DRAFT Oberon CSP 2014€¦ · Draft Workforce Management Plan May 2014 51 – 76 6. Draft Road Asset Management Plan May 2014 77 – 180 7. Draft Delivery Program 2014/2015 181 –

DRAFT Oberon Community Strategic Plan 2014

Index Page No

1. Draft Oberon Community Strategic Plan 2014 1 – 30

2. Draft Community Engagement Strategy May 2014 31 - 36

3. Draft Resourcing Strategy 2014/2015 37 - 42

a. List of Donations (proposed) 43

b. Capital Expenditure (proposed) 44

4. Draft Long Term Financial Plan 2014/15 to 2023/24 45 – 50

5. Draft Workforce Management Plan May 2014 51 – 76

6. Draft Road Asset Management Plan May 2014 77 – 180

7. Draft Delivery Program 2014/2015 181 – 201

8. Draft Operational Plan 2014/2015 202 – 205

9. Draft Schedule of Fees & Charges 2014/2015 206 – 235

10. FEEDBACK SHEET / SUBMISSION FORM 236 - 237

DRAFT Oberon Community Strategic Plan 2014

This QR Code is linked to Oberon Council’s website www.oberon.nsw.gov.au

DRAFT Oberon Community Strategic Plan 2014 2


OBERON AND OUR COMMUNITY- A DEFINITION In this document OBERON is used to refer to the whole Local Government Area (LGA). The terms ‘our’ and ‘community’ include all those who live in the town, villages and rural communities of the Shire, those who own property here, do business here or visit. CONTENTS Page

OBERON AND OUR COMMUNITY – A DEFINITION 3

INTRODUCTION 4

MAP of OBERON LGA 5

OUR PRESENT SITUATION – Overview of Oberon LGA 6

THE BUILDING BLOCKS OF OUR FUTURE – our strengths and challenges 7

INTEGRATED PLANNING and REPORTING FRAMEWORK 8

THE RESOURCING STRATEGY 9

THE DELIVERY PROGRAM and OPERATIONAL PLANS 9

THE ANNUAL REPORT 9

INTEGRATION – CSP and other PROGRAMS, PLANS and REPORTS 10

HOW THE CSP IS ORGANISED 11

THE ROLE OF OBERON COUNCIL 11

OBERON 2025 - OUR PREFERRED FUTURE – Vision Statement 12

VALUES TO GUIDE OUR CHOICE AND BEHAVIOUR – Values Statement 12

FUTURE DIRECTIONS 13

FUTURE DIRECTIONS AND STRATEGIC OUTCOMES 13

1. OUR COMMUNITY 14

2. BASIC SERVICES 16

3. ECONOMIC PROSPERITY 18

4. RESPONSIVE and CARING 20

5. OPEN COMMUNICATION 22

6. NATURAL ENVIRONMENT 24

LINKAGES 26

PRINCIPLES OF SOCIAL JUSTICE AND SUSTAINABILITY 26

THE QUADRUPLE BOTTOM LINE 26

NSW STATE PLAN 28

COMMUNITY ENGAGEMENT 30

PUBLIC EXHIBITION 30


INTRODUCTION Our first COMMUNITY STRATEGIC PLAN (CSP) for the Oberon LGA was developed in 2012 and the Oberon CSP 2013 was a review conducted by the current Oberon Council, which was elected in September 2012 for a four year term. The DRAFT Oberon CSP 2014 is a further review and is on formal Public Exhibition from Monday 26 May to Monday 23 June 2014. Council will hold an Extraordinary Meeting on Thursday 26 June to consider Written Submissions. The Elected Councillors are:

John McMahon, Mayor (re-elected in September 2013)

Kerry Gibbons, Deputy Mayor (re-elected in September 2013)

Ian Doney

Jill Evans

Neil Francis

Samantha Lord

Clive McCarthy

John Morgan

Kathy Sajowitz

The Mayor and Deputy Mayor is elected each September for the next 12 months. For more details on the workings of Council, including Business Papers and Minutes please visit the Website for Oberon Council: www.oberon.nsw.gov.au OR scan with a “smart phone” or similar device

The CSP is for ALL the people of our area and provides a direction for enhancing community and social wellbeing. The Plan looks at groups within our community who need additional support particularly the Aged and Youth. However it takes a whole of community approach to improve community and social wellbeing. The CSP highlights community and social priorities based on consultation with our community, and gives us strategies to work together in achieving these priorities. Please review this document and consider how your group or organisation, or how you as an individual can contribute to making a difference to our community.



OUR PRESENT SITUATION – Overview of Oberon LGA The information in this overview has been sourced from the 2011 census data, which is the most recently published information by the Australian Bureau of Statistics.

AT A GLANCE The Oberon Local Government Area (LGA) is located adjacent to the Blue Mountains of New South Wales on the Great Dividing Range, 196 km west (two-hour drive) of Sydney. Much of the area is considered to be sub-alpine with the Oberon township 1,113 metres above sea level.

Our LGA neighbours are Bathurst Regional, Blue Mountains City, Upper Lachlan Shire, Lithgow City and Wollondilly Shire. Within our LGA is the town of Oberon and the villages of Black Springs, Burraga, Edith, Mount David, O’Connell, and Shooters Hill. Jenolan Caves is also in our LGA.

The total land area of the LGA is 3660 square km. This area includes the Kanangra-Boyd National Park, which is approximately 180,000 hectares, and the Jenolan Caves Reserve which is World Heritage listed and a major attraction for visitors to the area.

The population of the LGA at the 2011 census was 5,138 with 54.2% males and 45.8% females. The percentage of Indigenous persons was 3.0% compared with 2.5% for Australia. 84.6% of persons living in Oberon were born in Australia with English spoken by 89.5% of persons compared to 72.5% in NSW. INDEPENDENT LOCAL GOVERNMENT REVIEW PANEL (the Panel) At the time of finalising the DRAFT Oberon CSP 2014 the final report of the Panel had been released by the former Minister for Local Government, Don Page MP. The Oberon Council response to the final report included opposition to forced amalgamations or mergers and to again suggest boundary adjustments to include in the Oberon Local Government Area (LGA) parts of Bathurst Regional Council and Lithgow City Council, which can be better serviced by Oberon Council and therefore provide further economies of scale to improve the sustainability of all 3 LGA’s. This decision was first made in May 2013 and Oberon Council has actively participated in discussions with our neighbouring Council’s and also Blayney Shire Council regarding the Upper Macquarie County Council (our local Weeds Authority with the other three Councils). See Council’s website for updated information – www.oberon.nsw.gov.au


THE BUILDING BLOCKS OF OUR FUTURE - our strengths and challenges One of the key advantages of living in Oberon is its location on the Tablelands Way and its close proximity to the larger cities of Sydney, Canberra and the regional centre of Bathurst. Oberon enjoys a temperate climate of four distinct seasons. These seasons not only provide scenic beauty but also deliver a rich and diverse range of agricultural produce and products. There are many value adding opportunities that could be explored and developed and also used to build the reputation of the area’s productive landscapes. Although Oberon is connected to other centres, the road network in places, does not adequately meet the needs of industry. Both residents and visitors to the area also use the road network. This potential conflict needs to be understood and where possible managed to assist both safety and efficiency. The new digital communications throughout the area are not adequate to maintain connections to each other and the rest of the world. The lack of fast, reliable internet connection is a significant barrier to attracting professionals and others to this desirable ‘tree-change’ destination. The town, villages and rural communities are spread throughout a beautiful landscape of rolling hills and tablelands. Here there is the potential to live a life that is genuine, relaxed and invigorating. Community spirit is strong and caring and there is a tradition of helping each other in times of need. Newcomers to the area however, sometimes feel resented. This is a tension between continuing to do things as they have always been done and new perspectives and ways of doing things. New people will come to the area and they have different ideas. Our communities need to work towards being welcoming and tolerant. The community is proud of its health and education assets. There are some services that can only be accessed in larger regional centres. Whilst there is an understanding and acceptance of the relationship between population and economies of scale, the community is keen to maintain and improve the services they have. There is concern over being able to grow old in the community. The development of aged care facilities will, to some extent address this concern, but successful ageing means being able to remain fit and healthy, living in your own home in your own community, for as long as is possible. Oberon Council welcomes the commitment of Columbia Homes in constructing a 66 bed Aged Care Facility prosed to be completed in August 2014. There is a full range of sport and recreation facilities. An integrated sport and recreation centre will provide a hub for programs and activities. Access to the swimming pool during summer months, regardless of weather, needs to involve further community consultation. Oberon Shire is home to the iconic Jenolan Caves. The area enjoys a broad range of events that also attract visitors to the area. However we do not want to lose the relaxed rural environment and pace of living we now enjoy. Opportunities and facilities to help young people fully reach their potential and engage in community life need to be provided.


INTEGRATED PLANNING & REPORTING FRAMEWORK

OBERON 2025 - MAKING OUR FUTURE TOGETHER was the working title” for the community consultations that helped in preparing our first DRAFT CSP document in 2012. From the start of this process we engaged our community to help create the picture of what the community wanted the Oberon Shire LGA to be like in the future. In the initial community consultation process we sought to determine: a description of the preferred future a description of the values guiding our choices and how we will work together an outline of the strategic outcomes to achieve the preferred future a long-term focus for decision making and resource allocation – including long term

financial planning, workforce management planning and asset management planning to provide a basis for measuring our progress opportunities for community participation in decision making ways to address social, economic, environmental and civic leadership issues.


THE RESOURCING STRATEGY The initial CSP documents plus the further revisions in 2013 and 2014, provide a mechanism for expressing long-term community priorities. However, these will not be achieved without sufficient resources – time, money, assets and people. The RESOURCING STRATEGY consists of three components: Long Term Financial Planning - financial modeling and 10 year plan

Workforce Management Planning - organisational capability, with a 4 year plan

Asset Management Planning - asset strategy, with a 10 year plan

The RESOURCING STRATEGY highlights responsibility for issues and directions to be achieved with only some issues the responsibility of Oberon Council. Other issues are the responsibility of the other levels of Government, whilst others require input and action from community groups or individuals. THE DELIVERY PROGRAM and OPERATIONAL PLAN The DELIVERY PROGRAM is developed for each elected term of Council. The four year Program that sets out ACTIONS across the full range of Council’s Services & Operations. The DELIVERY PROGRAM is a statement of commitment to the community. This is a single point of reference for activities undertaken by the Elected Council during their four year term. All projects and activities are directly linked to the DELIVERY PROGRAM. The DELIVERY PROGRAM contains the Future Directions and Strategic Outcomes outlined in the CSP which are directly Council’s responsibility. The OPERATIONAL PLAN is a one year Plan that supports the DELIVERY PROGRAM and outlines in more detail the individual activities that Council will undertake within each financial year along with a financial budget. The OPERATIONAL PLAN includes Council’s Revenue Policy and a Statement of Council’s estimate of Income and Expenditure. The OPERATIONAL PLAN links directly to the DELIVERY PROGRAM, COMMUNITY STRATEGIC PLAN, and RESOURCING STRATEGY and should not be viewed in isolation. THE ANNUAL REPORT The ANNUAL REPORT will focus on Council’s implementation of the DELIVERY PROGRAM and OPERATIONAL PLAN. The ANNUAL REPORT will act as a “Report Card” on how Oberon Council performs each year.


INTEGRATION – CSP and other PROGRAMS, PLANS and REPORTS The following diagram shows the relationship between the Community Strategic Plan (CSP), the Delivery Program (DP) and Operational Plans (OP). The CSP is the highest level of planning undertaken by Oberon Council. All other Plans and Programs INFORM the CSP. Underpinning this is the Vision, Values and Future Directions. The Delivery Program deals with the work Council can do to achieve the CSP and the Strategic Outcomes in the CSP, where Council has a role is an action in the Delivery Program and Operational Plans. Oberon Council alone cannot deliver all the Strategic Outcomes in the CSP. Many of these will require cooperation from groups and individuals within the Oberon Shire community.

COMMUNITY STRATEGIC PLAN

(10 years+)

VISION

what we want Oberon LGA to belike in 2025

VALUES

to guide our choices and behavior

FUTURE DIRECTIONS

(6 future directions to follow toachieve our preferred future)

DELIVERY PROGRAM

(4 years)

Supported by

Long Term Financial Plan

Workforce Management Plan

Asset Management Plan

STRATEGIC OUTCOMES

COUNCIL’S ROLE

Provider, Regulator, Facilitator or Advocate

STRATEGIC OUTCOMES

Where Council has a role

OPERATIONAL PLAN

Annual (Year 1)

ACTIONS

Programs

& Projects

ACTIONS

Programs

& Projects

& Budget Performance Measures Performance Measures Tasks

What What and How How


HOW THE CSP IS ORGANISED On the following pages there is: A VISION STATEMENT of the preferred future for the Oberon LGA. This is written in

the present tense as if the ideal has been achieved. This helps express the aspiration and passion for the end destination and the place we call home.

A VALUES STATEMENT guides future choices and how we will work together.

Six FUTURE DIRECTIONS and associated STRATEGIC OUTCOMES to achieve our VISION. The FUTURE DIRECTIONS and STRATEGIC OUTCOMES are written in the present tense too. They describe the ideal outcomes that the community want to see happen.

The role that Oberon Council will play in achieving each of the Strategic Outcomes;

Those groups and organisations that assist in achieving the Strategic Outcomes;

Performance Measures to help us know if our efforts are making a difference.

THE ROLE OF OBERON COUNCIL The CSP is for the whole Oberon LGA and Oberon Council cannot deliver all the strategic outcomes. Council has three roles: Provider – where Council does the work e.g. road maintenance. Council is also a

regulator and this is similar to being the provider. It is where Council undertakes a regulatory responsibility e.g. building inspections and the local planning scheme.

Facilitator – this is where Council will help or work with others to get things done.

Advocate – where Council will proactively support a community initiative or issue. Where Council is not the Provider or the Regulator, relevant members of our community will need to work on these things, together.


OBERON 2025 - OUR PREFERRED FUTURE (our VISION) What we want Oberon LGA to be like in 2025 VISION STATEMENT A prosperous town, villages and rural communities set amongst the rolling hills, rivers, forests, mountains and caves of the Great Divide. A breath of fresh air in a landscape of light, colour and seasonal beauty. Life as it should be! The town, villages and rural communities throughout the LGA thrive and prosper. Each area has its own identity and together make up ‘Oberon’; a place for all ages and aspirations; the place we call home. Our physical attributes define us. We are inspired by the natural landscape. Here the big rivers of the area have their beginnings; the rolling hills are rich and productive; the forests add to the wealth of our community both economically and culturally. We are home to the iconic Jenolan Caves and Kanangra Walls. People from all over the world come to visit. You can come up here to Oberon for a breath of fresh air in a clean and healthy environment. Four distinct seasons provide the backdrop for life and living here. Each offering its own colour range, temperatures, spoils of the land and calendar of events. Here in Oberon we enjoy, a pace of living that is both relaxed and invigorating; a welcome that is warm and genuine; Community life that is caring, full and active. Rural living in a beautiful landscape.

VALUES TO GUIDE OUR CHOICE AND BEHAVIOR As a Community, in all we do, we will:

VALUES STATEMENT We respect the past, the future and position of others. We take pride in community achievement, and we work together in an open and co-operative manner. The knowledge and wisdom of the past guides our present and future. We do for today with tomorrow in mind, aiming to leave a better place for those to come. We seek to understand the thoughts, ideas and ways of others so our own lives are enriched. We are proud of what our community achieves, the skill and creativity of our people. We take the initiative and don’t wait for someone else to do what we can do ourselves. Working together is the way we approach our challenges and opportunities. We seek to be open to new ideas and ways and to co-operate with each other.


