickness and composition. These parameters were estimated by utilising local knowledge and understanding of current and historical pavement technology. No age data was available for any of the asset classes.

All calculations are provided in a spreadsheet format. The spreadsheet can be updated to account for changes in market costs of materials or labour. The sensitivity of the parameters used in the valuation was checked and found that changes in unit rate or condition would have a minor effect on the overall valuation. For example a 20 % decrease in the condition of all footpaths would cause a 2 % decrease of the overall value of the road network.

The video data collected in the road survey has been made available to the Council. Using the Hawkeye Data Viewing software, the Council has video record of the entire road network. The condition data is presented in electronic format. The rated condition of each asset can be extracted from these spreadsheets by referring to its location. The condition results may be used as an input for a longer term strategic asset management plan based on a detailed life cycle cost analysis.

7 RECOMMENDATIONSThe following recommendations aim at enhancing the Council’s future asset managementactivities:

1. maintain the location referenced road database, which includes the length, width, starting and ending points of all roads

2. complement the database with data stored in other locations such as historical records of the age, composition and thickness of pavements

3. implement a Pavement Management System (PMS) which can provide a structured framework for asset valuation and management.


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1 EXECUTIVE SUMMARY 1.1 Aim The aim of Council’s asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs into the future. Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This road and road related asset plan answers a series of questions; What assets do we have What condition are they in What works are required Do they meet current service requirements Do they meed current legislative requirements Can they meet service requirements into the future Do we need to change our assets Are there other ways of providing assets How do we maintain them. This asset management plan provides Council and the community with an analysis of the current status of Council’s asset base and the future planning for the assets. 1.2 Assets covered by Management Plan Road and Transport assets covered by this Plan include; 69km of urban roads including

- 67 km of local roads - 2km of regional roads

109km kerb & gutter 87km footpaths and cycle-ways 1 bridge 3 retaining walls 40 traffic islands 10 roundabouts 1072m guardrail The land value component of the Roads and Transport assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register.

1.3 Replacement Value of the Assets The estimated replacement value of these assets is:

Asset Group Replacement

Roadway 37,500,000

Kerb & Gutter 6,970,000

Footpath 6,040,000

Traffic Facilities 920,000

Traffic Signs & Lines 345,000

TOTAL 45,741040 1.4 Current Management within Council Road asset management is carried out within the Work & Services Division of Council. Staff involved included: Group Manager, Works Engineer, Works Team, Design Engineer, Asset Engineer. 1.5 Levels of Service Fundamentally, asset management plans include the setting of levels of services for Council. At this stage, levels of service are being developed to support Council’s strategic goals. These goals have been articulated in the Community Strategic Plan, which has been adopted by Council in 2011. Levels of service are intended to; inform the community of the proposed type and standard of service to be

offered. assist with the identification of the costs and benefits of services. provide guidance for current and future services to be offered, the manner of

the service delivery and definition of the specific levels of service which Council wishes to achieve.

Levels of services are based on; strategic and corporate goals legislative requirements availability of resources and financial environment.

1.6 Future Demand This asset management plan takes into account the likely future demands on the assets. The main increase in demand will be through increased population/density which will; increase traffic counts change demographic increase demand for traffic management and parking 1.7 Asset Lifecycle Management

Asset lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enable the useful life to be extended over a considerably longer period than its deterioration curve would indicate. The lifecycle activities undertaken on an asset are: Operations: such as street-sweeping, which have no effect asset

condition, but are necessary to keep the asset appropriately utilised.

Maintenance: such as resurfacing a road, which maintain the asset’s ability

to provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as road pavement stabilisation, which is significant

work, which restores the asset to it’s original condition. Capital Works: such as a new or widened road, which creates a new or

expanded asset. The condition of an asset is assessed and given a rating from excellent to poor, depending on its serviceability and expected residual life. Various strategies can them developed to improve the condition of the asset according to its assessed priority and available finances. The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to footpath works and near schools and retirement villages.

Road and Road Related Conditions Condition: Excellent

Roundabout on Pittwater Road Auburn Street Luke Street Condition: Good

Princes Street Roundabout Condition: Satisfactory

Alexandra Street D’Aram St Woolwich Rd Condition: Worn

Pittwater Road Ferdinand St Alexandra St

5

Condition: Poor

Venus Street Princes St

Toocooya Road 1.8 Financial Planning This asset management plan provides an estimated long term financial plan relating to the operation, maintenance, renewal and new asset expenditure for roads and road related assets. The financial plan is based on the “ideal” expenditure require to keep assets in their current condition or allow for improvement in the overall condition of a group of assets. It is reasonable to assume that as the percentage of this “ideal” decreases to actual expenditure, then the condition of the asset will decrease over time. This is the critical decision for Council = at what point is the actual expenditure leading to acceptable level of service/standard of asset. 1.9 Existing Asset Management Practices of Improvement Program Council is at an early stage in the development of asset management practices. In accordance with the International/Infrastructure Management Manual (IIMM), Council’s practices are of a “basic” level. According, an improvement program has been developed and is included in the body of the plan. The three practice categories are: processes and methodologies information system knowledge and data

6

The successful combination of these practices ensures that the level of service required by the community is provided at the most economical cost. Council, will over time need to determine what level of asset management is practical, affordable and appropriate for its operations. This will be further explained in future asset management plans and in response to their plan.

7

Executive Summary 1.1 Aim The aim of Council’s asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs into the future. Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This stormwater asset plan answers a series of questions;

What assets do we have

What condition are they in

What works are required

Do they meet current service requirements

Do they meed current legislative requirements

Can they meet service requirements into the future

Do we need to change our assets

Are there other ways of providing assets

How do we maintain the assets.

This asset management plan provides Council and the community with an analysis of the current status of Council’s asset base and the future planning for the assets. 1.2 Assets covered by Management Plan Stormwater assets covered by this Plan include;

Pipelines

Pits

Outlets/Culverts/Headwalls

Gross Pollutant Traps

Other environmental

The land value component of the stormwater assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register. 1.3 Replacement Value of the Assets The estimated replacement value of these assets is:

Asset Group Replacement

pits 2,592,000

pipeline network 4,403,000

gross pollutant traps tbc

culverts/outlets/headwall tbc

other environmental tbc

TOTAL $6,995,000 1.4 Current Management within Council Stormwater asset management is carried out within the Work & Services Division of Council. Staff involved included: Group Manager Works & Services, Works Engineer, Works Teams, Design Engineer, Sustainability Officer, Bushland Management Officer and Asset Engineer. 1.5 Levels of Service Fundamentally, asset management plans include the setting of levels of services for Council. At this stage, levels of service are being developed to support Council’s strategic goals. These goals have been articulated in the Community Strategic Plan, which has been adopted by Council in 2011. Levels of service are intended to; inform the community of the proposed type and standard of service to be offered. assist with the identification of the costs and benefits of services. provide guidance for current and future services to be offered, the manner of the

service delivery and definition of the specific levels of service which Council wishes to achieve.