FUTURE DIRECTIONS There are six FUTURE DIRECTIONS we will follow to achieve our preferred future

OUR COMMUNITY

BASIC SERVICES

ECONOMIC PROPSERITY

RESPONSIVE and CARING

OPEN COMMUNICATION

NATURAL ENVIRONMENT

FUTURE DIRECTIONS AND STRATEGIC OUTCOMES For each FUTURE DIRECTION there are identified Strategic Outcomes PLEASE refer to the following separate documents: DELIVERY PROGRAM and OPERATIONAL PLANS Including SCHEDULE of FEES and CHARGES RESOURCING STRATEGY Draft Long Term Financial Plan Workforce Management Plan Asset Management Plan

Public Exhibition - Submissions The DRAFT Oberon Community Strategic Plan 2014 (CSP) will be on Public Exhibition from 26 May to 23 June 2014. WRITTEN SUBMISSIONS are to be addressed to General Manager Oberon Council PO Box 84 OBERON NSW 2787


FUTURE DIRECTION 1 – OUR COMMUNITY

Background and Issues Active communities are healthier communities, better able to respond positively and constructively to present and future opportunities and challenges. There are many facilities within our community that can help maximise health and fitness. The emerging integrated Sport and Recreation Centre is central to this objective. Covering the Swimming Pool so aquatic activities and learning can proceed during summer no matter what the weather is a key issue. Existing facilities need to be promoted to not only encourage participation but also to avoid wasteful duplication of community assets. The Showground and utilization of school facilities can also be used to support active community living. Activities and programs should be available and appropriate to all ages and capabilities. The work patterns of the community also need to be taken into consideration when setting opening hours and developing programs. Active communities are also volunteering communities. Volunteer involvement should be encouraged and appreciated. Young people should also be encouraged to participate in volunteering with their ideas and aspirations being listened to and heard. Rules, regulations and requirements can be overwhelming for volunteers and community groups. Understanding the rules and regulations and the reasoning behind them should be communicated, and a whole of community approach to risk management investigated. The Oberon Library and Community Technology Centre are central to community life. Their use needs to be promoted. Opportunities should be developed and encouraged to showcase our community’s creative talents, stories and identities. Performances and activities from outside the area should be facilitated so our community has the opportunity to experience a broad range of cultural endeavours. The Parks and Gardens of our Shire provide many opportunities for recreational and cultural activities. No. Strategic Outcome Council

Role Who should collaborate

1.1 Healthy Active Community Members Facilitator Advocate

Health care professionals Community groups Personal trainers Schools Village communities Sporting groups and PCYC Oberon Neighbourhood Centre

1.2 Integrated well utilised and appropriate facilities for sporting arts and community activities

Provider Facilitator Advocate

Churches and Schools Clubs Showground Trust PCYC NSW State Departments Charitable trusts Village Associations Oberon Neighbourhood Centre


1.3 Young people prepared for and involved

in community life Facilitator Advocate

PCYC Schools Church groups Service and sports clubs Library and Community Technology Centre Men’s Shed Oberon Neighbourhood Centre

1.4 Well maintained and utilised Parks and passive recreation opportunities


State Government Agencies Private gardens Jenolan Caves Oberon Arts Council Service Clubs Men’s Shed Oberon Plateau Tourism Association

1.5 Lake Oberon a Recreational Asset see also 3.5

Advocate Facilitator

State Water Lake user groups Acclimatisation Society Fishing Clubs Oberon Plateau Tourism Association

1.6 Strong community participation in Arts & Cultural activities


Arts Out West Oberon Arts Council Schools Men’s Shed Craft groups Service Clubs Oberon Neighbourhood Centre Friends of Oberon Library Inc.

Key Performance Indicators Attendance at community events Number of volunteers Number of young volunteers Health statistics Facility usage Participation in sporting activities Youth employment statistics Grant funding achieved Library usage Community Centre usage

Additional details including ACTIONS and Performance Indicators along with a Financial Budget has been prepared (see the Delivery Program and Operational Plans)


FUTURE DIRECTION 2 – BASIC SERVICES

Background and Issues Physical infrastructure is the skeleton of the community. A functional and strong skeleton will support and promote social, economic and environmental activities. Providing functional physical infrastructure requires adequate funding to make sure what is needed is not only developed but also well maintained. Water quality and security are major social, economic and environmental issues. Road and adequate road maintenance is essential to all activities that occur in, out and around the Shire. Good roads will assist in decreasing the conflict between economic transportation and the movement of residents and visitors throughout the Shire. The new infrastructure and highways of the 21st Century are digital in nature. The terrain of Oberon Shire is challenging to achieving comprehensive communication technology coverage. To make sure that the entire Shire has the opportunity to be connected to the world and the world to them, communication coverage and access to new technologies needs to be assured. This is also a key issue in the Shire’s ability to present itself as an attractive alternative for new business and people relocating. The financial capacity of a community is linked to population. Investigating how to increase capacity and diversify the Shire’s potential funding mix will help build an understanding and realisation of how future infrastructure can be provided. No. Strategic Outcome Council

RoleWho should collaborate

2.1 Ongoing and secure water supply for domestic and industrial use


State Water Fish River Water CENTROC Save Water Alliance NSW Office of Water Industry

2.2 Effective collection and treatment of Sewage

Provider Regulator

Office of Environment and Heritage Environment Protection Authority

2.3 Continue Council management and control of water and sewerage systems

Facilitator Advocate

State Water State Treasury CENTROC Media Community groups

2.4 A useful and safe local, regional and state road network that connects communities

Provider Roads and Maritime Services Forestry and Industry Local Members of Parliament

2.5 Full coverage and access to wireless, NBN and mobile communication technologies

Advocate Federal Government Telco’s NBN Co. Local Members of Parliament

2.6 An effective public transport system between communities


State Government Agencies Community user groups Transport companies


2.7 An effective commercial and domestic waste management.

Provider Facilitator

Office of Environment and Heritage Environment Protection Authority Netwaste Land owners and Industry

2.8 Effective Plant and Fleet Management Provider Local Dealers Local Government Procurement Industry

Key Performance Indicators Funds to provide water for future growth Number of breakdowns in the water supply Benchmarked costs for providing services Non Compliance events with water and sewer Road accident statistics Road usage data Per-capita water consumption Water restrictions Water system loss Coverage of technology Public transport availability and usage Volumes of waste collected and transferred to landfill Asset management plan data Customer satisfaction and complaints



FUTURE DIRECTION 3 – ECONOMIC PROSPERITY

Background and Issues Agriculture and forestry are integral to the prosperity of our community. International influences, external costs, generational and community expectations affect the viability of both farming and forestry. Strategies need to be developed to innovate and value add to these economic pillars. We also need to ensure that our agricultural land is maintained. The produce and products of the area should be easily recognized as coming from Oberon. In this way, the reputation of our Shire will grow. There is a potential for mining activity in the area and this needs to be managed to ensure harmony between community aspirations and mining endeavours. Tourism is also an important and continually emerging economic activity. Oberon is home to the Jenolan Caves, an iconic Australian attraction. This attracts visitors from around the world. The physical attributes of the area – rolling hills, rivers, forests, mountains and caves facilitate activities for the visitor to experience. The town, villages and rural communities of the Shire also offer the visitor the opportunity to experience authentic rural life. Showcasing local produce, products, arts and culture is integral to this experience. Customer Service levels need to be continually improved. An active program to ‘buy local and locally’ can be a way of supporting existing businesses. Encouraging new businesses, particularly in areas where there are gaps will also help ensure business is vibrant and prosperous. No. Strategic Outcome Council


3.1 A Diverse Economic Base Facilitator Advocate

Section 355 Committees Oberon Timber Complex Essential Energy PGL State Water Forest NSW Roads and Maritime Services Oberon Business Association Employment Agencies Oberon Plateau Tourism Association

3.2 A diverse and viable agricultural industry with a strong brand


NSW Farmers Federation Section 355 Committees Oberon Business Association Sydney University Ag. College Farming businesses Rural suppliers

3.3 Customer responsive businesses and services


Oberon Business Association Oberon Plateau Tourism Association Service clubs Training organisations Business owners


3.4 A value adding Timber Industry


State Government Timber companies Oberon Timber Complex Roads and Maritime Services Environment Protection Authority State Water Community groups

3.5 A thriving tourism sector addition of Reef Reserve and Lake Oberon


Oberon Business Association Oberon Plateau Tourism Association Blue Mountains Lithgow and Oberon Tourism Oberon Tarana Heritage Rail Mayfield Garden Highland Steam and Vintage Fair Oberon Show Jenolan Caves Forest NSW National Parks Accommodation and experience providers

Key Performance Indicators Visitor numbers and yield Employment data New industry start ups Development applications Local output data Customer service satisfaction Brand recognition Customer service satisfaction



FUTURE DIRECTION 4 – RESPONSIVE and CARING

Background and Issues Social infrastructure and services provide the support within a community and should be based on need. The people of Oberon Shire should be able to go from birth to ageing well in their communities with services to support their changing life circumstances and abilities. The provision of health services through the hospital and health professionals delivers certainty to the community and needs to continue to respond to changing community needs. Policing services however need to be more consistent with an officer located in the Shire at all times. Other emergency services need to be maintained and the skills and knowledge of locals on emergency responses developed. Our schools are important to our children and the community’s future. The young people of Oberon Shire should have the same educational opportunities as young people anywhere else in the nation. The standards of education and learning need to help each and every child reach their full potential. The entire community can play a role as well, encouraging our young people, mentoring them, seeking to understand their world and perceptions and celebrating their achievements. Activities and programs for young people of all ages will help keep them engaged in community life. No. Strategic Outcome Council


4.1 Responsive, local and well trained emergency services maybe list as a Basic Service


Police Ambulance service Rural Fire Service State Emergency Service State Government Agencies

4.2 Local schools providing quality education services and facilities

Advocate Local Schools Dept. of Education Parents and Friends Teachers

4.3 Locally available vocational and adult learning, facilities and opportunities


Central West Community College TAFE Local Business Distance learning providers Dept. of Education Dept. Corrective Services

4.4 Locally available core health and medical services


Greater Western Area Health Service HACC Ageing Disability and Home Care Dept. of Health and Ageing Medical Centre Health professionals

4.5 Ageing well in Oberon Facilitator Advocate

Columbia Homes HACC Section 355 Committees State Agencies Aged service providers Churches Oberon Neighbourhood Centre


4.6 Utilised after school and holiday programs for young people


Parents and friends Schools Education Dept. Service groups Parkview Family Day Care Library

4.7 A safe community with a high standard of public health


Police Health professionals Food shops and restaurants Pet owners Oberon Neighbourhood Centre

Key Performance Indicators Emergency service response times Emergency services coverage hours School retention rates Enrolment in adult training and learning courses NAPLAN results Health services usage stats Participation in after school and holiday programs Number of retirement living places.



FUTURE DIRECTION 5 – OPEN COMMUNICATION

Background and Issues The strength of a community will be gauged on their ability to agree and plan where they want to be in the future and their capacity to do the things they need to do to get there. This will require leadership and the knowledge and skills to work together on projects. Often these skills need to be learnt. Building the capacity and capabilities of community members is central to success. Communication and engagement in community life across the Shire needs to be strengthened. This is also part of building strong, connected communities. When we know what is going on we are better able to participate and contribute. Different communication mediums can be used to make sure all areas and sectors of the community have the opportunity to be listened to and heard. The preservation and celebration of the built, social, oral and natural heritage of our area is important to the community. Within our heritage are ‘our stories’ which help define who we are and how we relate to the rest of the world. Part of the presentation of our unique identity is planning and implementing beautification programs for our town, villages and rural communities. We all have a role to play in this. No. Strategic Outcome Council


5.1 Vibrant connected and engaged villages Provider Facilitator Advocate

Progress Associations Community groups Oberon Arts Council Section 355 Committees Oberon Business Association Schools Government providers Oberon Neighbourhood Centre Friends of Oberon Library Inc. Oberon Plateau Tourism Association

5.2 Conserved and valued heritage maybe list as Natural Environment


Heritage Office Local committees Owners National Trust Library

5.3 Well planned, presented and maintained towns and villages


Land use planning agencies Service groups Industry and property owners Progress Associations Tidy Towns Keep Australia Beautiful Oberon Business Association Oberon Plateau Tourism Association


5.4 Well-informed communities whose views are heard.


Service groups Oberon Business Association Oberon Plateau Tourism Association Progress Associations Section 355 Committees Media Government Agencies Schools Oberon Neighbourhood Centre

5.5 A community with contemporary governance and leadership


Business Community groups

Key Performance Indicators: NBN connection Articles and media coverage Website statistics Heritage projects funded and completed Attendance at community events Population statistics Development applications Awards won Community satisfaction Compliance with planning requirements.



FUTURE DIRECTION 6 – NATURAL ENVIRONMENT

Background and Issues The environment surrounds us and is the source of both the beauty of the area and our economic prosperity. It is an inspiring environment, a productive environment and a defining environment. Ensuring it remains healthy is a responsibility we all have. We need to be good at balancing the protection of our natural resources with the needs of industry particularly farming and forestry. This is our challenge and it is also an opportunity to show the rest of the world how it can be successfully achieved. Food production through our agricultural efforts is well known. There is growing consumer demand for organic food production and our Shire can respond and further its reputation by producing organic foods. Each of us within our daily lives can take responsibility for reducing our impact on the environment. This can begin with learning more about how to care for our environment as well as conserving, reducing and recycling. Also, as a community we need to eradicate noxious weeds and pest species. There will be both the need and the opportunities to develop and use alternative energies more widely in the future. All future planning and developments should take this into consideration. No. Strategic Outcome Council


6.1 Compliance with environmental legislation and guidelines

Provider State Gov’t agencies Industry Developers Community members Contractors

6.2 Scenic beauty and landscapes are protected

Provider Advocate

Developers Forests NSW Land owners Industry Contractors

6.3 An environment free of weeds and feral animals


National Parks Upper Macquarie County Council Landcare and National Resource Management groups Land owners Farmers Livestock Health and Pest Authority

6.4 Responsible management of natural resources


State Government Agencies Landowners Environment Protection Authority Landcare and NRM groups Farmers Industry


6.5 Diversified energy sources and usage Facilitator Advocate

Essential energy Energy suppliers and retailers Industry Emerging technology developers

Key Performance Indicators Breaches of environmental requirements Loss of scenic areas Participation in recycling and volumes Landfill reduction Removal of pest species Health of waterways Loss of agricultural land Alternative energy usage Community involvement in environmental activity



LINKAGES

PRINCIPLES OF SOCIAL JUSTICE AND SUSTAINABILITY The principles that underpin the Community Strategic Plan are social justice and sustainability. All FUTURE DIRECTIONS and STRATEGIC OUTCOMES seek to achieve sustainability and aspire for equity, access, participation and equal rights particularly for the disadvantaged and vulnerable within our community. SOCIAL JUSTICE Equity: Decisions will reflect equality in prioritising and allocating resources Access: All people should have access to services, resources and opportunities to maintain

and improve their quality of life. Participation: Everyone should have the opportunity to genuinely participate in decisions that

affect their lives. Rights: Equal rights should be established and promoted, with opportunities provided for

people from diverse linguistic, cultural and religious backgrounds to participate in community life.