Levels of services are based on; strategic and corporate goals

legislative requirements availability of resources and financial environment. 1.6 Future Demand This asset management plan takes into account the likely future demands on the assets. The main increase in demand will be through; increased population increased community demand for improved environmental outcomes changed demographic increased demand for safe stormwater transportation 1.7 Asset Lifecycle Management

Asset lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enable the useful life to be extended over a considerably longer period than its deterioration curve would indicate. The lifecycle activities undertaken on an asset are: Operations: such as pit cleaning, which have no effect asset condition, but are

necessary to keep the asset appropriately utilised. Maintenance: such as clearing sedimentation ponds, which maintain the asset’s

ability to provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as relining a stormwater pipeline, which is significant work,

which restores the asset to its original condition. Capital Works: such as a new pipeline, which creates a new or expanded asset. The condition of an asset is assessed and given a rating from excellent to poor, depending on its serviceability and expected residual life. Various strategies can then be developed to improve the condition of the asset according to its assessed priority and available finances.

The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to existing stormwater problem areas.

Condition: Excellent Condition: Good Condition:

Satisfactory

Bonnefin Road Cnr Princes & Earl Street Clarkes Point Condition: Worn Condition: Poor

1.8 Financial Planning This asset management plan provides an estimated long-term financial plan relating to the operation, maintenance, renewal and new asset expenditure for stormwater assets. The financial plan is based on the “ideal” expenditure required to keep assets in their current condition or allow for improvement in the overall condition of a group of assets. It is reasonable to assume that as the percentage of this “ideal” decreases to actual expenditure, then the condition of the asset will decrease over time. This is the critical decision for Council: at what point is the actual expenditure leading to acceptable level of service/standard of asset. 1.9 Existing Asset Management Practices of Improvement Program Council is at an early stage in the development of asset management practices. In accordance with the International/Infrastructure Management Manual (IIMM), Council’s practices are of a “basic” level. Accordingly, an improvement program has been developed and is included in the body of the plan. The three practice categories are:

processes and methodologies information system knowledge and data The successful combination of these practices ensures that the level of service required by the community is provided at the most economical cost. Council will, over time, need to determine what level of asset management is practical, affordable and appropriate for its operations. This will be further explained in future asset management plans.

Executive Summary 1.1 Aim The aim of Council’s asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs into the future. Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This buildings asset plan answers a series of questions; What assets do we have What condition are they in What works are required Do they meet current service requirements Do they meed current legislative requirements Can they meet service requirements into the future Do we need to change our assets Are there other ways of providing assets How do we maintain the assets. This asset management plan provides Council and the community with an analysis of the current status of Council’s asset base and the future planning for the assets. 1.2 Assets covered by Management Plan Building assets covered by this Plan are set out in section 1.7 of volume 2 of the SGL Strategic Report. The buildings are: Building Address Use

Council Offices & Works Depot 22 Alexandra St Administration

Early Childhood Health Centre 9 Church St Baby Health Centre

Gladesville Early Childhood Cent 6 Pittwater Rd Baby Health Centre

Hunters Hill Pre-school 9 Church St Childcare Centre

Gladesville Occasional Care 6 Pittwater Rd Childcare Centre

Henley Long-day Care 1a-1b Crown St Childcare Centre

Riverside Pre-school 2a Crown St Childcare Centre

Fairland Hall 14 Church St Multi-purpose

Building Address Use

Gladesville Community Centre 44 Gladesville Rd Multi-purpose

Museum 22 Alexandra St Special use

Henley Cottage Crown St Special use

Hunters Hill Respite Care 42 Gladesville Rd Special use

Gladesville Community Aid 46 Gladesville Rd Special use

Hunters Hill Croquet Club 40 Gladesville Rd Special use

Dwelling 48 Gladesville Rd Special use

Hunters Hill Sailing Club Clarkes Point Reserve Special use

Weil Park Scout Hall Weil Park Special use

The Priory Salter St Special use

10 Cowell St 10 Cowell St Special use

The land value component of the building assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register. 1.3 Replacement Value of the Assets At this stage, replacement values have not been calculated 1.4 Current Management within Council Building asset management is carried out within the Work & Services Division of Council. Staff involved included: Group Manager Works & Services, Manager Community Services, Facilities Manager and work teams 1.5 Levels of Service Fundamentally, asset management plans include the setting of levels of services for Council. At this stage, levels of service are being developed to support Council’s strategic goals. These goals have been articulated in the Community Strategic Plan, which has been adopted by Council in 2011. Levels of service are intended to;

inform the community of the proposed type and standard of service to be offered. assist with the identification of the costs and benefits of services. provide guidance for current and future services to be offered, the manner of the service

delivery and definition of the specific levels of service which Council wishes to achieve. Levels of services are based on; strategic and corporate goals legislative requirements availability of resources and financial environment. 1.6 Future Demand This asset management plan takes into account the likely future demands on the assets. The main increase in demand will; be through increased population changed demographic increased demand for building facilities 1.7 Asset Lifecycle Management

Asset lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enable the useful life to be extended over a considerably longer period than its deterioration curve would indicate. The lifecycle activities undertaken on an asset are: Operations: such as cleaning, which have no effect asset condition, but are

necessary to keep the asset appropriately utilised. Maintenance: such as painting a building, which maintain the asset’s ability to

provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as re-roofing a building, which is significant work, which

restores the asset to its original condition. Capital Works: such as a new building, which creates a new or expanded asset. The condition of an asset is assessed and given a rating from excellent to poor, depending on its serviceability and expected residual life. Various strategies can then be developed to improve the condition of the asset according to its assessed priority and available finances.

The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to buildings with the highest usage. Building Condition: Good

Town Hall

Valentia St Shelter

Building Condition: Satisfactory

Henley Cottage

46 Gladesville Rd

42 Gladesville Rd

Building Condition: Worn

The Priory

Building Condition: Poor

Henley Shed 1.8 Financial Planning This asset management plan provides an estimated long-term financial plan relating to the operation, maintenance, renewal and new asset expenditure for building related assets. The financial plan is based on the “ideal” expenditure required to keep assets in their current condition or allow for improvement in the overall condition of a group of assets. It is reasonable to assume that as the percentage of this “ideal” decreases to actual expenditure, then the condition of the asset will decrease over time. This is the critical decision for Council: at what point is the actual expenditure leading to acceptable level of service/standard of asset. 1.9 Existing Asset Management Practices of Improvement Program Council is at an early stage in the development of asset management practices. In accordance with the International/Infrastructure Management Manual (IIMM), Council’s practices are of a “basic” level. Accordingly, an improvement program has been developed and is included in the body of the plan. The three practice categories are: processes and methodologies information system knowledge and data The successful combination of these practices ensures that the level of service required by the community is provided at the most economical cost. Council will, over time, need to determine what level of asset management is practical, affordable and appropriate for its operations. This will be further explained in future asset management plans.