SUSTAINABILITY Sustainability describes the integration of environmental, social, economic and governance goals, processes and performances. However, these elements are not always in harmony. Oberon has many competing elements and a balance is required to ensure that the environment, agriculture, natural resources, population growth and economic development are considered at a local, state and national level; and that we remain attractive to live in and visit. THE QUADRUPLE BOTTOM LINE The quadruple bottom line approach ensures that the CSP is balanced. It needs to adequately address social, environmental, economic and civic leadership considerations. The following table shows the relationship of the Strategic Outcomes in each Future Directions to the quadruple bottom line framework. Some Strategic Outcomes address more than one area of the quadruple bottom line framework.

Future Direction Strategic Outcome Social Environmental Economic Civic Leadership

OUR COMMUNITY Healthy active community members

Integrated well utilised and appropriate facilities for sporting arts and community activities

Young people prepared for and involved in community life

Well maintained and utilised Parks and passive recreation opportunities

Lake Oberon a recreational asset

Strong community participation in Arts & Cultural activities

BASIC SERVICES

Ongoing and secure water supply for domestic and industrial use

Effective collection and treatment of Sewage

Continue Council management and control of water and sewerage systems


A useful and safe local, regional and state road network that connects communities

Full coverage and access to wireless, NBN and mobile communication technologies

An effective public transport system between communities

An effective commercial and domestic waste management.

ECONOMIC PROSPERITY

A diverse economic base

A diverse and viable agricultural industry with a strong brand

Customer responsive businesses and services

A value adding timber Industry

A thriving tourism sector

RESPONSIVE AND CARING

Responsive, local and well trained emergency services

Local schools providing quality education services and facilities

Locally available vocational and adult learning, facilities and opportunities

Ageing well in Oberon Utilised after school and

holiday programs for young people

A safe community with a high standard of public health

OPEN COMMUNICATION

Vibrant connected and engaged villages

Conserved and valued heritage

Well planned, presented and maintained towns and villages

Well-informed communities whose views are heard.

Sound governance and leadership across the community

NATURAL ENVIRONMENT

Compliance with environmental legislation and guidelines

Scenic beauty and landscapes are protected

An environment free of weeds and feral animals

Responsible management of natural resources

Diversified energy sources and usage


NSW STATE PLAN NSW 2021 is the ten-year strategic plan to make New South Wales number one in the nation. It is based around five strategies. The table below shows the linkages between the Future Directions and Strategic Outcomes of the Oberon Community Strategic Plan and the NSW 2021 Strategies. There are many areas where the NSW State Plan and Oberon CSP share directions and outcomes.

NSW 2021 STRATEGIES OBERON CSP FUTURE DIRECTIONS AND STRATEGIC OUTCOMES

Rebuild the Economy

Improve performance of the NSW economy

Rebuild State finances Drive economic growth in regional

NSW Competiveness of doing business in

NSW Downward pressure on the cost of

living Strengthen NSW skill base

ECONOMIC PROSPERITY

A diverse economic base A diverse and viable agricultural industry

with a strong brand Customer responsive businesses and

services A value adding timber Industry A thriving tourism sector

Return Quality Services

Transport Health Family and community services Education Police and justice

RESPONSIVE AND CARING

An effective public transport system between communities

Responsive, local and well trained emergency services

Local schools providing quality education services and facilities

Locally available vocational and adult learning, facilities and opportunities

A safe community with a high standard of public health

Renovate Infrastructure

Invest in critical infrastructure Build liveable centres Secure potable water supplies

BASIC SERVICES

Ongoing and secure water supply for domestic and industrial use

Effective collection and treatment of Sewage

Continue Council management and control of water and sewerage systems

A useful and safe local, regional and state road network that connects communities

Full coverage and access to wireless, NBN and mobile communication technologies

An effective commercial and domestic waste management.


Strengthen our local environment and communities

Protect local environment Opportunities for people to look after

their own neighbourhoods and environments

Easier for people to be involved in their communities

Increase opportunities for seniors Opportunity and partnership with the

Aboriginal People Cultural creative sporting and

recreation opportunities Prepared for major emergencies and

natural disasters

OUR COMMUNITY

Integrated well utilised and appropriate facilities for sporting arts and community activities

Young people prepared for and involved in community life

Well maintained and utilised Parks and passive recreation opportunities

Lake Oberon a recreational asset Strong community participation in Arts &

Cultural activities Ageing well in Oberon Utilised after school and holiday programs

for young people

OPEN COMMUNICATION

Vibrant connected and engaged villages Conserved and valued heritage Well-informed communities whose views

are heard.

NATURAL ENVIRONMENT

Compliance with environmental legislation and guidelines

Scenic beauty and landscapes are protected

An environment free of weeds and feral animals

Responsible management of natural resources

Diversified energy sources and usage

Restore Accountability to Government

Confidence and integrity in the planning system

Trust in State and Local governments as service providers

Government transparency and access to government information

Involve the community in decision making

OPEN COMMUNICATION

Sound governance and leadership across the community

Well planned, presented and maintained towns and villages


COMMUNITY ENGAGEMENT THE PROCESS USED TO DEVELOP THE CSP The process for engaging with the community for the development of our first Community Strategic Plan (CSP 2012) began with identifying the complex network of groups, agencies, organisations and others that are influenced by what happens in the Shire. The following broad groupings were identified Council, government and neighbours Agriculture, Forestry Business Groups, and individual businesses Education, training and learning Arts and culture Health and Well being Transport and Infrastructure Sports and Recreation Emergency Services Representatives from each of these groups attended a planning workshop to consider our internal strengths and weaknesses, external opportunities and threats; and then to “design” a preferred vision for our future. The “working title” for this community consultation process is “OBERON 2025 - MAKING OUR FUTURE TOGETHER” Councillors and key staff (General Manager and the Departmental Directors) held informal discussions and made formal presentations to our community at meetings in Blacks Springs, Burraga, Oberon and O’Connell for the review of the inaugural CSP and the development of the CSP 2013. This process continues for the Oberon CSP 2014 and an updated COMMUNITY ENGAGEMENT STRATEGY is included on the following pages.

PUBLIC EXHIBITION - SUBMISSIONS The DRAFT Oberon Community Strategic Plan 2014 (CSP) will be on Public Exhibition from 26 May to 23 June 2014. WRITTEN SUBMISSIONS are to be addressed to General Manager Oberon Council PO Box 84 OBERON NSW 2787

DRAFT Community Engagement Strategy – May 2014 Page 1

DRAFT Community Engagement Strategy replaces Policy 1120

May 2014

TABLE OF CONTENTS ......................................................................... page

INTRODUCTION ................................................................................................... 2 1.

WHO WE ARE ....................................................................................................... 2 2.

BACKGROUND .................................................................................................... 2 3.

THE ENGAGEMENT FRAMEWORK, PRINCIPLES & OBJECTIVES ................. 3 4.

Framework ............................................................................................................. 3

Engagement Principles .......................................................................................... 3

Objectives .............................................................................................................. 3

RECENT ENGAGEMENT ..................................................................................... 4 5.

RESOURCING REQUIREMENTS ........................................................................ 4 6.

Resources .............................................................................................................. 4

ENGAGEMENT TECHNIQUES ............................................................................ 4 7.

Engagement Tools ................................................................................................. 4

Tools for Oberon Council ....................................................................................... 4

Visitations .............................................................................................................. 5

Newsletters and Advertising .................................................................................. 5

Public Exhibition Processes ................................................................................... 5

ENGAGEMENT FOR THE DRAFT COMMUNITY STRATEGIC PLAN ............... 6 8.


INTRODUCTION 1.This Community Engagement Strategy has been prepared to explain how the Oberon Council will consult and engage with the community in future planning and decision making processes. The Strategy confirms the Council’s commitment to meaningful engagement and collaboration with the community in general and with specific local organisations and groups. Council wants to ensure that all groups and members of the community have an equal opportunity to participate in the development of the Community Strategic Plan, Delivery Program and Operational Plan as well as in general decision making by the Council that will affect parts or all of the Oberon Local Government Area (LGA) community. The Strategy will also provide a guide as to how the Council will consult with and engage with the community on other specific issues, such as topical State Government and Federal Government initiatives and other issues referred directly from segments of our community.

WHO WE ARE 2.Our Community The Oberon Council LGA consists of a community of with a resident population around 5,500 and an area of 3660 square km. The main centre of population and commercial “hub” is the town of Oberon, with three smaller communities at Black Springs, Burraga and O’Connell, together with a number of other rural localities. The character of the LGA is mainly rural/agricultural with softwood forest plantations, and an emerging tourism industry. A large proportion of the Oberon LGA consists of National Parks and State Forests, which are non-rateable. The town of Oberon is the base for many commercial businesses that service the local community and industries. The Oberon Timber Complex which processes the softwood timber produced in the area employs over 500 people when in full production. The area prides itself on the relaxed lifestyle enjoyed by residents and with the natural beauty that can be enjoyed by both visitors and locals alike. Our Council Oberon Council is a relatively small local government area however the efforts of Council are highly visible and highly scrutinised by ratepayers and residents. The Elected Council consists of nine Councillors, with a Mayor and Deputy Mayor elected annually by the Elected Council. The Council is responsible for making “strategic decisions” with the General Manager responsible for the day to day management of employees and in the operational aspects of Council work. The work done by Oberon Council is considered more obvious than in larger towns and cities because what we do is so crucial to basic expectations, like having decent roads to travel on. Nearly everyone who lives in the Shire knows several people who work for Council, and the Elected Councillors themselves are generally well known within the community.

BACKGROUND 3.As part of the process of preparing and adopting a Community Strategic Plan (CSP), Council is required to adopt a Community Engagement Strategy (CES). This Strategy will guide Council on how to engage the community and the tools and techniques it will use to be more effective.


Outside the town of Oberon and the village areas of Black Springs, Burraga and O’Connell the population is generally quite remote and this provides a practical challenge in engaging with the whole community. In addition to this challenge, new long-term financial sustainability and accountability requirements along with increased reporting have placed an increased emphasis on community engagement. This means that Council decisions need to be made with the knowledge of community aspirations and preferences. This does not mean that Council will “abdicate” its decision making, but rather when making key decisions that Council will consider the views of the community. One of the new requirements is the development of a Community Strategic Plan. The CSP seeks to identify the community’s main aspirations and priorities over the next 10 years including establishing objectives and strategies to help achieve these priorities. An integral part of developing the CSP is engaging with the community to determine these aspirations and priorities. The Community Engagement Strategy will guide Council in its community engagement initiatives.

THE ENGAGEMENT FRAMEWORK, PRINCIPLES & OBJECTIVES 4.Framework Council’s community engagement activities will focus on providing information to, consultation with and involvement of the community. Council will use involvement techniques and collaborative engagement processes where these are practical. Engagement Principles Oberon Council is committed to meaningful community engagement. In order to meet this commitment the following principles will apply:

Social Justice – All parts of the community should have an equal opportunity for input Creating the right debate – Council will seek to inform and educate the community on the key

issues and available options when decisions are made that affect the community. Community input is valued – Council is open to ideas and values all contributions. All input

will be considered and acknowledged. Engage Creatively – The community will be creatively and actively engaged to maximise the

value and range of feedback. This may involve multiple methods of engagement. Objectives Through the application of the engagement principles above and the application of selected engagement tools, the community engagement process will:

“ground truth” previous assumptions made by Council; ensure residents are informed and educated on key issues identify and confirm community views on issues, challenges and priorities; focus discussion on the strategic issues facing the Council and the community; seek to create community “buy-in and ownership” of local issues and strategies; provide input for future decision making by Council; develop ongoing community partnerships and shared responsibility for local issues.

A successful community engagement process will deliver on the majority of these objectives. Council will measure the success of these methods of engagement by:

a reasonable level of community involvement in the engagement process; the representative nature of those individuals or groups who are engaged; the level of support for the identified strategic directions.


RECENT ENGAGEMENT 5.Due to the nature and size of the Oberon LGA community, Councillors and key employees know personally many people within the community. This can greatly assist in keeping in touch with the views of the community. The Council however does not wish to ‘over consult’ its residents when it already has considerable community feedback on key issues, nor does Council want to ignore, nor appear to have ignored, the valuable information that came from earlier engagement processes, which have included: Proposed Fluoridation of Town Water Supply – Information Session & Community Forums Land Use Strategy (LUS) developed for the current Local Environmental Plan (LEP)

Review process (final Public Exhibition of these documents in May 2013); Our first Community Strategic Plan adopted in June 2012; and the Oberon CSP 2013 Social and Community Plan reviewed in 2010; Management Plan adopted in June 2011 (and previous versions); Regular “Informal” Meetings with residents of Black Springs, Burraga and O’Connell; Consultation on specific issues (for example proposals for waste management facilities at

Black Springs and Burraga).

RESOURCING REQUIREMENTS 6.Resources This Community Engagement Strategy (CES) will be undertaken by Council employees, mainly through the direction of the General Manager, and with the involvement of the Elected Councillors. In addition there will be involvement from external resources on an ‘as needs’ basis, particularly with respect to specific skill sets that are not held by current Council employees. For example with “heritage issues”, a Heritage Consultant has been engaged to assist as required.

ENGAGEMENT TECHNIQUES 7.Engagement Tools There are a number of different and complimentary engagement tools available when seeking to engage with the community. The characteristics of Oberon Council and its community means that the techniques used should be selected for their “appropriate fit” to our local circumstances. To be effective the engagement techniques must take into consideration Oberon LGAs:

Geographic area Population size, density and location Demographics ( age, ethnicity, education, etc) Social structure Cultural sensitivities

Tools for Oberon Council From previous experience the most effective consultation techniques for Oberon LGA are those that engage directly with the community. The preferred means of consultation is a combination of:

Visitations – to villages and other locations; Small meetings & focus groups – as a result of a specific request or on a needs basis; Newsletters – distributed to either selected groups or the whole community; Formal Submission and Public Exhibition processes.

In addition electronic engagement tools will be used where practical. However given the community demographic, this form of engagement will not be used as a primary tool.


Where Significant Community Engagement is important the following five stages will be used: A. Prepare:

a. Define the purpose of the engagement; b. Review and select engagement tools; c. Plan engagement; d. Review relevant information; e. Develop supporting information.

B. Awareness - create awareness of the engagement initiatives among:

a. Councillors; b. Employees; c. Community.

C. Engage- implement an Engagement Plan. D. Respond:

a. Summarise engagement; b. Advise participants of result.

E. Validate – Submissions and Public Exhibition. Visitations A visit to village areas by Councillors and key employees is seen as a key component of the engagement process. Personal representations to those individuals and groups directly affected and those who live away from the town of Oberon is also integral to the consultation process. Management staff and Councillors will arrange Informal Visits to meet with groups and individuals: October – Oberon

December – O’Connell

March – Black Springs

June - Burraga

The Informal Visits will be without an Agenda and will follow a format of “we’re here to listen” Newsletters and Advertising Newsletters sent directly to residents and ratepayers are a useful engagement tool. This may also include linking into promotional material for local events and will be a means of engagement as well as informing the community of road shows or the attendance at events. Other appropriate methods of advertising to be considered include: Rate Notice Insertions – for particular topical issues, and also printed messages on Notices

Regular Newsletter – hard copy as well as e-newsletter (generally issued each month)

Newspaper Insertion – a feature Oberon Council single page advertising is now in place.

Australia Post-delivery or other mail-outs for topical issues.