1

Executive Summary 1.1 Aim The aim of Council’s asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs into the future. Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This parks and recreation asset plan answers a series of questions; What assets do we have What condition are they in What works are required Do they meet current service requirements Do they meed current legislative requirements Can they meet service requirements into the future Do we need to change our assets Are there other ways of providing assets How do we maintain the assets. This asset management plan provides Council and the community with an analysis of the current status of Council’s asset base and the future planning for the assets. 1.2 Assets covered by Management Plan Parks and recreation assets covered by this Plan include;

Sporting grounds Swimming facilities Parks Parks buildings Amenities buildings Crickets wickets BBQs Shelters Seats Boat ramps Playgounds

The land value component of the Roads and Transport assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register. 1.3 Replacement Value of the Assets

2

The estimated replacement value of each asset group are currently being calculated. 1.4 Current Management within Council Parks and recreation asset management is carried out within the Work & Services Division of Council. Staff involved included: Group Manager Works & Services, Parks & Landscape Coordinator, Works Engineer, Works Teams, Design Engineer and Asset Engineer. The Manager Community Services is also involved in planning of recreational facilities. 1.5 Levels of Service Fundamentally, asset management plans include the setting of levels of services for Council. At this stage, levels of service are being developed to support Council’s strategic goals. These goals have been articulated in the Community Strategic Plan, which has been adopted by Council in 2011. Levels of service are intended to; inform the community of the proposed type and standard of service to be

offered. assist with the identification of the costs and benefits of services. provide guidance for current and future services to be offered, the manner of

the service delivery and definition of the specific levels of service which Council wishes to achieve.

Levels of services are based on; strategic and corporate goals legislative requirements availability of resources and financial environment. 1.6 Future Demand This asset management plan takes into account the likely future demands on the assets. The main increase in demand will; follow increased community population changing demographics increased demand for sporting and recreation facilities 1.7 Asset Lifecycle Management

Asset lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state

3

enable the useful life to be extended over a considerably longer period than its deterioration curve would indicate. The lifecycle activities undertaken on an asset are: Operations: such as parks mowing, which have no effect asset condition,

but are necessary to keep the asset appropriately utilised. Maintenance: such as fencing repairs, which maintain the asset’s ability to

provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as sporting field playing surface rehabilitation, which is

significant work, which restores the asset to its original condition.

Capital Works: such as a new amenities building, which creates a new or

expanded asset. The condition of an asset is assessed and given a rating from excellent to poor, depending on its serviceability and expected residual life. Various strategies can then be developed to improve the condition of the asset according to its assessed priority and available finances. The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to highly used playing fields. Condition: Excellent

Shade Shelter, Gladesville Reserve Boronia Park South Playground Gladesvile Reserve Multicourt Condition: Good

4

Weil Park Playground Buffalo Creek Playground BBQ Buffalo Creek Condition: Satisfactory

Harry Shelley Playground Boronia Park North Playground Lower Gladesville Reserve Condition: Fair

Tarban Creek Playground Valentia St Playground Woolwich baths enclosure Condition: Worn

Tarban Creek Picnic Shelter Weil Park Amenities Woolwich Baths Deck

5

1.8 Financial Planning This asset management plan provides an estimated long-term financial plan relating to the operation, maintenance, renewal and new asset expenditure for parks and recreation assets. The financial plan is based on the “ideal” expenditure required to keep assets in their current condition or allow for improvement in the overall condition of a group of assets. It is reasonable to assume that as the percentage of this “ideal” decreases to actual expenditure, then the condition of the asset will decrease over time. This is the critical decision for Council: at what point is the actual expenditure leading to acceptable level of service/standard of asset. 1.9 Existing Asset Management Practices of Improvement Program Council is at an early stage in the development of asset management practices. In accordance with the International/Infrastructure Management Manual (IIMM), Council’s practices are of a “basic” level. Accordingly, an improvement program has been developed and is included in the body of the plan. The three practice categories are: processes and methodologies information system knowledge and data The successful combination of these practices ensures that the level of service required by the community is provided at the most economical cost. Council will, over time, need to determine what level of asset management is practical, affordable and appropriate for its operations. This will be further explained in future asset management plans.

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ess.gov.au.

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SmartForms Case Studies

Local SmartForms

About the agency/participantsThe Local SmartForms initiative was undertaken by a consortium of 41 NSW Councils as part of the 'Red Tape Blueprints' program, funded by the Australian Government's Regulation Reduction Incentive Fund (RRIF).

The program participants, led by Rockdale City Council, represent the full spectrum of NSW Councils - large, small, urban, regional and rural.

Business requirementsSmall business interacts with Councils around a range of licence and regulatory-related issues. For example:

o A café owner wants to offer outdoor dining to customers• A real estate agent is looking for information on a property for a client© A local builder needs to place a waste skip on the footpath at a construction site

However, a range of issues arise when small business is looking to gain a licence or permit, or submit an application:

e Forms vary from Council to Council• Customers need to fill the application out in hard copy, and send in or take to the

Council« Customers are not sure if they've filled the form in correctly, if they need to pay a fee,

or if they even need the permit or license at all

At the end of the day, small business operators were taking time out from doing business to comply with regulations.

The Local SmartForms initiative was instigated mid-way through the RTB program to address these issues, as well as a growing demand from Councils to collaborate on common online form development.

What was done - including implementation issuesThrough a collaborative process, Councils identified a group of forms that could be improved, and which also had the potential to be shared by all Councils in the consortium, and beyond.

The consortium considered the form solutions available, and determined that the Adobe LiveCycle forms offered the best solution:

® PDF is a familiar and flexible format ® Adobe Reader is freely available for customers o Adobe is an accessible, trusted and familiar brand• SmartForm deployments had been proven in Australia (eg Canberra Connect) e Access to the Australian Government Adobe Reader Extended form licenses

business.gov.aus*., Ail \ii'lr;ili:in ( iiî'iT nm fiit liiiliyiixc

T'___________________________ Smar̂ ^ÿ^

A comprehensive, but escalated, analysis and development process followed, with 3 forms prototyped for testing by Councils and customers. A further 19 forms were then developed. This has meant that 47 existing forms in each Council (almost 2000 forms in total) have been refined to just 22 shared forms - an exceptional outcome which will deliver significant efficiency improvements for both customers and Councils.

A requirement for enhanced form delivery and management was also identified, in order to generate the highest benefit from the SmartForm technology. This led to an innovative public- private alliance with Avoka Technologies through the use of their FormCentral service, which leverages the existing Australian Government GovForms service, and makes use of a shared delivery platform, custom developed for NSW Councils.