Public Exhibition Processes Council is required by legislation, regulations and guidelines to have a formal Public Exhibition of documents and to invite submissions. This must be done in accordance with those requirements. For all Public Exhibition of documents copies will be available at the Oberon Library and the Oberon Council Administration Centre. All documents will contain a QR Code with a link to the Oberon Council Website and all Notices will include the QR Code. Notices will be placed on the Community Notice Boards in Black Springs, Burraga, O’Connell and Oberon.


ENGAGEMENT FOR THE DRAFT COMMUNITY STRATEGIC PLAN 8.Council and Management Staff (General Manager and Department Directors) will identify a range of key stakeholders and will endeavour to ensure that each group or individual is engaged in and able to participate in the initiatives below: Public Exhibition – the period for Public Exhibition of the draft documents will be determined by a Council decision and documents will be available on the Oberon Council website www.oberon.nsw.gov.au and hard copies available at the Oberon Library, Visitor Information Centre and Council’s Administration Centre. Meetings and Visits – these will be held in Oberon and the villages of Black Springs, Burraga and O’Connell with Councillors and Management Staff attending. At these meetings a PowerPoint presentation (or similar) is to be made and an Information Sheet to be available as well as a Submission Form to facilitate written submissions. Councillors and Management Staff will also be available to meet with smaller groups and attend meetings and to make a brief presentation or answer questions relating to the draft CSP documents. Advertising & Promotion – this should be generated to maximise community awareness of the Public Exhibition of the DRAFT CSP. This will include the Weekly Single Page Advertising in the Oberon Review, and placement of a copy of the formal advertisement in the Community Noticeboards plus details on the Oberon Council Facebook Page. Approving Authority Oberon Council

Contact General Manager

Approval 20 May 2014 Draft

Revised replaces May 2013 / Policy 1120

Revision Date May 2014

Issue Date to Staff June 2013 / from July 2014

DRAFT Resourcing Strategy 2014

DRAFT Resourcing Strategy 2014/2015

THE RESOURCING STRATEGY Financial Sustainability of Oberon Council

DRAFT Long Term Financial Plan (LTFP) DRAFT Workforce Management Plan (AMP) DRAFT Asset Management Plan (AMP) OTHER PLANS DRAFT DELIVERY PROGRAM and OPERATIONAL PLANS LIST OF DONATIONS (and Financial Assistance for 2014/15) CAPITAL EXPENDITURE 2014/2015 and LOCAL INFRASTRUCTURE

RENEWAL SCHEME


THE RESOURCING STRATEGY The RESOURCING STRATEGY consists of three components: LONG TERM FINANCIAL PLAN (LTFP) - financial modelling and 10 year plan

o how we propose to manage financial commitments and maintain financial sustainability WORKFORCE MANAGEMENT PLAN (WMP) - organisational capability, with a 4 year plan

o how we will manage our workforce ensuring that we have the right number of people with the right skills, in the right job at the right time

ASSET MANAGEMENT PLAN (AMP) - asset strategy, with a 10 year plan

o providing the information needed to plan for future management of assets and identifies ways to fund the repair and maintenance of current assets.

FINANCIAL SUSTAINABILITY OF OBERON COUNCIL A report prepared by NSW Treasury Corporation (TCorp) for Oberon Council, the Division of Local Government and the Independent Local Government Review Panel considered that Oberon Council is currently in a sound Sustainability position. The report by TCorp noted that Council has reported $16.1m of Infrastructure Backlog in 2012 which represent 13.3% of its infrastructure asset value of $120.9m. The majority of the Backlog relates to public roads infrastructure which increased by almost $9m over the review period (2009 to 2012) following Asset Revaluations.

A definition of Infrastructure Backlog is the amount of deterioration, or the amount required to bring the asset back to its original (as new) condition. TCorp observed that Council appears “to be underspending the required amount to maintain their existing assets at a satisfactory level”. However Council, and the community MAY NOT require all assets to be maintained at the “satisfactory level”, and the statement that Council is “underspending” may not be accurate. TCorp notes that Council will be debt free by 2016 and has not forecast any additional borrowings, and that Council has the capacity to borrow up to $11.9m. At its Ordinary Meeting held on 16 April 2013 Council decided to address the Infrastructure Backlog in the current review of the Delivery Program and Operational Plans and to allocate funding to reduce their current Backlog Council also decided to undertake further consultation with the community and to review the service levels for roads infrastructure maintenance, and to then review its LTFP to provide a more certain picture of its forecast financials


LONG TERM FINANCIAL PLAN (LTFP) The LTFP continues to show a negative trend from years 2016/2017 and beyond. This is due to the requirement to maintain the Community Infrastructure Assets as shown in the Asset Management Plan. The LTFP will be revised to complement the Future Directions and Strategic Outcomes which are shown in the Draft Oberon CSP 2014, the Draft Delivery Program and Draft Operational Plans. The LTFP has been prepared with some assumptions (the estimated increases in the cost of materials etc.) and forecasts for revenues and expenditures and also sensitivity analysis (for example what effect increases in interest rates will have and population projections). The LTFP has been calculated utilising the latest estimated figures for 2014/15: (2013/14)

Consumer Price Index (CPI) 3.00% (3.0%) Salaries & Wages Increases 4.00% (4.0%) Insurance Premiums Increases 3.00% (3.4%) Electricity Supply Charges 3.00% (7.0%) Gas Supply Charges 20.00% (10.0%)

WORKFORCE MANAGEMENT PLAN (WMP) In May 2012 an initial Survey was carried out which provided details of our Workforce Profile. A further Survey was done in May 2014 and the following variations: There is a slight change in Gender Comparison with 67.47% of Males and 32.53% Females

in 2014 which compares with 65.44% and 34.56% in 2012.

Full-time employment has increased to 69.61% from 60.58% in 2012.

Part-time and Casuals have decreased to 8.83% (was 13.47%) and 18.62% (was 22.11%).

Total Full-time and Trainee/Apprentice employees increased from around 84% to 89% with Part-time decreasing from 16.05% to 10.85%

The Average Age for employees is 42 years, with 39 years for Administration/Indoor and 48 years for Outdoor/Works and Depot employees.

In 2012 the total accumulated Years of Service was 682 years for 81 Permanent Employees which represents an average length of service at 8.41 years

In 2014 the total accumulated Years of Service is now 787 years for 83 Permanent Employees which represents an average length of service at 9.42 years

In most areas of the organisation there is a highlighted need to implement good succession planning with a number of key employees either close to retirement or where there is not a qualified or experienced replacement available. During 2014/15 the requirement for either a part-time or casual employee to undertake Economic Development activities will be reviewed. There are no other significant impacts or changes to the WMP for 2014/15.


ASSET MANAGEMENT PLAN (AMP) The AMP for Roads, which is the most significant asset category, was presented at a Councillor Workshop in early April 2014. Councillors have expressed a desire to reconsider the existing Policy of NOT Policy of not undertaking any further sealing of the Unsealed Rural Road Network. Further Modelling of scenarios about service levels for the Road Network is being undertaken and will be presented to Councillors for consideration. This will also take account of the proposed LIRS Funding of $1.6M on Mayfield Rd and $3.4M on the Unsealed Road Network. Other Asset Management Plans and Strategies remain unchanged (refer CSP 2013). OTHER PLANS There are a number of other Plans which support Council’s Operational Activities. These Plans form part of Council’s overall planning processes and are “integrated” into the Oberon Community Strategic Plan 2014 through the Delivery Program and Operational Plans. Some of these plans are: STRATEGIC BUSINESS PLAN FOR WATER SUPPLY OPERATIONS STRATEGIC BUSINESS PLAN FOR SEWER OPERATIONS PLANT REPLACEMENT PROGRAM OR PLAN DRAFT DELIVERY PROGRAM (DP) and OPERATIONAL PLANS (OP) The Delivery Program (DP) outlines the principal strategies that Council has prioritised over a four year term to achieve the Strategic Outcomes in the CSP. The Operational Plan (OP) shows the detailed Actions that will be undertaken over the next 12 months from 1 July 2014. The DP and OP set out in practical terms the tasks involved in delivering our community expectations. These are the documents that direct the day to day work of Council and are what we report on to show how we are progressing towards our goals and the 6 Future Directions. The Operational Plan 2014/2015 includes the Council’s Revenue Policy and an Estimate of Income and Expenditure along with the annual Fees and Charges. Assumptions A 3% increase for Consumer Price Index (CPI) being the average rate over the last 10 years. Charges not increased by 3% include Ordinary Rates which will increase by 2.3% as set by the Independent Pricing and Regulatory Tribunal (IPART). Water Rates and Charges will increase by 10% and Sewer by 15%. Salaries and Wages will increase by 4% to include a CPI and skill progression increase. There is also a statutory adjustment for compulsory superannuation of a quarter of percent to 9.50%.


Revenue Policy Fees and Charges have generally been increased by the CPI rate of 3%. Statutory charges are set by the State Government and therefore increases are only made when advised by the Office of Local Government (OLG) or other Government Departments. The Fees and Charges Schedule form part of the Operational Plan and a DRAFT copy of this will be distributed to Councillors as a separate document. Ordinary Rates An Ordinary Rate is raised on every rateable assessment within the Council area. The Local Government Act, 1993 requires all rateable assessments to be categorised. The categories applicable are Farmland, Business, Residential, and Mining. Further sub-categories apply to each category and these are - Residential, Rural Residential (definition Local Government Act, 1993), Non-Urban Centres of Population (covering the areas known as the Village of Black Springs, Oberon Hills Estate, Stratford Downs Estate and Titania Park Estate). Town Improvement Rates A Town Improvement Rate is raised on every rateable assessment within the defined Oberon “Village” area. The purpose of this rate is to provide for town improvements. The categories applicable are – Residential, Business, and Farmland. It is proposed to review the Town Improvement Rate to include the Stratford Downs Estate into the area defined as the Oberon “Village”. This is due to the premise that residents of this area have a close proximity to the urban area of the town of Oberon and therefore, have easy access to the use of the “town services” which include the parks and playground areas, sporting fields, the Common and other town related facilities. All rating categories will be reviewed leading up to the 2015/16 rating period to ensure that Council meets the Local Government Act 1993 requirements. It is expected that this will include a new Special Rate for Wind Farms and to possibly replace the Town Improvement Rate with specific Special Rates that have Programs/Projects attached to them. Sewerage Charges Sewerage Charges for 2014/15 will incorporate an access and usage component. Access charges have been calculated to cover the capital costs of the sewer scheme while the usage charge covers operational costs. An increase of 15% is proposed. Water Charges Water Charges for 2014/15 will incorporate an access and usage component. The access or base has been calculated to cover the fixed costs of the water reticulation scheme. An increase of 10% is proposed. Waste Charges Domestic Waste Charges - Council must make a levy and annual charge for the provision of domestic waste management services for each parcel of rateable land for which that service is available. Currently, the service is available to all parcels of land within the town of Oberon, as well as Stratford Downs. Council is required to levy this charge on all parcels of land, whether the land is occupied or vacant. A 3% increase is proposed. Loan Borrowings Two applications were submitted for funding under the NSW Governments Local Infrastructure Renewal Scheme (LIRS). A separate section is included on the LIRS applications. Transfer to/from Restricted Assets and Reserve Funds A list of the current Reserve Balances will be included in the Draft Operational Plan 2014/2015.


Financial Assistance Program Section 356 of the Local Government Act 1993 details the requirements for providing financial assistance to others (including charities, community & sporting organisations). LIST OF DONATIONS A list of suggested Community Donations was submitted to the Finance Committee on 13 May 2014. This will be reviewed prior to Council determining to place the Draft Oberon CSP 2014 on Public Exhibition. This list is in 3 parts with the first part including “Civic” type donations which are annual donations to Schools end of year Presentations, and regular contributions towards Rates and Charges (Water) for the RSL, Museum, Showground, Masonic Centre and also a donation to Council’s Social Club. The second part includes specific requests from community groups and the third part is contributions toward projects as in kind work, to external organisations. CAPITAL EXPENDITURE 2014/2015 and LOCAL INFRASTRUCTURE RENEWAL SCHEME A list of Capital Expenditure Items was considered during the Council Workshop process and is included in the Operational Plan for 2014/2015. In addition Oberon Council has submitted Two Applications to the Office of Local Government (OLG) for Round Three Projects under the Local Infrastructure Renewal Scheme (LIRS). Round three provides a 3% interest subsidy on loans for Infrastructure Backlog Works. Successful Projects are expected to be announced in mid to late June 2014. The likely impacts on the draft Oberon Community Strategic Plan 2014, Delivery Program and Operational Plans, should any offers for LIRS funding be accepted is as follows: The LIRS Priority One Project for Mayfield Rd has been amended to reflect Grant Funding of

$600,000 and therefore borrowings of $1M. The LIRS Priority Two Project for Rural Roads has been split over a three year period with

$1M, $1.2M and $1.2M being spent from 2014/15, 2015/16 and 2017/2018. Borrowings of $3.4M remain unchanged also with $654K Unsealed Rural Rds.

A decision on both LIRS Applications is expected to be made during June and therefore the two Projects will be subject to an offer and acceptance process (ie the NSW Govt makes the offer and Oberon Council decides to accept or reject the offer.)

Proposed List of Donations – 2013/14

DRAFT List of Donations 2014/2015 Group/Activity Purpose $ Amount

Civic Type Donations

Black Springs Public School Annual presentations 200

Burraga Public School Annual presentations 200

Oberon High School Annual presentations 200

Oberon Public School Annual presentations 200

O’Connell Public School Annual presentations 200

St Joseph’s Central School Annual presentations 200

RSL Sub Branch Memorial/Museum Difference between business & residential rates 450

RSL Sub Branch Memorial Water charges & consumptions 304

Showground trust Sewer 898

Oberon Masonic Centre Difference between business & residential rates 430

Oberon Council staff Social Club Staff social events 3,000

Country Women’s Association of NSW Public speaking contest for Schools 100

Oberon Show Society Miss Showgirl events and judging 1,500

Western Regional Academy of Sport Assist with operating costs 275

Community Requests

Friends of Oberon Library Inc. Waste to Art 2015 700

Oberon Men’s Shed Assist with insurance and rent 1,000

Oberon Heritage & Collectors Stage Oberon Highlands and Vintage Fair 2015 4,000

Bathurst Harness Racing Oberon Community Harness Racing Night 600

CHOICE – Genr8 Ministries Sub‐Committee Ongoing OHS initiative held in OHS 1,000

Oberon Netball Club Reducing Netball fees and EOY player gift 500

Evans Community Options Continued support to provide services 1,000

Lifeline Central West Inv. Assist with face to face Financial & Gambling Counsellor within Oberon

500

Central West Life Education Assist Education Mobile Learning Centre 1,000

Oberon Junior Rugby League Annual presentation day 500

Oberon Tigers Rugby League Purchase & install new hot water units 1,000

Black Springs Public School Purchase set of Ipads for classroom use 1,000

Burraga Public School Outdoor workbench with BBQ 900

Oberon Junior Hockey Association Sponsorship of teams for 2014 season 500

Can Assist Oberon Branch Assistance for Can Assist programs 500

Oberon United Football Club Assist with new jerseys, equipment and canteen 500

TOTAL FUNDED $23,357

Contributions in Kind

Oberon Golf Club Sewer costs 5,000

Oberon Golf Club Water at cost 15,000

Oberon Tennis Centre Centre improvements 5,000

Oberon Heritage & Collectors Stage Oberon Highlands and Vintage Fair 2015 4,000

DRAFT Capital Expenditure 2014/2015

DRAFT Capital Expenditure 2014/2015

MAJOR CAPITAL EXPENDITURE

PLANT REPLACEMENTS

some items planned for replacement in 2013/2014 is deferred to 2014/2015

$1,558,000

ROADS

Urban Local Streets $55k

Sealed Local Roads $314,500

Sealed Rural Roads $1,119k

Unsealed Rural Roads $654k

Regional Road Resealing Program $898k

$3,041,000

LOCAL INFRASTRUCTURE RENEWAL SCHEME

Mayfield Road – Reconstruction & Bitumen Sealing

Resheeting Gravel Roads

subject to receiving an offer and acceptance

$1,600,000

$3,400,000

RECORDS STORAGE at WORKS DEPOT $30,000

TOWN IMPROVEMENTS

Street Tree Planting $5,346

The Common $10,000

Footpaths $10,000

Oberon Street Paving $30,000

Church Hill Rock Wall $15,000

Lowes Mt Railway Crossing $50,000

Stormwater Drainage $70,000

Unallocated Works – balance of around $145k to be considered

$355,401

WATER MAINS REPLACEMENT $160,000

SEWERAGE TREATMENT PLANT $642,000

SEWER MANHOLE REHABILITATION $50,000

INFLOW/INFILTRATION PROGRAM $100,000

DRAFT COMMUNITY STRATEGIC PLAN 2014

DRAFT Long Term Financial Plan 2014/15 to 2023/24

2 | P a g e DRAFT Long Term Financial Plan 2014/15 to 2023/24 ‐ SUMMARY

DRAFT Long Term Financial Plan 2014/15 to 2023/24 SUMMARY

Item 2014/15

OperationalPlan

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Income from Continuing Operations 2.3% 15% 10%

Rates & Annual Charges 4,385,102 4,945,651 5,355,443 5,549,621 5,709,511 5,874,199 6,043,826 6,218,543 6,398,501 6,583,857

User Charges & Fees 4,236,774 4,449,829 4,690,573 4,833,788 4,898,485 4,965,122 5,033,759 5,104,454 5,177,271 5,252,271

Investment & Investment Revenue 175,789 97,578 81,887 71,138 84,301 63,011 57,132 55967 68513 82428

Other Revenues 293,144 304,461 315,421 324,029 332,895 342,027 351,432 361120 371099 381377

Operating Grants 3,351,420 3,489,315 3,639,519 3,717,152 3,797,115 3,879,476 3,964,307 4051684 4141682 4234381

Capital Grants 1,413,496 1,413,703 1,413,916 1,413,916 1,413,916 1,413,916 1,413,916 1413916 1413916 1413916

Gain from Disposal of Assets 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

TOTAL INCOME 13,955,725 14,800,537 15,596,759 16,009,645 16,336,222 16,637,750 16,964,373 17,305,684 17,670,982 18,048,230

Expenses from Continuing Operations

Employee Benefits & Oncosts 4,962,427 5,206,849 5,393,081 5,524,657 5,660,180 5,799,769 5,943,546 6,091,636 6,244,169 6,401,277

Borrowing Costs 81,881 168,646 236,769 291,616 291,992 274,934 257,196 238,749 219,562 199,601

Materials & Contracts 3,506,505 3,718,828 3,845,766 3,933,778 4,061,461 4,165,820 4,302,087 4,415,682 4,545,645 4,678,157

Depreciation & Amortisation 3,487,157 3,487,157 3,487,157 3,487,157 3,487,157 3,487,157 3,487,157 3,487,157 3,487,157 3,487,157

Other Expenses 2,048,230 2,212,832 2,156,720 2,204,663 2,270,803 2,338,928 2,409,095 2,481,368 2,555,809 2,632,484

TOTAL EXPENSES 14,086,200 14,794,312 15,119,492 15,441,871 15,771,593 16,066,607 16,399,081 16,714,592 17,052,341 17,398,676

Operating Results – Surplus/(Deficit) (130,474) 6,226 477,266 567,774 564,630 571,143 565,291 591,092 618,640 649,554

Net Operating Results before Grants & Contributions provided for Capital Purposes

(1,543,970) (1,407,477) (936,650) (846,142) (849,286) (842,773) (848,625) (822,824) (795,276) (764,362)


DRAFT Long Term Financial Plan 2014/15 to 2023/24 GENERAL FUND

Item 2014/15

OperationalPlan

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Income from Continuing Operations 2.3%

Rates & Annual Charges 3,225,841 3,661,699 3,999,019 4,118,989 4,242,559 4,369,836 4,500,931 4,635,959 4,775,037 4,918,289

User Charges & Fees 2,781,592 2,856,307 2,934,244 2,942,022 2,950,034 2,958,285 2,966,785 2,975,539 2,984,556 2,993,843

Investment & Investment Revenue 115,176 25,858 19,997 19,997 19,997 19,997 19,997 19,997 19,997 19,997

Other Revenues 264,644 275,961 286,921 295,529 304,395 313,527 322,932 332,620 342,599 352,877

Operating Grants 3,314,912 3,451,243 3,599,754 3,677,089 3,756,745 3,838,790 3,923,296 4,010,337 4,099,990 4,192,332

Capital Grants 1,409,783 1,409,878 1,409,977 1,409,977 1,409,977 1,409,977 1,409,977 1,409,977 1,409,977 1,409,977

Gain from Disposal of Assets 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

TOTAL INCOME 11,211,948 11,780,947 12,349,912 12,563,603 12,783,706 13,010,411 13,243,917 13,484,429 13,732,156 13,987,315


Employee Benefits & Oncosts 4,372,171 4,574,262 4,736,625 4,849,037 4,964,822 5,084,080 5,206,917 5,333,438 5,463,755 5,597,981

Borrowing Costs 35,621 88,179 12,2028 119,611 106,021 91,961 77,415 62,364 46,792 30,680


Depreciation & Amortisation 3,219,439 3,219,439 3,219,439 3,219,439 3,219,439 3,219,439 3,219,439 3,219,439 3,219,439 3,219,439

Other Expenses 1,855,348 2,013,764 1,951,267 1,993,047 2,052,838 2,114,423 2,177,856 2,243,192 2,310,488 2,379,802

TOTAL EXPENSES 11,141,849 11,703,494 11,883,816 12,099,756 12,334,837 12,576,908 12,826,176 13,082,855 13,347,164 13,619,329

Operating Results – Surplus/(Deficit) 70,099 77,452 466,096 463,874 448,868 433,502 417,741 401,574 384,992 367,986


(1,339,684) (1,332,426) (943,881) (946,130) (961,109) (976,475) (992,236) (1,008,403) (1,024,985) (1,041,991)


DRAFT Long Term Financial Plan 2014/15 to 2023/24 WATER FUND

Item 2014/15

OperationalPlan

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Income from Continuing Operations 10%

Rates & Annual Charges 363,410 401,423 454,369 501,515 516,561 532,057 548,019 564,460 581,393 598,835

User Charges & Fees 953,740 1,048,964 1,184,582 1,302,891 1,341,932 1,382,145 1,423,565 1,466,227 1,510,168 1,555,428


Other Revenues - - - - - - - - - -

Operating Grants 15,722 17,006 18,409 18,409 18,409 18,409 18,409 18,409 18,409 18,409

Capital Grants - - - - - - - - - -

Gain from Disposal of Assets - - - - - - - - - -

TOTAL INCOME 1,339,868 1,474,605 1,664,795 1,830,250 1,884,337 1,942,328 2,009,539 2,079,630 2,153,052 2,229,669


Employee Benefits & Oncosts 182,117 208,286 215,357 221,817 228,472 235,326 242,386 249,657 257,147 264,862

Borrowing Costs 11,322 16,902 18,979 18,407 17,797 17,150 16,461 15,728 14,949 14,121


Depreciation & Amortisation 172,458 172,458 172,458 172,458 172,458 172,458 172,458 172,458 172,458 172,458

Other Expenses 108,839 112,507 116,292 119,781 123,374 127,075 130,887 134,814 138,858 143,024

TOTAL EXPENSES 1,496,460 1,580,446 1,610,856 1,632,309 1,683,213 1,708,469 1,763,238 1,792,868 1,836,322 1,879,703

Operating Results – Surplus/(Deficit) (158,592) (105,842) 53,939 197,941 201,124 233,859 246,300 286,763 316,730 349,965


(158,592) (105,842) 53,939 197,941 201,124 233,859 246,300 286,763 316,730 349,965


DRAFT Long Term Financial Plan 2014/15 to 2023/24 WASTE FUND

Item 2014/15

OperationalPlan

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Income from Continuing Operations 2.3%


User Charges & Fees 352,042 373,141 395,187 407,019 419,207 431,760 444,690 458,008 471,725 485,854

Investment & Investment Revenue - - - - - - - - - -

Other Revenues 28,500 28,500 28,500 28,500 28,500 28,500 28,500 28,500 28,500 28,500


Capital Grants - - - - - - - - - -


TOTAL INCOME 604,483 625,348 647,156 665,693 678,188 691,057 704,313 717,966 732,028 746,513



Borrowing Costs - - - - - - - - - -

Materials & Contracts 342,429 349,796 357,383 364,770 372,379 380,216 388,289 396,604 405,168 413,989


Other Expenses 3,611 3,719 3,832 3,947 4,065 4,187 4,313 4,442 4,576 4,713

TOTAL EXPENSES 485,849 498,649 511,886 523,707 535,884 548,426 561,344 574,650 588,355 602,471

Operating Results – Surplus/(Deficit) 118,633 126,699 135,271 141,986 142,303 142,631 142,968 143,316 143,673 144,042


118,633 126,699 135,271 141,986 142,303 142,631 142,968 143,316 143,673 144,042


DRAFT Long Term Financial Plan 2014/15 to 2023/24 SEWER FUND

Item 2014/15

OperationalPlan

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Income from Continuing Operations 15%


User Charges & Fees 149,400 171,417 176,560 181,856 187,312 192,931 198,719 204,681 210,821 217,146


Other Revenues - - - - - - - - - -


Capital Grants 3,713 3,825 3,939 3,939 3,939 3,939 3,939 3,939 3,939 3,939


TOTAL INCOME 799,427 919,637 934,895 950,098 989,992 993,954 1,006,604 1,023,659 1,053,745 1,084,734



Borrowing Costs 34,938 63,564 95,762 153,598 168,173 165,823 163,320 160,656 157,820 154,801

Materials & Contracts 481,082 490,888 546,156 550,539 556,253 562,139 568,202 574,446 580,878 587,503


Other Expenses 80,432 82,842 85,329 87,889 90,526 93,242 96,039 98,920 101,888 104,944

TOTAL EXPENSES 960,042 1,011,722 1,112,935 1,186,098 1,217,659 1,232,804 1,248,322 1,264,219 1,280,501 1,297,173

Operating Results – Surplus/(Deficit) (160,615) (92,084) (178,040) (235,999) (227,666) (238,850) (241,718) (240,560) (226,756) (212,439)


(164,328) (95,909) (181,979) (239,938) (231,605) (242,789) (245,657) (244,499) (230,695) (216,378)

WORKFORCE MANAGEMENT PLAN 2014 – July 2014

DRAFT Workforce Management Plan 2014 INDEX

1 INTRODUCTION – WHY WORKFORCE MANAGEMENT PLANNING IS REQUIRED .......................................... 2

2 CURRENT WORKFORCE – ORGANISATIONAL STRUCTURE ............................................................................ 3

3 ORGANISATIONAL STRUCTURE – MANAGEMENT DETAILS ............................................................................. 4

4 EMPLOYMENT STATUS, GENDER PROFILE and AGE DATA ............................................................................. 5

5 WORKFORCE CAPACITY, CRITICAL POSITIONS and SKILLS GAPS ............................................................... 11

6 WORKFORCE PLANNING OBJECTIVES and STRATEGIES .............................................................................. 14

ATTRACTION and RETENTION ............................................................................................................................... 14

TRAINING and DEVELOPMENT .............................................................................................................................. 14

PERFORMANCE MANAGEMENT ............................................................................................................................ 15

ORGANISATIONAL DEVELOPMENT ...................................................................................................................... 15

WORKPLACE HEALTH and SAFETY (WHS)........................................................................................................... 16

IMPLEMENTING ACTIONS and ANNUAL REVIEWS .............................................................................................. 17

DELIVERY PROGRAM and OPERATIONAL PLANS (Year 1 to Year 4) ................................................................. 22

DRAFT Workforce Management Plan 2014 – May 2014 21 INTRODUCTION – WHY WORKFORCE MANAGEMENT PLANNING IS REQUIRED In developing our Community Strategic Plan (CSP), Oberon Council undertook an analysis of our current workforce capacity and identified areas where we need to reshape and restructure the organisation to achieve the strategic outcomes detailed within the CSP.

A Workforce Management Plan (WMP) aims to have the right people in the right places with the right skills doing the right jobs.

Another definition is that WMP is about having a strategic focus to provide the right number of people with the right skills at anytime now and in the future to deliver the required services.

Where there are gaps in skills the WMP aims to identify what Strategies and Actions are needed to fill these gaps. We have also taken account of projected requirements into the future as might be expected with an ageing workforce and with planned retirements.

As an example an employee with 30 years of “grass roots” experience with Oberon Council would be expected to have a wide and comprehensive knowledge and set of skills which seem to make this staff member “irreplaceable”. The WMP aims to lessen the pain, when this long serving employee retires through implementing a “succession plan” and training a replacement.

BACKGROUND The NSW Government, through the Office of Local Government requires all NSW Councils to prepare a Community Strategic Plan (CSP) and other documents in an “integrated” framework. These documents replace the former Management Plan / Budget and Social Plan. The initial WMP for Oberon Council was prepared in May 2012, and was revised in 2013 and again in 2014 as part of the process of developing the Oberon Community Strategic Plan 2014. OUR WORKFORCE MANAGEMENT PLAN and ACTIONS In preparing our Workforce Management Plan (WMP) we looked at a range of issues which were identified at workshops with Councillors and management. We looked at our current workforce structure and management and also specific employee data (workforce profile). This work provided the background to the development of Objectives and Strategies targeted to achieve the Strategic Outcomes within the CSP. Specific Actions have been included in this WMP along with an implementation plan and timetable linked to the Delivery Program and Operational Plan.

DRAFT Workforce Management Plan 2014 – May 2014 32 CURRENT WORKFORCE – ORGANISATIONAL STRUCTURE The Organisation Structure was reviewed by Council in March 2013. The following represents the current structure in operation.