Benefits to the organisation and its customersThe initiative has been extremely well received.

"This is one of the best projects I've worked on in 35 years of Local Government"Barry Smith, General Manager Hunter's Hill Council, Member of the Local Government Strategic Alliance Network and Chair of the Local SmartForms Governance Group

The initiative has delivered a range of organisational and business benefits to the Councils andtheir small business customers:

• Streamlining of Councils' application processes, making it faster to complete and process applications

• Easier for customers to understand and complete applications, leading to fewer errors in applications

• More convenient - customers can apply online any time• Collaborative program to develop shared forms has led to a shared service with lower

ongoing costs• Cross-Council commonality and the use of data standards, leading to more consistency

and predictability in application and regulatory processes

The forms themselves offer additional benefits:

• Inbuilt validation helps customers complete the form accurately the first time• Dynamic forms only present the questions the customer needs to complete, thereby

making forms appear less intimidating• Efficient to process once submitted—resulting in accelerated processing cycles• Ability for users to save forms on their computer, fill them in anytime, and in future

approve them with digital signatures• Security-rich features to securely capture information for e-business transactions® User-friendly for anyone, including people with vision impairments, to read and use• A unique look for each Council—incorporating logo and colour scheme.

The Local FormCentral shared service platform also offers significant value by allowing Councils to self-manage form configuration and Customers to manage their own profiles for prepopulated forms and submission management

Source of funding for the project(s)The project was funded by the Australian Government's Regulation Reduction Incentive Fund (RRIF), supported by in-kind contributions from the participating Councils.

Challenges and risksThe key challenge for the Local SmartForms initiative was accommodating the range of requirements for the participating Councils, including:

° Branding and 'ownership' of forms• Seeking to improve the processes themselves, not just make existing paper forms into

electronic forms o Urban vs regional variations o Capacity gaps for Councils and customers

The consultative form development process and shared management solution elegantly deals with all of these issues.

The short timeframe also posed a significant challenge, which was mitigated by firm project management and a clearly scheduled specification, prototype, test and release process.

Future developmentsFuture developments include:

e Formation of Local SmartForm user groups » Promotion to Councils and small business userso Extend use of the Local SmartForms on mobile devices, currently being piloted by one

Council for on-site building inspections o Integration with Council back-office systemse Digital signatures in partnership with the Department of Innovation, Industry, Research

and Science VANguard project o Ongoing form enhancements

Program contact names and details

Barry Smith General ManagerHunter's Hill Council and Chair of Local SmartForms Governance Group Tel 02 9879 9400Email [email protected]

SmartForms contact names and détails

For more information visit SmartForms Developer Centre or contact:

For general information:Vince ZilinskasTel 02 6276 1314Email [email protected]

For technical information:Anthony SteveTel 02 6213 6214Email [email protected]

November 2007




© Steplight Pty Ltd Helping communities reduce their ecological footprint | steplight.com.au

Hunter's Hill Council

Water Assessment and Action Plan

Council’s Top 10 Water Sites

FINAL REPORT

July 2011

Prepared by: Steplight Pty Ltd

Contact: [email protected]


Introduction

This report outlines the performance of the highest water consuming properties of

Hunter’s Hill Council. It has been prepared in accordance with the state

government’s water audit guidelines in the ‘Local council guide for Water

Management Plans.’

Summary information

Key developments and outcomes from this report include:

• Water audits of all sites were conducted in March 2011.

• Baseline water consumption data was gathered from Council’s Planet

Footprint data and verified against actual water bills.

• A total 1,500 kilolitres (kL) of usage was unaccounted for at two sites (likely

to be a result of leaks). This equates to over $3,000 in usage charges per year.

• Additional water saving opportunities have been identified which can save

about $1,000 in water usage charges and over 500 kL per year.

List of assessed sites

The assessed sites were chosen in consultation with Council, after a desktop review

of water consumption at all council sites had been completed. The ten sites, in

descending order of annual water consumption (baseline year), are:

1. Boronia Park Oval (Park Rd, Hunters Hill)

2. Riverside Preschool (2 Crown St, Henley)

3. Croquet Club (40 Gladesville Rd, Hunters Hill)

4. Henley Child Care Centre (1 Crown St, Henley)

5. Town Hall and Depot (22 Alexandra St, Hunters Hill)

6. Hunters Hill Preschool (9 Church St, Hunters Hill)

7. Henley Cottage (4 Victoria Rd, Gladesville)

8. Fairland Hall (14 Church St, Hunters Hill)

9. Valentia Street Reserve (Valentia St, Hunters Hill)

10. Community Centre (44 Gladesville Rd, Hunters Hill)


Monitoring water usage

As indicated above, the water savings from fixing existing leaks far exceed the

savings from implementing basic water efficiency measures. The two sites with

major leaks appear to have been in this state for a few years.

Now that clear baselines have been established (in this report), Council should put in

place a procedure to identify and address unusual usage. A quick check (made once

per quarter) against Council’s existing water reporting service is adequate for this

purpose.

Explanation of the measures tables

Some of the actions discussed in each section include the following table to show the

potential costs and savings. Each column of these tables is explained below.

Next steps

On finalisation of this report Steplight will conduct a workshop with key staff

members at Council to communicate the results and discuss the next steps. Broadly

speaking, it is suggested that:

1. A number of cost-‐effective actions be chosen for implementation across a

number of sites (many of the actions recommended in this report apply to

multiple sites). The benefit of choosing these actions over ‘one-‐off’ actions

will be in achieving economies of scale when obtaining quotations for

implementation.

2. Council continues to build upon the information contained in this report and

that provided by other environmental monitoring services. This information

can be used to encourage behaviour change at particular sites, to uncover

problems at sites and to evaluate water performance over the long term.

Hunter’s Hill Council should seek the assistance of qualified trades people when

implementing recommendations contained within this report.


1. Boronia Park Oval

Description

Boronia Park oval is located on Park Road in Hunters Hill. The site has two sport

fields that are regularly irrigated during dry periods (average of five hours per week).

The grand stand is equipped with a kitchen, toilets and showers. The sport fields are

mostly irrigated with bore water that is collected in a 180 kL tank. However, the tank

is topped up with mains water. The toilets are supplied with water from two

rainwater tanks.


Baseline

The baseline year for Boronia Park is financial year 2009/2010. During this period

3,936 kL were consumed at the site. The water usage charges for Boronia Park Oval

in 2009/2010 summed up to $7,693.

Equipment

The pie chart shows that most mains water at Boronia Park is consumed by topping

up the bore water usage for irrigation. This is estimated to be 88% of total usage and

showers at 8% of total usage. Showers and taps at Boronia Park are already

equipped with water efficient fixtures. Additionally, two rainwater tanks supply the

toilets and urinals.