GENERAL MANAGER

(Senior Staff position)

PLANNING AND DEVELOPMENTDirector

Health & Building ManagerSenior Development Control Officer

FINANCE AND COMMUNITY SERVICESDirector

Finance CoordinatorCommunity Services Coordinator

WORKS AND ENGINEERINGDirector

Works ManagerProject Engineer

EXECUTIVE AND CUSTOMER SERVICES

Executive CoordinatorHuman Resources Coordinator

Work Health & Safety CoordinatorInformation, Communications & GIS Coordinator

DRAFT Workforce Management Plan 2014 – May 2014 43 ORGANISATIONAL STRUCTURE – MANAGEMENT DETAILS OBERON COUNCIL Council has 9 elected members representing the whole of the Oberon Local Government Area. Elections were held in September 2012. The Council area is approximately 3600km2 serving a population of around 5500 people. More accurate details are shown in the CSP 2013 document. COUNCIL COMMITTEES There are presently two (2) Committees, comprising the whole of the elected members of Council. These are the Finance Committee and the Works Committee. These Committee Meetings follow the Council’s adopted Code of Meeting Practice and are generally less formal than a Council Meeting. It is proposed that these two Committees make their own decisions as ALL Councillors are members. COUNCIL COMMITTEES - SECTION 355 (Advisory Committees) To assist Council in managing community activities a number of Advisory Committees have been formed. These Committees do not have decision making power or authority to commit expenditure. Membership on these Committees is either voluntary of by appointment from Council. All recommendations of these Committees are referred to Council for consideration. In June 2013 the Council reviewed the Committee Structure. GENERAL MANAGER (see also GENERAL MANAGER’S UNIT below) The General Manager (GM) is appointed by Council, on a performance based contract, to oversee and manage the day to day operations. The GM is also assisted by three Directors. Council does not manage or direct staff, other than through the adopted CSP, Delivery Program and other Plans. GENERAL MANAGER’S UNIT / EXECUTIVE and CUSTOMER SERVICES These work units support the GM with work associated with Communication & Support Services to enable effective functioning of the Elected Council, Tourism and Human Resources. Main staff is the Executive Coordinator, Human Resources Coordinator, Work Health & Safety Coordinator and Information, Communications and GIS Coordinator. FINANCE and COMMUNITY SERVICES DIRECTOR The Director oversees Council’s Finances, the preparation of Annual Financial Statements, Revenue and Cash Flow Management, Investments, Contract Management, Procurement, Asset Management, Accounting Systems and Leasing arrangements, and a range of Community Services. The main support staff for the Director is the Finance Coordinator and Community Services Coordinator. PLANNING and DEVELOPMENT DIRECTOR The Director manages the Development Control, Health and Building approval processes, along with Environment and Heritage control, Animal and Stock Control. An important function of this position is the development of a Land Use Planning Strategy, Development Control Plans and a Local Environmental Plan for the whole of the Oberon Local Government Area. The main support for the Director is the Health & Building Manager. WORKS and ENGINEERING DIRECTOR The Director is supported by professional and technical specialists to manage major infrastructure. This includes the road network (Local, Regional and State Roads), Water and Wastewater (sewerage scheme), Public Amenities, Parks and Gardens, Sporting Ovals and Plant and Fleet Management. The majority of the workforce is employed in this area.

DRAFT Workforce Management Plan 2014 – May 2014 5

0

10

20

30

40

50

60

70

80

Fulltime Part‐time Trainees Apprentices Casuals

EmploymentType

2012

2014

0

10

20

30

40

50

60

Males Females

GenderComparison

2012

2014

4 EMPLOYMENT STATUS, GENDER PROFILE and AGE DATA (Survey carried out in May 2012 and May 2014) Current staffing levels are examined by Number of Employees and Gender, Type of Employment, Employment Type by Work Area and by Age of Employees. This will help to identify potential skills required into the future and any gaps in those skills in our current workforce. Council has a relatively stable workforce with low levels of staff turnover. We generally receive excellent response to any advertised vacancies by suitably qualified and skilled applicants. Local Government is experiencing difficulties in recruiting skilled and qualified staff in the areas of Technical Works & Engineering and Planning & Development, in recent years we have been successful in recruiting in these areas. OUR WORKFORCE PROFILE - We have 83 permanent employees (up from 81 in 2012); however we also have casual and seasonal employees (mainly for the Swimming Pool) which bring this number to 102 (down from 104). The majority of our employees are males, employed in the Outdoor/Works and Depot area. For our 83 permanent employees 67.47% are male, and 32.53% female. Since 2012 there has been a decrease in part-time staff numbers. This was mainly achieved through the restructure in the Finance and Community Services area. There has been a further decrease in casuals and this is expected to be further reduced with work practices at the swimming pool currently under review.

GENDER COMPARISON (excluding Casuals) EMPLOYMENT TYPE (all employees)

Full-Time Part-Time Trainee Apprentice Casuals

2012 63 (60.58%) 14 (13.47%) 3 (2.88%) 1 (0.96%) 23 (22.11%)

2014 71 (69.61%) 9 (8.83%) 2 (1.96%) 1 (0.98%) 19 (18.62%)

MALE FEMALE TOTAL

2012 53 (65.44%) 28 (34.56%) 81 (100%)

2014 56 (67.47%) 27 (32.53%) 83 (100%)

DRAFT Workforce Management Plan 2014 – May 2014 6EMPLOYMENT TYPE BY WORK AREA (excluding Casual employees) Casual staffing is excluded as these positions generally replace existing positions or are short term placements only.

There has been a slight increase in the number of employees in the Outdoor/Works and Depot from 55.55% to 56.63%

0

5

10

15

20

25

30

35

40

45

50

Indoor/Administration Outdoor/Works/Depot

2012EmploymentTypebyWorkArea

2012Full‐time

2012Part‐time

2012TraineeandApprentice

0

5

10

15

20

25

30

35

40

45

50

Indoor/Administration Outdoor/Works/Depot

2014EmploymentTypebyWorkArea

2014Full‐time

2014Part‐time

2014TraineeandApprentice

2012 2014

Total Full-time Part-time Trainee and Apprentice

Total Full-time Part-time Trainee and Apprentice

Total Employees 81 (100%) 64 (79.01%) 13 (16.05%) 4 (4.94%) 83 (100%) 71 (85.54% 9 (10.85%) 3 (3.61%)

Indoor/Administration 36 (44.45%) 20 (55.55%) 13 (36.11%) 3 (8.33%) 36 (43.37%) 26 (72.22%) 8 (22.22%) 2 (5.56%)

Outdoor/Works & Depot 45 (55.55%) 44 (97.78%) NIL (0%) 1 (2.22%) 47 (56.63%) 45 (95.76%) 1 (2.12%) 1 (2.12%)

DRAFT Workforce Management Plan 2014 – May 2014 7AGE OF EMPLOYEES

2012 2014 Age Indoor/

Administration Outdoor/Works and Depot

Total Number of Employees

Age Indoor/ Administration

Outdoor/Works and Depot

Total Number of Employees

<21 3 (8.33%) 1 (2.22%) 4 (4.94%) <21 2 (5.27%) 2 (4.44%) 4 (4.82%)

22-30 9 (25.00%) 2 (4.44%) 11 (13.58%) 22-30 5 (13.16%) 1 (2.22%) 6 (7.23%)

31-40 10 (27.78%) 4 (8.89%) 14 (17.28%) 31-40 9 (23.68%) 3 (6.66%) 12 (14.46%)

41-50 4 (11.11%) 12 (26.67%) 16 (19.75%) 41-50 9 (23.68%) 14 (31.12%) 23 (27.71%)

51-64 10 (27.78%) 25 (55.56%) 35 (43.21%) 51-64 12 (31.58%) 25 (55.56%) 37 (44.58%)

>65 0 (0.00%) 1 (2.22%) 1 (1.23%) >65 1 (2.63%) 0 1 (1.20%)

Total 36 45 81 Total 38 45 83

The largest age bracket is 51 to 64 years of age. About 88% of all employees aged over 31. The Outdoor/Works and Depot area have an obvious aging workforce with over half of employees (55.56%) aged over 51 years. Employees under the age of 30 represents only 12.05% of all employees, with only one employee aged over 65.(this employee

changed Departments from Outdoor/Works and Depot to Indoor/Administration since the 2012 Survey). The average age of the total workforce is 42 years. The average age of Administration/Indoor employees is 39. The average age of

Outdoor/Works and Depot employees is 48.


5%

14%

17%

20%

43%

1%

2012AgeofEmployees

<21

22‐30

31‐40

41‐50

51‐64

>65

5%

7%

14%

28%

45%

1%

2014AgeofEmployees

<21

22‐30

31‐40

41‐50

51‐64

>650

5

10

15

20

25

30

35

40

<21 22‐30 31‐40 41‐50 51‐64 >65

2014AgebyWorkArea

2014Indoor/Administration

2014Outdoor/WorksandDepot

2014TotalNumberofEmployees

The 41-50 years age group has seen the largest increase since 2012 with 28% of the workforce now represented in this bracket. This will further impact on the succession planning requirements in the next 2 years. The 22-30 year age group has halved since 2012 indicating a need to focus on the attraction and retention of suitably skilled and qualified staff in this demographic group. The 51-64 years age group remains relatively steady, but with bracket creep, an increase to the >65 age group is expected in the next two years with an increase in retirements also expected .

0510152025303540

<21 22‐30 31‐40 41‐50 51‐64 >65

2012AgebyWorkArea

2012Indoor/Administration

2012Outdoor/WorksandDepot

2012TotalNumberofEmployees

DRAFT Workforce Management Plan 2014 – May 2014 9LENGTH OF SERVICE The following information breaks employee groups into six (6) distinct work areas. This information illustrates the Total Length of Service by Work Area (in accumulated years)

There has been a significant reduction in employees with 2-5 years experience with a correlating increase in the 6-10 year and 11-20 year service brackets. A further reduction is also seen for employees with less then 1 year of service with 15% in 2012 falling to just 5% in 2014. Employees with over 31 years experience remains static at just 2% of the workforce. With three quarters of the workforce having more than 6 years of experience, the organisation is in a positive position. Future challenges will lie in retaining corporte knowledge as employees move towards retirement.

0

2

4

6

8

10

12

14

<1 2‐5 6‐10 11‐20 21‐30 >31

2012LengthofServicebyWorkArea

Works/Depot

Engineering

CorporateServices

Community

Development

GeneralManagerUnit

15%

31%

22%

20%

10%

2%

2012YearsofService

<1

2‐5

6‐10

11‐20

21‐30

>31

0

5

10

15

20

<1 2‐5 6‐10 11‐20 21‐30 >31

2014LengthofServicebyWorkArea

Works/Depot

Engineering

CustomerServices

Finance&Community

Development

OrganisationalDevelopment

5%

25%

33%

27%

8%

2%

2014YearsofService

<1

2‐5

6‐10

11‐20

21‐30

>31


Accumulated

Years

<1 year 2-5 Years 6-10 Year 11-20 Years 21-30 Years >31 Years

Outdoor Works/Depot 496 3 12 12 8 8 2

Engineering 36 1 1 1 2 0 0

Corporate Services 70 1 3 1 4 0 0

Community 15 4 3 1 0 0 0

Development 34 1 2 1 2 0 0

General Managers Unit 31 2 4 2 0 0 0

682 years / 81

100.00%

12

14.81%

25

30.87%

18

22.22%

16

19.75%

8

9.88%

2

2.47%

2014

Accumulated

Years

<1 year 2-5 Years 6-10 Year 11-20 Years 21-30 Years >31 Years

Outdoor Works/Depot 542 0 6 17 12 7 2

Engineering 52 0 3 1 3 0 0

Customer Services 35 0 3 3 1 0 0

Finance & Community 51 3 5 1 2 0 0

Planning & Development 62 0 3 1 3 0 0

Organisational Development 45 1 1 4 1 0 0

787 years / 83

100.00%

4

4.82%

21

25.30%)

27

32.54%

22

26.50%

7

8.44%

2

2.40%

Our employees have accumulated a total of 787 years of service, which equates to an average of 9.42 years (based on 83 employees). Close to two thirds (62.66%) of employees have worked with Oberon Council for 10 years or less. The longest serving employee is in the Works/Depot area with 40 years.

DRAFT Workforce Management Plan 2014 – May 2014 115 WORKFORCE CAPACITY, CRITICAL POSITIONS and SKILLS GAPS Following the workshops with Councillors and management staff further work has been completed on the workforce profile taking into account the type of employment (Full-time, Part-time, casuals), the age of employees and the length of service with Oberon Council. The most critical issues identified in each of our six (6) distinct work areas are listed below: FINANCE and COMMUNITY SERVICES A Finance & Community Services Director was appointed in November 2013, after the position had been vacant for around 7 months. The appointment of a full-time Finance Coordinator and converting other part-time roles provide better management of finance issues. Information Technology role originally part-time has been restructured to a full-time position. Now reporting to the General Manager. Storeman (Procurement Officer/Coordinator) role is critical and succession planning is urgently required. Revenue Officer has verbally indicated intention to retire in the next 2 to 3 years. Succession planning is currently underway with

existing employees undertaking formal training and on the job training. PLANNING and DEVELOPMENT SERVICES Health and Building Manager resigned in April 2014 with a replacement expected in early July. Identified skill shortage in technical issues and although the appointment of trainee was included in the Delivery Program and

Operational Plan 2013/2014, this will now be actioned during 2014/2015. OUTDOOR WORKS/DEPOT WORKS and ENGINEERING SERVICES Succession Planning in the Water/Waste Water Treatment areas is continuing and proving to be successful using existing employees

although the plan to involve the Project Engineer in these activities will be reviewed in 2014/2015. Succession Planning is required in the Plant Workshop area. Current Apprentice will complete his indenture by the end of 2014. The

appointment of another Apprentice will be dependent upon succession planning requirements. Succession Planning for a number of Works positions is also required with a number of employees nearing retirement. Management of Waste Services Collection requires further investigation. Recycling is currently under utilised. GENERAL MANAGER’S UNIT & ORGANISATIONAL DEVELOPMENT & CUSTOMER SERVICES The movement of Payroll to Organisational Development allows a focus on non-finance related employee issues. The Information, Communications and GIS Coordinator position now forms part of the General Manager’s Unit. The position has

become vacant again in May 2014 and a replacement is expected by early July. Risk Management and implementation of Workplace Health & Safety guidelines requires further support in the organisation. A review of current staffing arrangements in the Oberon Visitor Information Centre is currently being undertaken.

DRAFT Workforce Management Plan 2014 – May 2014 12OVERALL ISSUES – showing the issues identified in 2012 and the outcomes noted in 2014

2012 - High number of “key” Indoor/Administrative employees do NOT live within the LGA and less than 50% of Managers live in Oberon.

2014 – An increased number of employees including Directors and Operational Managers reside in the Oberon LGA

2012 - Councillor involvement with staff – potential Code of Conduct breaches, further training and enforcement required. 2014 - Code of Conduct was undertaken in 2013 for employees and Councillors. Regular reinforcement was provided to

staff and Councillors who continued to potentially breach the Code of Conduct. Issues have reduced significantly.

2012 - Poor communication – both internally and externally. 2014 – Communication is improving with regular formal and informal communication mechanisms now in place.

2012 - An “Outdoor” v’s “Indoor” mentality still exists between employees and a silo affect still exists.

2014 - this culture will be difficult to completely change. However proactive measures have been undertaken to reduce the affect including a joint Christmas and Easter function for all staff and their families.

2012 - Lack of coordination between Strategic documents and “operational decisions” – too many ad hoc decisions. 2014 – At a Councillor level this has improved with Informal Briefing Sessions, Workshops and Inspections. At a staff level

an increased focus on outcomes through more effective Executive Management Team meetings and project work.

2012 - Poor Risk Management processes -perception that it sits with one employee rather than whole of organisation approach. 2014 - More internal focus on Risk Management with regular internal meetings held with key staff to review the annual Risk

Management Action Plan and associated issues. Overall Risk Management now given oversight by General Manager. Training has been highly emphasized during 2013 and has continued into 2014 with a focus on core competencies and compliance based training, Professional Development and Certificate Level Traineeships. A number of Management Staff also attend industry Conferences relative to their work areas. Significant resources have also been invested to achieve improvements to Information Technology (IT) software and hardware across the organisation. The implementation of Civica’s Business Intelligence System (BIS) was conducted in late 2013. The system will allow for more effective and timely analysis of financial information by key management staff responsible for managing operational programs and projects (and budgets). Further training of end users in the product has been identified.

DRAFT Workforce Management Plan 2014 – May 2014 13Although there were many other issues identified, the above issues were considered most critical and along with specific employee data (workforce profile) have been used to develop a number of Objectives and Strategies which broadly target these issues. It should be noted is the relative lack of reference to the major work area in the Outdoor/Works and Depot areas. In most cases the workforce is very dependent on teamwork and has typically built capacity of the workforce from within. This is not to say that some of the more critical positions do not require succession planning. The two (2) most long serving employees are from within this work area. Due to the “hands on” nature of the work carried out by the Outdoor/Works and Depot employees there has been a high level of on the job training over many years and this will continue. The critical issues identified in each work area and the specific employee data has been used to develop Objectives and Strategies for the following Key Themes:

ATTRACTION and RETENTION

TRAINING, LEARNING and DEVELOPMENT

ORGANISATIONAL DEVELOPMENT

PERFORMANCE MANAGEMENT

WORKPLACE HEALTH and SAFETY

DRAFT Workforce Management Plan 2014 – May 2014 146 WORKFORCE PLANNING OBJECTIVES and STRATEGIES Actions have been included to state what we intend doing to address the Objectives and Strategies listed for each of the Key Themes.

ATTRACTION and RETENTION OBJECTIVES

o To employ and retain excellent professional and general operations employees that meet present and future skill needs.

o To be viewed as an employer of choice and to retain and motivate a high performing workforce.

STRATEGY

o Review position responsibilities to maintain competitive position within market place.

o Monitor recruitment processes to ensure fair, transparent and merit based employment selection processes.

o Develop Human Resource protocols that reflect expectations of a modern workforce including effective performance management and staff incentives.

ACTIONS

o Complete review of recruitment practices. o Complete review of salary system (and structure). o Implement an effective performance management system with an aim to conduct regular salary reviews. o Implement a long service recognition program. o Review working conditions, non-salary benefits to attract and retain employees.

TRAINING and DEVELOPMENT OBJECTIVES

o Provide opportunities for training and development to ensure employees have the necessary skills and knowledge.

o Create a culture which encourages employees to participate in training and development opportunities.

STRATEGY

o Align training needs and requests with Council priorities and within budget constraints (CSP and Delivery Program).

o Determine skill and knowledge requirements with our current workplace requirements. o Determine skill and knowledge requirements to meet future workplace demands.

o Develop training plans and opportunities for employees wishing to undertake career advancement studies.

o Link training and development with the performance management system.

ACTIONS

o Develop a Training Plan and Policy. o Update skills register and link to position requirements. o Development of Gap analysis and action plan.

DRAFT Workforce Management Plan 2014 – May 2014 15PERFORMANCE MANAGEMENT OBJECTIVES

o Develop a performance management system to assist employees to achieve their position outcomes.

o Ensure employees are managed effectively to meet Council’s strategic outcomes and objectives.

STRATEGY

o Implement a performance, grading and skill steps system following a consultative process.

o Provide opportunity for employees to receive feedback about performance.

o Develop processes to identify issues of poor performance.

ACTIONS

o Review the performance management system. o Develop a performance management policy o All staff with supervisory responsibilities to undergo performance management training.

ORGANISATIONAL DEVELOPMENT OBJECTIVES

o Develop a culture focused on providing the highest level of service and being responsive to the whole community.

o Communicate Council’s strategic objectives and desired outcomes to all employees.

STRATEGY

o Develop employee programs which deliver an exceptional Customer Service.

o Develop systems to monitor organisational (Council) performance on a range of key indicators

ACTIONS

o Effective communication with all employee groups to gain cooperation in the delivery of services.

o Empower employees to deliver good performance, and create a climate of respect and trust to enhance motivation.

o Ensure employee engagement in the development and review process and work and practices.


WORKPLACE HEALTH and SAFETY (WHS) OBJECTIVES

o Ensure the health, safety and welfare of employees.

o Develop a positive culture of workplace health, safety and risk awareness.

STRATEGY

o Increase awareness of WHS and risk management principles and practices.

o Ensure a proactive approach to injury management and prevention.

ACTIONS

o Develop and implement a WHS Management Plan.

o Develop training in workplace/occupational risks, health, safety and well being.

o Develop a program for inspections and audits as part of a risk minimisation strategy.

o Create a greater visibility of WHS initiatives and programs to staff. o Proactively encourage employees to utilise accrued leave to enhance employee’s health and wellbeing.


IMPLEMENTING ACTIONS and ANNUAL REVIEWS ATTRACTION and RETENTION ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update / May 2014

Complete review of recruitment practices

General Manager

HR Coordinator

By Sept 2012 Recruitment Process reviewed and updated.

Completed and is being implemented..

Complete review of Salary System (and structure)

General Manager

HR Coordinator

Executive Mgmt Team

By Oct 2012 A number of key positions have been reassessed through the Salary System.

The review of the Salary Structure is still underway

Implement an effective performance management system with an aim to conduct regular salary reviews

Executive Mgmt Team By Jan 2013 Annual Performance Review timeframes have been reviewed with key dates determined for annual Performance Reviews.

Annual Performance Assessment Form has been redesigned into a more useable document and has been used on a trial basis.

Review of actual Performance Criteria is on-going.

Human Resources Coordinator has participated in a joint Performance Management System review as part of the CENTROC HR group.

Implement a Long Service Recognition program

General Manager By July 2012 Implemented Dec 2012.

Will be an annual program. Completed.

Review working conditions, non-salary benefits to attract and retain employees

HR Coordinator By Aug 2012 Flexible Working Policy drafted – to be reviewed by GM/EMT.

General conditions/incentives including provision of motor vehicles, relocation allowances determined case by case.

Policy/practices need to be documented. Ongoing.

DRAFT Workforce Management Plan 2014 – May 2014 18 TRAINING and DEVELOPMENT ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update / May 2014

Develop a Training Plan and Internal Policy

HR Coordinator By Dec 2012 Draft Training Policy submitted to GM for review.

Oberon has joined with Lachlan, Cowra and Parkes to utilise Federal Government funding to initiate a Skills Training Audit, perform a gap analysis and develop a comprehensive training plan which will be a key document in the ongoing revision of the Workforce Management Plan and provide accurate information to link the WMP with other strategic documents including LTFP..

May 2014

Training Plan finalised and form part of the annual review program.

Update skills register and link to position requirements

HR Coordinator By Dec 2012 As Above.

May 2014

The maintenance of the Skills Register and Review of Position requirements is ongoing as part of the annual review program.

Development of gap analysis and action plan

HR Coordinator

Executive Mgmt Team

By Dec 2012 As Above.

DRAFT Workforce Management Plan 2014 – May 2014 19 PERFORMANCE MANAGEMENT ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update / May 2014

Effective communication with all employee groups to gain cooperation in the delivery of services.

Executive Mgmt Team By Dec 2012 Significant improvements have occurred with internal communications. A more adhesive and cooperative team environment within work teams, Departments and across the organisation is developing/improving.

May 2014

A significant change and improvement has been made to the overall cultural wellbing of the organisation. With the resignation and replacement of a number of staff during 2013 and 2014, a fresh and vibrant approach to the Organisation’s values and goals has been achieved.

Empower employees to deliver good performance, and create a climate of respect and trust to enhance motivation.

Executive Mgmt Team By Dec 2012 May 2014

Further emphasis needs to be given to employees working effectively as a team and in individual work teams. EMT and Senior Managers will embark on a Corporate Leadership Program in May/June 2014 to assist in further developing skills and resilience in this area.

Ensure employee engagement in the development and review process and work practices.

Executive Mgmt Team By Dec 2012 Significant improvements have been achieved in operational workflows in a number of areas.

Currently exploring options for an internal audit of Council’s financial management software and financial processes to determine effective use of technology to meet internal and external service expectations.

May 2014

Further emphasis on the utilization of Program based workflows is required. Manual processes are still excessive in an organisation which is well resourced to deliver more advanced services.

DRAFT Workforce Management Plan 2014 – May 2014 20 ORGANISATIONAL DEVELOPMENT ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update / May 2014

Review the Performance Management System.

General Manager

HR Coordinator

Executive Mgmt Team

By Dec 2012 See above comments about Performance Management.

Develop a Performance Management Policy

HR Coordinator By Dec 2012 Policy has been drafted and is currently being reviewed by GM prior to presentation to the Consultative Committee.

May 2014

Performance Management Policy has been implemented.

All staff with supervisory responsibilities to undergo performance management training.

Executive Mgmt Team By Feb 2013 HR Coordinator arranged Performance Management training for a number of Middle Managers responsible for performance management (in line with EEO good practice and Council’s EEO policy). Response was somewhat negative and un-cooperative.

Recent internal issues have reinforced the necessity for a consistent approach to performance management and for all employees with supervisory responsibility to undergo training.

GM has indicted support for this direction.

May 2014

Training for all staff responsible for Performance Management has still not been completed. This will be a training priority for 2014-2015.

DRAFT Workforce Management Plan 2014 – May 2014 21 WORKPLACE HEALTH and SAFETY ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update / May 2014

Develop and implement a WHS Management Plan.

WH&S Coordinator

HR Coordinator

By Dec 2012 Work is progressing on this in conjunction with Centroc Risk Management Group.

May 2014

This work is continuing with Centroc and included in RMAP meetings

Develop training in workplace/occupational risks, health, safety and well being.

WH&S Coordinator

HR Coordinator

By Jan 2013 E-learning modules – Drug & Alcohol, Bullying & Harassment, WHS, Code of Conduct, EEO, Privacy provided to office based employees. Works staff will undergo training in early June.

E-learning trial has been a successful joint project for CENTROC

May 2014

E-Learning modules continue to be delivered as part of the Induction Program. Additional programs are being designed including Developing Cultural Awareness, and Working in a Local Government Context. This will be available during 2014-2015.

Develop a program for inspections and audits for risk minimisation strategy.

WH&S Coordinator

GM

By Jan 2013 This is being undertaken on a regular basis, and is being reported to the GM and Works & Engineering Director.

May 2014

This is reviewed with the GM, who also conducts inspections with WH&S Coordinator and other Directors.

Create a greater visibility of WHS initiatives and programs to staff.

WH&S Coordinator

GM

By Nov 2012 WH&S Coordinator now reports to GM. Introduction of Indoor Toolbox Talks. More focus on distribution of practical information to Works employees.

May 2014

Indoor Toolbox Sessions are continuing less frequently, with a focus on WH&S issues.

DRAFT Workforce Management Plan 2014 – May 2014 22DELIVERY PROGRAM and OPERATIONAL PLANS (Year 1 to Year 4) Year 1 is 2012/2013 GENERAL MANAGER and GENERAL MANAGER’S UNIT Review

Year 1

2012/13

Review Organisation Structure

requirement with new Elected Council.

Provide dedicated relief/support for Community Services Manager (CSM) and Executive Assistant position.

Higher Grade Pay provisions apply. Determine career path for Administrative Trainee.

Organisation Structure adopted in March 2013.

CSM position restructured. Administrative Trainee dedicated relief for Executive Coordinator with Higher Duty Payments initiated.

Administrative Trainee position restructured to Administrative Assistant (roles now with Finance & Community Services).

Year 2

2013/14

Possible additional Trainee Position in Administration.

Establish a Trainee position in Library Services to reduce casual/permanent part-time staff.

See Finance & Community Services

See comment for GRANTS OFFICER role.

Grants Coordinator reports to F&CS Director

Current School Based Trainee (SBT) role to continue for 2013. Establishment of new Trainee or SBT to be reviewed at this time.

A Customer Services Trainee position was successfully recruited early 2014. The position assists in the Administration, Library and Visitor Information Centre areas. The employee will also undertake a Certificate II in Business. The opportunity for higher duties will become available once the employee gains further skills and experience.

A casual Grants Coordinator was appointed during 2013. The area of Economic Development to be reconsidered in 2014/15

Year 3

2014/15

Economic Development position.

Workplace Health and Safety / Risk Coordinator (WHS&RC)

Review Staff Roster at the Oberon Visitor Information Centre

The Economic Development position will be reassessed in 2014.

Succession Planning for the position of WHS&RC will continue.

During High Visitation months at the OVIC consideration will be given to increasing casual staffing hours

Year 4

2015/16

Review of Staffing/Organisational Structure and analysis of effectiveness of previous 4 year WMP.

Ongoing

DRAFT Workforce Management Plan 2014 – May 2014 23 FINANCE and COMMUNITY SERVICES Review

Year 1

2012/13

Succession Plan for Director, Revenue Officer and Storeman (Procurement) positions.

Temporary Asset Accountant position to be made permanent – partly off set by reduction in part-time employees and casuals. Information Technology position to be increased from 20 to 28 hours per week.

Resignation of Director in April 2013 with replacement expected in June 2013. Other Succession Plans on hold.

Asset Accountant role redesigned into full-time Management Accountant role. IT role increased to 28 hrs.

Year 2

2013/14

Aim to convert part-time to full time positions within Finance area (through negotiation). Nil or minor cost implications.

Establish a Trainee position in Library Services to reduce casual/permanent part-time staff.

See comment for GRANTS OFFICER role.

Grants Coordinator reports to F&CS Director

Only one from a total of four permanent part-time positions remains in the Finance area. Full-time employees have increased from three to five with no additional financial cost to Council.

This provides a more cost effective method of delivering key services to internal and external customers of Council

SBT position advertised with no applicants. With the resignation of the Library Assistant the two roles were redesigned to offer a full-time Traineeship. A full-time Library Trainee was appointed in 2013. This position has been a successful addition to the Library and Community Services area.

A casual Grants Coordinator was appointed during 2013.

IT position now reports to General Manager

Year 3

2014/15

Community Services Assistant – vacancy

Revenue Officer – identified Succession Planning

With the resignation of the Community Services Assistant in May 2014, this position was reviewed and a Trainee is being recruited during May 2014.

Succession Planning for the position of Revenue Officer is continuing.

Year 4

2015/16

To be determined after review of Year 1 & 2 outcomes. Ongoing.


PLANNING and DEVELOPMENT SERVICES Review

Year 1

2012/13

Appoint summer casual work Program for students studying related discipline. Nil or minor costs to Council.

Not yet commenced. Discuss with Director and GM.

Year 2

2013/14

Trainee position for Environmental Health and Building.

Senior Development Control Officer

Discussion with Director and GM.

The Senior Development Control Officer position was changed from Part-time to Full-time to assist the Department meet increasing demand with planning issues.

Year 3

2014/15

Succession Plan for Development Control Admin. Assistant.

Recruitment of Health and Building Manager - vacancy

Director to review Succession Planning requirements.

The H&B Manager resigned in May 2014. Recruitment for the position is underway with appointment expected by early July 2014.

Requirements for the Department will be reassessed dependent upon the skills and qualifications of the successful applicant for the Managers position.

Year 4

2015/16

Succession Plan for Domestic Animal Control Officers and combine with Livestock Officer position.

Not yet commenced.


WORKS and ENGINEERING SERVICES Review

Year 1

2012/13

Establish dedicated relief for Water and Wastewater. Provide training for Water/Waste Water Operators.

Establish dedicated relief and Succession Planning for WHS/Risk Manager position.

Review (in consultation with GM) Contract Engineering role – employ Professional Engineer in lieu of this.

Establish a hierarchy of management for ALL works, including Overseer, Ganger and Team Leader roles.

Two Relief Water/Waste Water Operators were appointed.

Training of new operators underway. Completed.

Underway. Position now reports to General Manager.

Completed. Project Engineer commenced in October 2012.

Not yet commenced. Discuss with GM.