Analysis

Water usage at Boronia Park over the last five years is rather varied. The lowest

consumption occurred during financial year 2005/2006 with 1,255 kL. One year later,

the water use peaked at 5,679 kL, followed by two years of decreasing water

consumption. The baseline year 2009/2010 has the second highest water

consumption of the last five years with 3,936 kL.


Since most of the water at Boronia Park is used for irrigation, it is likely that the

higher usage years have been hotter and dryer during summer. Usage of the bore

water is currently un-‐metered, which makes it difficult to track overall consumption

at the site.

The seasonal usage at Boronia Park indicates that water usage during summer is

significantly higher than during winter. However, the usage during quarter 3 and 4

in 2010 was unusually low. It seems that the summer of 2009/2010 was dry and

more mains water was needed for irrigation. In contrast, the summer of 2010 has

been fairly wet which has led to low usage during the last quarter.


Measures

Install a meter on the bore water supply and mains water top-‐up

At present, the bore water usage is unmetered. This makes it difficult to understand

how much water is actually used for irrigation at the site (and in turn, how much

mains water is being relied upon to top-‐up the bore water tank). Installing a basic

mechanical meter to each supply (and taking a reading every few months) will assist

in assessing usage in the future.

Consider an additional storm water catchment for the bore water tank

The bore water tank is often topped-‐up with mains water. To minimise usage of

mains water for this purpose, stormwater from nearby drains could potentially be

diverted to top-‐up the tank.

Install ‘waterless’ conversions to existing urinals

A number of waterless urinal conversions are now available which significantly

reduce water usage. These devices effectively remove the need to flush by placing a

proprietary ‘cube’ in the urinal and flushing just once per day (which can be

automated or done by the cleaner).

Install toilet flush volume reducers

A very simple, low cost measure to reduce toilet water usage is to displace some of

the water in the cistern. This will reduce every flush by the amount of water

displaced (and can be applied to single or dual-‐flush toilets). A simple plastic pouch

product is available to easily carryout this measure.


2. Riverside Preschool

Description

Riverside Preschool previously shared one

water meter with the Bowling Club next door,

which was also owned by council. However, a

new meter has been installed so the two sites

can be metered separately. The preschool has

a kitchen, toilets, basins and outdoor areas.

Baseline

The baseline year for water consumption at Riverside Preschool is financial year

2009/2010. In this period the Preschool consumed 991 kL at a cost of $1,832.


Equipment

Most of the water consumed at the Riverside Preschool is used in laundry, basins

and kitchen. The dual flush toilets contribute an estimated 24% of the Preschool’s

water usage.

Analysis

The five year usage chart shows that from 2007/2008 to 2009/2010 the water usage

almost doubled to above 1000kL per year. For the last two years the water usage

was higher than during the previous three years.


The seasonal review shows that usage dropped significantly in early 2010. This may

be a result of the site no longer sharing a meter with the bowling club.

Measures

Confirm that the metering changeover has occurred

A newly installed water meter was sighted on the access lane below the preschool.

Council should confirm with Sydney Waster that this is the only meter on this site’s

bill (see hydraulic diagram with meter numbers).





product is available to easily carry out this measure.

Install tap aerators to compatible fittings

All compatible fittings should be fitted with tap aerators to reduce water usage.

Generally, basins only require low flow rates (for hand washing, etc). Tap aerators

are available which limit water flow to just a few litres per minute for basins.

Consider rainwater tank for toilet flushing

If plumbing can easily be retrofitted for this site, water tanks should be installed for

this purpose.


Measures Summary Cost Litres $ Payback

Install aerators to compatible fittings $600 35,000 $70 8.5

Install rainwater tank for toilet flushing $5,000 80,000 $161 31.1


3. Croquet Club

Description

Hunters Hill Croquet Club is located at 40 Gladesville Rd. It has a croquet ground and

small clubhouse used as a meeting place for members. The site has 9 main sprinklers

to irrigate the croquet ground, a kitchen, basins and two single flush toilets. All

fixtures are supplied by one meter.

Baseline

The baseline year for Hunters Hill Croquet Club is financial year 2009/2010. During

this period the site used 902 kL of water. The water usage charges summed up to

$2,003 over this period.


Equipment

As expected, most of the water at Hunters Hill Croquet Club is consumed by

irrigation. Each of the nine sprinklers use about 80 litres of water per minute. With

an average usage of 30 minutes per day, the sprinklers irrigate an average of 2,400

litres per day, when used. Single flush toilets and the kitchen make up the remaining

usage.

Analysis

The five year usage shows that the baseline year 2009/2010 had the highest water

consumption with about 900 kL. During the four previous years consumption has

remained fairly stable between 680 and 780 kL.


The seasonal water usage shows highly varied usage over the past two years. This is

most likely explained by the irrigation requirements being linked to weather patterns

and how often members are using the site.

Measures

Install rainwater tank – consider harvesting from neighbouring properties

Rainwater collection off the roof of the croquet club alone would be around 150 kL

per year. Installing a large below ground tank between the clubhouse and croquet

ground would enable the storage and use of this water.

Council owns several properties in a row on Gladesville Road. Although they all have

their own water requirements, those of the Croquet Club are by far the highest.

Harvesting rainwater from the roofs of neighbouring properties into a large storage

tank (at the rear of number 40 and 42) could greatly reduce this site’s dependence

on mains water.

Replace single with dual flush toilets

Replacing the single flush toilets at this site will reduce water usage. Retrofit options

are available, but the best option will be to replace the entire unit. Water savings of

up to 25 kL per toilet per year can be expected.












Install dual flush toilets $800 15,000 $30 26.5

Install water efficient taps / aerators $200 7,500 $15 13.3

Install large rainwater tank for irrigation $10,000 146,000 $293 34.1


4. Henley Child Care Centre

Description

Henley Child Care Centre occupies both

1A and 1B Crown St. These sites are

serviced by one Sydney Water property

number with two meters. One of the

meters is no longer in use.

Baseline

The baseline year for the Child Care Centre is financial year 2009/2010. During this

period 850 kL were consumed which resulted in water usage charge of $1,733.


Equipment

The pie chart shows that most of the water usage at the Child Care Centre is

consumed by laundry, basins and kitchen. The dual flush toilets account for roughly

36% of the site’s water usage. There is only one shower in Crown Street 1A that is

rarely used.

Analysis

The five year water usage shows that in 2007/2008 and 2008/2009 the water usage

was significantly lower than previous years. In 2008/2009 the usage reached a five

year low with 588 kL. However, in the baseline year 2009/2010 the water

consumption returned to a higher level of 850 kL.


The seasonal usage at Henley Child Care indicates slightly higher water consumption

during the summer months.

Measures













5. Town Hall and Depot

Description

The Town Hall and Works Depot are supplied

under one Sydney Water property number and

associated water meter.

Water consuming facilities at the Town Hall

include toilets (office, hall and depot), two

kitchens, several basins, showers and a water

hose in the depot area.

Baseline

The baseline year for the Town Hall is financial year 2009/2010. During this period

696 kilo-‐litres (kL) were consumed at the Town Hall and works depot. Based on this

usage, water charges summed up to $1,388.


A comparison of the last five years shows that since 2007/2008 the water

consumption at the Town Hall has decreased substantially. 2007/2008 was the

highest usage year in the past five years with 1449 kL. The baseline year was the

lowest usage year in the past five years. The steady decrease in consumption is likely

a result of increased rainwater usage, particularly at the depot.

Equipment

The pie chart shows that most mains water consumption at the Town Hall is

consumed by basins, kitchen and showers.


Analysis

The chart below shows a typical weekly water usage profile at the Town Hall site. In

this case the daily water usage varies from 200 litres on weekends to 1700 litres on

Tuesday and Wednesday. The profile indicates no unusual water usage or leaks.

Looking at the data from Tuesday the 22nd of March in more detail shows what times

most of the water is consumed. The first peak occurs between 8am and 10am

(sustained consumption of about 13 L/min). The second peak occurs at lunchtime

between 12.30pm and 1.30pm with sustained usage of up to 15 L/min.


The seasonal water usage of the Town Hall site in calendar year 2009 and 2010

shows that in 2009 more water was used during the summer months. However, this

pattern was not repeated in 2010. Water usage in 2010 was consistently lower than

in 2009. From April to June the usage was highest at 160 kL and the lowest usage

occurred during the last quarter with 96 kL.

Measures

Install ‘waterless’ conversions to existing urinals





Install low flow showerheads (6 L/min)

The showerheads used may already be relatively efficient (exact measurements

were not taken). However, even regular ‘efficient’ showerhead (9 L/min) can now be

replaced with innovative new designs, which use 6 L/min, or less. These devices

usually achieve this reduction by aerating the water flow.

Consider push-‐button timers on the showers

In addition to the above measure, push-‐button timers could be considered to further

reduce water consumption. These typically set a time limit for showers. Generally

this measure is only worthwhile if shower usage is currently thought to be excessive.







Consider low flow ‘mixer’ style taps

Mixer style taps can be less prone to leaks and are also available in low flow-‐rate

designs. These should be considered when upgrading or repairing the tap hardware.






Install shower timers $1,500 20,000 $40 37.3

Install water efficient taps / aerators $1,600 45,000 $90 17.7

Install waterless urinal system $1,000 40,000 $80 12.4


6. Hunters Hill Preschool

Description

Hunters Hill Preschool has basins, a kitchen, a

shower and several single flush toilets. The toilets

are supplied by two separate sets of rainwater

tanks. The basins, kitchen and showers are

supplied from one water meter.

Baseline

The baseline year for Hunters Hill Preschool is financial year 2009/2010. During this

period the Preschool consumed 430 kL of water and incurred $1,482 in usage

charges.


Equipment

Most of the water usage at Hunters Hill Preschool is consumed by the toilets.

However, the toilets are supplied by a mix of rainwater and mains water (note:

toilets only connected to rainwater supply in 2011). Laundry, basins and kitchen

account for the remaining amount that forms the majority of mains water usage. The

shower is not used regularly.

Analysis

The five year water usage chart shows an irregular pattern, with an overall

downward trend. The highest water usage in the last five years was financial year

2005/2006 with 550 kL. 2008/2009 had the lowest water consumption with 230 kL.

During the baseline year the water usage has been comparably high again with 430

kL.


The seasonal water usage shows that consumption is quite varied throughout the

year. The low usage at the beginning of each year is explained by the site being

largely unoccupied for this time (it is closed over the main school holiday periods).

Measures


Replacing the single flush toilets at this site will greatly reduce water usage. Retrofit

options are available, but the best option will be to replace the entire unit. Water

savings of up to 25 kL per toilet per year can be expected.













Install dual flush toilets $2,100 36,500 $73 28.6


7. Henley Cottage

Description

The Henley Cottage has a kitchen for the staff,

toilets and basins as water consuming

appliances.

Baseline

The available information for water usage at Henley Cottage is limited as no Planet

Footprint data is available. Water consumption information was obtained directly

from recent bills. In 2010 the water usage was approximately 306 kL and water

usage charges were $616.


Equipment

The pie chart shows that most water at Henley Cottage is from the single flush

toilets.

Analysis

Five year consumption history is not available for Henley Cottage. The usage history

during calendar year 2010 shows that the water consumption has been fairly stable

throughout the year with between 60 and 90 kL per quarter.


Measures


Replacing the single flush toilets at this site will greatly reduce water usage. Retrofit

options are available, but the best option will be to replace the entire unit. Water

saving of up to 25 kL per toilet per year can be expected.

Install ‘waterless’ conversions to existing urinal


















8. Fairland Hall

Description

Fairland Hall is used by community groups for

various purposes. It has a kitchen and

bathrooms. Our analysis indicates a large portion

of usage is unaccounted for, which may be a

result of a leak at the site.

Baseline

The baseline year for Fairland Hall is financial year 2005/2006. We have chosen this

year because it is the last year during which water usage at this site was ‘as

expected.’ During this year 230 kL were consumed and water usage charges of $276

accumulated.


Equipment

Fairland Hall is equipped with two single flush toilets, one urinal and three basins.

The pie chart shows that the basins and kitchen account for slightly more usage than

the single flush toilets. However, for this size site, water consumption seems far too

high. We estimate that approximately 79% of water usage at Fairland Hall is

unaccounted for (for the period 2009/2010).

Analysis

The five year usage history of Fairland Hall shows that water usage increased

significantly over the past five years. In the baseline year the consumption was at

230 kL per year. This number increased over the next years to almost 1,600 kL in

financial year 2009/2010. Unless usage of this site has changed significantly, it is

highly likely that there is a leak at the site.


During 2009 the water consumption at Fairland Hall increased steadily. In 2010

usage decreased. However, a consumption of 308 kL in the last quarter of 2010 still

seems too high for this site. An active leak of approximately 500 litres per day was

observed during the site assessment (estimated from direct meter readings over a

short period of time).

For comparison, during the last quarter of 2010 the water usage at Fairland Hall was

three times higher than at the Town Hall for the same period.

Measures

Identify and address the major unaccounted for usage

The biggest water saving at this site will come from fixing the likely leak described

above.


Replacing the two single flush toilets at this site will greatly reduce water usage.

Retrofit options are available, but the best option will be to replace the entire unit.

Water saving of up to 25 kL per toilet per year can be expected.




















9. Valentia Street Reserve

Description

The Valentia Street Reserve is

located at the Woolwich

ferry wharf. Mains water is

used in the amenities block,

which contains toilets and

basins.

Baseline

The baseline year for Valentia Street Reserve is financial year 2007/2008. This year

has been chosen because it is the first year before a series of leaks seem to have

caused consumption to double (see load analysis next page). During the baseline

period, 192 kL were used at this site, which generated usage charges of $257.


Equipment

There are two bathrooms in the amenities block. One contains a toilet, urinal and

basin, with the other containing a toilet and basin. The load analysis below shows

that the biggest water user is a series of leaks: minor leaks were observed in the

urinal, one toilet and one basin.

Analysis

The five-‐year usage shows a constant increase in water usage at the Valentia Street

Reserve. This is due to leaks in both a toilet and the urinal at the site. The yearly

water consumption was previously around 200 kL. Since then, the usage has doubled

and may continue to rise if the leaks are not fixed.


Seasonal water usage at Valentia Street Reserve is shown below. It shows a gradual

increase through 2009 and stable usage in 2010.

Measures

Fix the minor leaks in toilet, urinal and basin

The biggest water saving at this site will come from fixing the leaks described above.

Install a rainwater tank for toilet flushing

The amenities block is a stand-‐alone structure with a reasonable roof catchment. A

several thousand litre slim-‐line tank could be installed alongside the building for

toilet flushing.









Install rainwater tank $4,000 65,000 $131 30.6


10. Community Centre

Description

The Community Centre at 44 Gladesville Road is used by a number

of community groups. This includes usage of the common kitchen

and a separate kitchen for meals on wheels. Apart from the

kitchens, the Centre’s main water using fixtures are toilets and

basins.

Baseline

The baseline year for the Community Centre is financial year 2009/2010. During this

period 135 kL were consumed at the site. The water usage charge for the

Community Centre in 2009/2010 summed up to $271.


Equipment

The pie chart shows that most water at the Community Centre is consumed in the

kitchen and basins. The single flush toilets account for a higher percentage of

consumption than the dual flush toilets.

Analysis

The five-‐year usage at the Community Centre shows a significant spike during

financial year 2006/2007 with 1,142 kL. This was most probably caused by a leak.

Over the following years usage has decreased and levelled off at around 130 kL per

year. The baseline year had slightly higher water usage than the previous year.


In the last two quarters of 2010 the water usage was higher than in the preceding six

quarters. Comparing the beginning of 2009 with the last quarter of 2010, the water

usage has almost doubled. The water usage at the Community Centre is proportional

to how many people are using the site. The increased consumption is therefore likely

to be a result of increased usage of the site in general.

Measures


Replacing the two single flush toilets at this site will greatly reduce water usage as

they currently account for over one-‐third of water usage. Retrofit options are

available, but the best option will be to replace the entire unit. Water saving of up to

25 kL per toilet per year can be expected.

















Install dual flush toilets $1,000 14,600 $29 34.1


- 1 -

- 2 -

CONTENTS

PART 1

Purpose 3

Background 3

Target audience 3

The Existing Rating Structure 4

The Proposed Rating Structure 4

Impacts & Challenges 5

Objectives 6

Budget 6

Resources 6

PART 2

Communication Tools 8

Community Awareness Campaign Timetable 9 Review 10

- 3 -

PURPOSE The key purpose of this community awareness campaign is to inform residents, and seek their approval or non-approval to extend existing rate levies, and apply for a special variation to general income. Other subsidiary purposes to this community awareness campaign include:

identification of key stakeholders

improvement of Council’s communication flow with the community

transparency of information regarding Council’s finances, and

compliance with legislative framework and timelines. BACKGROUND During the process of completing the new mandatory reporting framework introduced by the State Government, which included prioritising the community’s needs and expectations, Council discovered that to meet current asset and service standards an extension of existing rating levies and a special variation to general income will be required. This need has arisen from rising costs, and cost shifting from other levels of government, including the 50% increase in costs for street lighting and the increase of the Fire Brigade Levy. To meet service standards and the increasing costs of infrastructure maintenance and renewal, Council will need to ask its community for their approval, or non-approval, to apply for an extension of existing levies and a special variation to general income. The alternative strategy to this is to reduce services and service levels. This is an option that Council does not believe is desirable. TARGET AUDIENCE Target audiences for this community awareness campaign include both residential and business ratepayers. A separate mailout including information and a survey will need to be undertaken to those ratepayers who live outside the Hunters Hill local government area (LGA).

- 4 -

THE EXISTING RATING STRUCTURE Residents will be reminded/advised of the existing situation in regards to rate levies, which is:

Local Loan No. 1 Special Rate

This Special Rate is levied on ALL rateable properties within the Hunter's Hill Council Local Government Area, regardless of the category.

The income raised from this Special Rate provides funds to meet costs associated with land acquisition, seawall repairs, heritage and environmental projects.

Local Loan No. 2 Special Rate

The income raised by the levy of Special Rate Local Loan No. 2 assists with costs associated with the compulsory acquisition of land. This special rate is applicable to all rateable properties.

Environmental Levy

This Special Rate will provide funding for an environmental sustainability program, and is also applicable to all rateable properties.

Community Facilities Asset Infrastructure

To provide sufficient revenue to fund a program of works for maintaining community buildings and community facilities and is also applicable to all rateable properties.

THE PROPOSED RATING STRUCTURE The proposed rating structure will consist of:

1. A continuation of existing Special Rates and Levies, for the purpose of funding infrastructure, capital works and asset maintenance.

2. A Special General Rate increase to catch up recurrent costs incurred for statutory charges such as street lighting, electricity, water, fire brigade levy, superannuation and provision of emergency services.

Continuing the Special Rates and Levies will not create any additional costs for ratepayers over and above what they currently pay. These rates will increase annually by the amount allowed by IPART and will continue to be expended only on those purposes specifically identified.

All the special rates and levies are time-limited to ensure that programs are effective, provide value for money and are reviewed on a regular basis A special general increase will apply to all residential and business ratepayers over and above the continuation of the special rates and levies and will result in an additional cost to ratepayers. All special rates and levies and the special general rate increase will apply to all rateable properties.

- 5 -

IMPACTS AND CHALLENGES It is already becoming obvious that unless Council is able to expand its revenue base, whether by increasing its income from general rates, or from other fees and charges, it may not be able to continue to meet its statutory commitments in respect of its infrastructure asset maintenance and ordinary services.

The cumulative impact of the continuation of rate pegging, ever increasing State controlled and imposed obligatory costs for electricity, water, street lighting and the provision of emergency services has severely impacted on us and if Council wishes to hold existing service levels, provide a reasonable capital works and asset replacement program and fund an environmental protection program then its overall revenue base must be increased to a level that is able to sustain such an approach.

On a cash basis Council has been able to achieve a small surplus each year however, when depreciation of assets is factored in this becomes a deficit and this deficit will continue to grow unless funds are provided to reasonably maintain, repair or replace assets such as roads, seawalls and community buildings.

Council has adopted and is developing a number of alternate strategies and revenue opportunities and a number of these will be included in the Long term Financial Plan.

A commitment to these strategies, backed by sound financial discipline and adherence to adopted financial objectives will enable Council to remain a sustainable and vibrant local government entity that is able to meet the needs of its community.

The most obvious impact on ratepayers in terms of this proposal will be the financial impact. If residents’ support an extension of the levies and the new rate increase, they will be impacted upon financially.

If, however, ratepayers do not support the levy extensions and general income increase they will be impacted on in terms of a deterioration in assets, infrastructure, and service standards.

In most instances it is important to consider that the pros of this campaign will generally far outweigh the negatives. By providing information to the community and asking the community for feedback, Council will be taking an active and considered approach to a proposed rate increase.

Should residents not be able to grasp the complexity of the rating scenarios, and at the same time be influenced by negative media that may be circulated, and/or have their views shaped by narrow concerns, this will in turn impact on the overall Community Awareness Campaign.

To overcome these challenges Council will:

provide information about the issues to be considered to the community in a simple plain English format

actively invite the community to participate in this process

consider and act on community decisions

report outcomes of the process back to all of those involved, and

take an active and interested approach in the thoughts and opinions of the community.

- 6 -

OBJECTIVES The objectives of this Community Awareness Campaign are very clear:

to determine residents’ support or non-support for an extension of existing levies and a special rate increase

to report Council’s findings back to the community

to report findings to Councillors

to report Council’s findings to IPART, and

to apply, or not apply, for an extension of existing levies and a special rate increase based on community support or non-support.

BUDGET FOR THIS CAMPAIGN The following budget is a draft and may change accordingly as the campaign progresses. Item (Phase 1) Details Cost Rate information flyer Design

Printed by Galloping Press Letterbox delivery service

$460 $1,700.00 $790.00

400 telephone surveys IRIS Consulting to undertake $9,800 Newspaper advertisement Ad in TWT $520.00 Item (Phase 3) Details Cost Rating Rate Info brochure Design

Print Distribution (inc postage)

$560 $1,700 $3200

Newspaper advertisement Ad in TWT X 3 ($940 ea) $2820 $20,760

RESOURCES NEEDED The following resources and facilities are needed to successfully run this communication campaign. Facilities needed:

Town Hall to run community forum

Gladesville Library to host a return of survey/comments ‘booth’ Resources needed, including staff and contractors:

The Senior Management Team will be needed for all technical advice.

The IT Department will be needed to post online information and surveys, including the GM’s explanatory video.

- 7 -

The Finance Department will be providing constant guidance and advice throughout the campaign.

A graphic designer will be contracted to device the ‘look’ of the campaign, including all printed material. This will allow residents to ‘recognise’ information over the forthcoming months.

A letterbox distribution company will be needed to deliver information/surveys to every letterbox in the municipality.

- 8 -

PART 2 COMMUNICATION TOOLS The following communication tools and Community Awareness Campaign table identify the methods that Hunter’s Hill Council will use to communicate and engage with residents. The tools can be interchangeable, and the timeline may need to be adjusted as the campaign moves forward, however this does give Council a strong footprint in which to consult with residents. The community awareness campaign on the next page provides a clear framework that outlines actions, timelines and the department/person responsible. The table is divided into the three key phases of the campaign. The table below lists the communication ‘tools’ that will be used to inform and engage residents of Hunters Hill. Impact

Phase 1 November – December 2011

Phase 2 December 2011

Phase 3 January - February 2012

This is a high impact project

Councillors

Workshop Media release to print

& radio Explanatory

newsletter to ratepayers and residents (those who live outside LGA)

Online Fact sheet E mail information

line Web site - will hold

majority of information

Telephone survey

Delivery Program/

Operational Plan available online – feedback system

Pamphlets and explanatory brochures

Telephone/online feedback line

Hard copy surveys available at Customer Service

Feedback boxes available at Council’s Customer Service Centre and Gladesville Library

Redistribute to

residents rating scenarios info brochure

Councillors Workshop

Community workshops/ forums

Complaint handling and feedback system via online and telephone services

Focus groups

9

COMMUNITY AWARENESS CAMPAIGN AND KEY DATES

Phase 1

Responsible

To be completed by

Phase 2

Responsible

To be completed by

Phase 3

Responsible

To be completed by

Councillors Workshop: 1. Rate increase options 2. Phone survey application process

General Manager

07/11/2011 COMPLETED

Feedback/ comment boxes available at Council’s Customer Service Centre (CSC)

Community Relations 12/2/2012 COMPLETED

Distribute rating scenarios fact sheet & supporting information

Community Relations


Rate information brochure to be letterbox dropped to every household/business in the LGA and mailed to residents living outside LGA

Community Relations


Computer set up at CSC to enable residents to read SRV information and complete an online survey

Community Relations IT

12/12/2012 NOT AVAILABLE

Councillor Workshop Telephone surveys Survey results

General Manager IRIS IRIS

04/02/2012 COMPLETED 08/02/2012 COMPLETED 13/02/2012 COMPLETED

Mayors Column

Community Relations 21/11/2011 TO BE COMPLETED

Hard copy surveys to be available at Council’s Customer Service Centre and the Gladesville Library

Community Relations


Advertisement in local papers for both forums

Community Relations 25/01/2012 COMPLETED

Council web site information: 1. Explanatory video 2. Online fact sheet 3. Online survey 4. Asset Management Plan

General Manager/ IT Department/ Community Relations/ Works & Services


Notify IPART of intention to apply for a special rate increase if survey results warrant progression

General Manager


Community workshop/ Forum x 2

General Manager 08/02/2012 12/02/2012 COMPLETED

Communication Strategy

Media Release

Community Relations


Delivery/ Operational Plan to go on public exhibition – copies available at Customer Service and Gladesville Library

General Manager Community Relations

12/2/2012 COMPLETED

10

Phase 1

Responsible

To be completed by

Phase 2

Responsible

To be completed by

Phase 3

Responsible

To be completed by

Formal resolution to forward application for SRV Prepare SRV application based on compilation results

Corporate Governance General Manager

20/02/2012 COMPLETED 21/02/2012 COMPLETED

Advertisement in local media

Community Relations

22/02/12 COMPLETED

Submission of SRV to IPART

General Manager Corporate Governance/ Community Relations


This document can be adjusted as the campaign progresses to include the outcomes of each phase

11

REVIEW Council will review the community awareness campaign at the conclusion of each phase. In reviewing each stage Council will determine whether the purpose of the strategy was reached, in other words did Council meet its goals. Council will note any obstacles that were faced throughout the project as they may have some bearing on overall result of the campaign.

Documents

Attachments - IPART · street signs road structures (islands, speed humps, roundabouts) line-marking road furniture (bus shelters, bins, fences). The primary function of the video