Year 2

2013/14

Succession Planning for Works Manager. See also Professional Engineer above.*

Implementation of summer casual work program for

Engineering students. Nil or minor costs to Council.

Succession and/or Career Planning for Design Engineer – Engineering Administrative Assistant to continue formal qualifications.

Will include with Project Engineer position.

Formal review of program to be undertaken. Work placement student currently undertaking casual employment to meet work demands.

Engineering Administrative Assistant has completed preliminary TAFE qualifications. Discussions needed with GM and Director regarding direction of this role.

Year 3

2014/15

Succession Plan for Plant Foreman and Senior Mechanic.

Possible employment of Apprentice Mechanic.

Discussions are underway regarding Succession Planning of the Senior Mechanic and Apprentice position requirements.

Year 4

2015/16

To be determined after Year 4. Not yet commenced.


A photograph of our Workforce in 2010 around the time of the Retirement of former General Manager, Bruce Fitzpatrick

DRAFT

Road Asset Management Plan 2014

Scenario 1 Version 2

March 2014

DRAFT Road Asset Management Plan 2014

Document Control

Document ID: 59.299.120815 nams.plus2 amp template v2

Rev No Date Revision Details Author Reviewer Approver

1 January 2014 First draft JH AW

2 March 2014 Qualitative improvements in road asset data Date of acquisition and useful lives updated Bridge data added

JH AW

© Copyright 2012 – All rights reserved.

The Institute of Public Works Engineering Australia.

www.ipwea.org.au/namsplus


TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ....................................................................................................... 1 Context .................................................................................................................................. 1 What does it Cost? ................................................................................................................ 1 What we will do ..................................................................................................................... 1 What we cannot do ............................................................................................................... 1 Managing the Risks ................................................................................................................ 1 Confidence Levels .................................................................................................................. 2 The Next Steps ....................................................................................................................... 2

2. INTRODUCTION ................................................................................................................. 4 2.1 Background ................................................................................................................ 4 2.2 Goals and Objectives of Asset Management ............................................................. 5 2.3 Plan Framework ......................................................................................................... 5 2.4 Core and Advanced Asset Management ................................................................... 7 2.5 Community Consultation ........................................................................................... 7

3. LEVELS OF SERVICE ............................................................................................................ 8 3.1 Customer Research and Expectations ....................................................................... 8 3.2 Strategic and Corporate Goals .................................................................................. 8

FUTURE DIRECTIONS ................................................................................................................. 8 3.3 Legislative Requirements .......................................................................................... 9 3.4 Current Levels of Service ........................................................................................... 9 3.5 Desired Levels of Service ......................................................................................... 14

4. FUTURE DEMAND ............................................................................................................ 15 4.1 Demand Drivers ....................................................................................................... 15 4.2 Demand Forecast ..................................................................................................... 15 4.3 Demand Impact on Assets ....................................................................................... 15 4.4 Demand Management Plan ..................................................................................... 15 4.5 Asset Programs to meet Demand............................................................................ 17

5. LIFECYCLE MANAGEMENT PLAN ..................................................................................... 18 5.1 Background Data ..................................................................................................... 18 5.2 Infrastructure Risk Management Plan ..................................................................... 22 5.3 Routine Operations and Maintenance Plan ............................................................ 23 5.4 Renewal/Replacement Plan .................................................................................... 27 5.5 Creation/Acquisition/Upgrade Plan ........................................................................ 32 5.6 Disposal Plan ............................................................................................................ 34 5.7 Service Consequences and Risks ............................................................................. 34

6. FINANCIAL SUMMARY ..................................................................................................... 36 6.1 Financial Statements and Projections ..................................................................... 36 6.2 Funding Strategy ...................................................................................................... 41 6.3 Valuation Forecasts ................................................................................................. 42 6.4 Key Assumptions made in Financial Forecasts ........................................................ 45 6.5 Forecast Reliability and Confidence ........................................................................ 46

7. PLAN IMPROVEMENT AND MONITORING ...................................................................... 48 7.1 Status of Asset Management Practices ................................................................... 48 7.2 Improvement Program ............................................................................................ 50 7.3 Monitoring and Review Procedures ........................................................................ 50 7.4 Performance Measures ........................................................................................... 50

8. REFERENCES .................................................................................................................... 51 9. APPENDICES ..................................................................................................................... 51 Appendix A Maintenance Response Levels of Service ...................................................... 51


Appendix B Projected 10 year Capital Renewal and Replacement Works Program ......... 52 Appendix C Projected Upgrade/Exp/New 10 year Capital Works Program ...................... 91 Appendix D Budgeted Expenditures Accommodated in LTFP ........................................... 92 Appendix E Abbreviations .................................................................................................. 93 Appendix F Glossary .......................................................................................................... 94

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1. EXECUTIVE SUMMARY

Context

The Oberon Local Government Area (LGA) is located adjacent to the Blue Mountains of New South Wales on the Great Dividing Range, 196 km west (two‐hour drive) of Sydney. Much of the area is considered to be sub‐alpine with the Oberon township 1,113 metres above sea level.

The sub‐alpine climate creates challenges for Council in effectively managing the road network. Minimal road work can be undertaken in the winter and sub‐surface water erupts from the ground in spring, resulting in localised pavement deterioration.

Council is committed to maintaining a quality road network for the community and industry. Oberon has a thriving forestry industry, which requires reliable sealed road access.

The major issue facing Council in maintaining the road network is the aging of the sealed road network. Council must act promptly to reseal and renew sealed roads across the Shire before they reach the end of their useful life.

The Road Service The Road network comprises: Bridges Sealed roads pavement Sealed roads surface Kerb and gutter Footpaths Unsealed roads pavement These infrastructure assets have a replacement value of $178,411,418.

What does it Cost?

The projected outlays necessary to provide the services covered by this Asset Management Plan (AM Plan) includes operations, maintenance, renewal and upgrade of existing assets over the 10 year planning period is $46,900,000 or $4,690,000 on average per year.

Estimated available funding for this period is $45,620,000 or $4,562,000 on average per year which is 97% of the cost to provide the service. This is a funding shortfall of $128,000 on average per year. Projected expenditure required to provide services in the AM Plan compared with planned expenditure currently included in the Long Term Financial Plan are shown in the graph below.

What we will do

We plan to provide road services for the following: Operation, maintenance, renewal and upgrade of

bridges, roads and footpaths to meet service levels set in annual budgets.

Plan to reconstruct urban roads before the pavement and seal reach end of life within the 10 year planning period.

What we cannot do

We do not have enough funding to provide all services at the desired service levels or provide new services. Works and services that cannot be provided under present funding levels are: Seal all of the unsealed roads across the Shire

which the community would like to see sealed. Repair all of the road defects across the road

network.

Managing the Risks

There are risks associated with providing the service and not being able to complete all identified activities and projects. We have identified major risks as: Again infrastructure requiring renewal or

replacement Rising costs of managing infrastructure Managing the community expectations for levels

of service Impact of climate change on road assets We will endeavour to manage these risks within available funding by: Assessing the condition of road assets and

renewing/ replacing as funding becomes available.

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Move towards planned and proactive asset management, which is more cost‐effective than reactive management

Work with the community to determine achievable performance targets for levels of service.

Confidence Levels

This AM Plan is based on medium level of confidence information.

The Next Steps

The actions resulting from this asset management plan are: Maintain road assets in a safe condition within

available funding Continue to assess and rate the condition of

assets to better inform future versions of this AM Plan

Define the maintenance standards and levels of service which can be delivered to the community at various funding levels

Improve the analysis of options so that an informed discussion can be had with the community about priorities and future levels of service and funding,

Prioritise renewal and upgrade works based on risk,

Continue to improve asset information and knowledge,

Monitor the provision of road infrastructure in line with community expectations as expressed in the Oberon Community Strategic Plan.

Increase knowledge of asset management within the community and elected council with respect to road maintenance, renewal, replacement and upgrades.

‐ 3 ‐


Questions you may have

What is this plan about?

This asset management plan covers the infrastructure assets that serve the Oberon community’s road needs. These assets include bridges, roads and footpaths throughout the community area that enable people to get to where they would like to go.

What is an Asset Management Plan?

Asset management planning is a comprehensive process to ensure delivery of services from infrastructure is provided in a financially sustainable manner.

An asset management plan details information about infrastructure assets including actions required to provide an agreed level of service in the most cost effective manner. The plan defines the services to be provided, how the services are provided and what funds are required to provide the services.

Why is there a funding shortfall?

Most of the organisation’s road network was constructed by developers and from government grants, often provided and accepted without consideration of ongoing operations, maintenance and replacement needs.

Many of these assets are approaching the later years of their life and require replacement, services from the assets are decreasing and maintenance costs are increasing.

Our present funding levels are insufficient to continue to provide existing services at current levels in the medium term.

What options do we have? Resolving the funding shortfall involves several steps: 1. Improving asset knowledge so that data

accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels,

2. Improving our efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs,

3. Identifying and managing risks associated with providing services from infrastructure,

4. Making trade‐offs between service levels and costs to ensure that the community receives the best return from infrastructure,

5. Identifying assets surplus to needs for disposal to make saving in future operations and maintenance costs,

6. Consulting with the community to ensure that road services and costs meet community needs and are affordable,

7. Developing partnership with other bodies, where available to provide services,

8. Seeking additional funding from governments and other bodies to better reflect a ‘whole of government’ funding approach to infrastructure services.

What happens if we don’t manage the shortfall?

It is likely that we will have to reduce service levels in some areas, unless new sources of revenue are found. For roads, the service level reduction may include allowing the condition of some roads to deteriorate to failure.

Horace Street, Oberon

What can we do?

We can develop options, costs and priorities for future roads services, consult with the community to plan future services to match the community service needs with ability to pay for services and maximise community benefits against costs.

What can you do?

We will be pleased to consider your thoughts on the issues raised in this asset management plan and suggestions on how we may change or reduce the mix of services to ensure that the appropriate level of service can be provided to the community within available funding.

‐ 4 ‐


2. INTRODUCTION

2.1 Background

This asset management plan is to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding needed to provide the required levels of service over a 20 year planning period.

The asset management plan follows the format for AM Plans recommended in Section 4.2.6 of the International Infrastructure Management Manual1. The asset management plan is to be read with the organisation’s Asset Management Policy, Asset Management Strategy and the following associated planning documents:

Oberon Community Strategic Plan 2013 Oberon Community Engagement Strategy May 2013

The infrastructure assets covered by this asset management plan are shown in Table 2.1. These assets are used to provide road services to its community.

Table 2.1: Assets covered by this Plan

Asset category Dimension Replacement Value

Bridges 29 $7,363,626

Footpaths 21.4km $2,860,239

Kerb and gutter 33.8km $3,289,569

Road formation 966m $18,398,793

Road pavement 966km $129,848,003

Sealed road surface 437km $16,650,688

TOTAL $178,411,418

Key stakeholders in the preparation and implementation of this asset management plan are: Shown in Table 2.1.1.

Table 2.1.1: Key Stakeholders in the AM Plan Key Stakeholder Role in Asset Management Plan

Councillors/Board Members Represent needs of community/shareholders, Allocate resources to meet the organisation’s objectives in providing services

while managing risks, Ensure organisation is financial sustainable.

CEO/General Manager Supporting implementation of best practice asset management at Oberon, Ensuring that staff are provided with appropriate systems, training and

resources because it is difficult to develop a long term vision when crisis management and short term asset development are stretching resources.

Rate payers and residents Consumer of the services provided by road assets

Business and industry Consumer (and funder in some circumstances i.e. timber industry funds some roads)

NSW Roads and Maritime Services Funder Confident that their investment is secure and economic returns are being

maximised Operational capability of roads is being maintained Regulator ‐Ensuring that Council complies with service performance, risk management and network access requirements.

1 IPWEA, 2011, Sec 4.2.6, Example of an Asset Management Plan Structure, pp 4|24 – 27.

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2.2 Goals and Objectives of Asset Management

The organisation exists to provide services to its community. Some of these services are provided by infrastructure assets. We have acquired infrastructure assets by ‘purchase’, by contract, construction by our staff and by donation of assets constructed by developers and others to meet increased levels of service.

Our goal in managing infrastructure assets is to meet the defined level of service (as amended from time to time) in the most cost effective manner for present and future consumers. The key elements of infrastructure asset management are:

Providing a defined level of service and monitoring performance, Managing the impact of growth through demand management and infrastructure investment, Taking a lifecycle approach to developing cost‐effective management strategies for the long‐term that meet

the defined level of service, Identifying, assessing and appropriately controlling risks, and Having a long‐term financial plan which identifies required, affordable expenditure and how it will be

financed.2

2.3 Plan Framework

Key elements of the plan are

Levels of service – specifies the services and levels of service to be provided by the organisation, Future demand – how this will impact on future service delivery and how this is to be met, Life cycle management – how we will manage our existing and future assets to provide defined levels of

service, Financial summary – what funds are required to provide the defined services, Asset management practices, Monitoring – how the plan will be monitored to ensure it is meeting the organisation’s objectives, Asset management improvement plan.

A road map for preparing an asset management plan is shown on the following page.

2 Based on IPWEA, 2011, IIMM, Sec 1.2 p 1|7.

‐ 6 ‐


Road Map for preparing an Asset Management Plan Source: IPWEA, 2006, IIMM, Fig 1.5.1, p 1.11.

IS THE PLAN AFFORDABLE?

CORPORATE PLANNINGConfirm strategic objectives and establish AM policies, strategies & goals. Define responsibilities & ownership.Decide core or advanced AM Pan.Gain organisation commitment.

REVIEW/COLLATE ASSET INFORMATIONExisting information sourcesIdentify & describe assets.Data collectionCondition assessmentsPerformance monitoringValuation Data

ESTABLISH LEVELS OF SERVICEEstablish strategic linkagesDefine & adopt statementsEstablish measures & targetsConsultation

LIFECYCLE MANAGEMENT STRATEGIESDevelop lifecycle strategiesDescribe service delivery strategyRisk management strategiesDemand forecasting and managementOptimised decision making (renewals, new works, disposals)Optimise maintenance strategies

FINANCIAL FORECASTSLifecycle analysisFinancial forecast summaryValuation DepreciationFunding

IMPROVEMENT PLANAssess current/desired practicesDevelop improvement plan

ITERATIONReconsider service statementsOptions for fundingConsult with CouncilConsult with Community

DEFINE SCOPE & STRUCTURE OF PLAN

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IMPLEMENT IMPROVEMENT

STRATEGY

ANNUAL PLAN / BUSINESS PLAN

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2.4 Core and Advanced Asset Management

This asset management plan is prepared as a ‘core’ asset management plan over a 20 year planning period in accordance with the International Infrastructure Management Manual3. It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.

Future revisions of this asset management plan will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

2.5 Community Consultation

This ‘core’ asset management plan is prepared to facilitate community consultation initially through feedback on public display of draft asset management plans prior to adoption by the Council. Future revisions of the asset management plan will incorporate community consultation on service levels and costs of providing the service. This will assist the Council and the community in matching the level of service needed by the community, service risks and consequences with the community’s ability and willingness to pay for the service.

3 IPWEA, 2011, IIMM.

‐ 8 ‐


3. LEVELS OF SERVICE

3.1 Customer Research and Expectations

The organisation has not carried out any research on customer expectations. This will be investigated for future updates of the asset management plan.

3.2 Strategic and Corporate Goals

This asset management plan is prepared under the direction of the organisation’s vision, mission, goals and objectives.

Our vision is:

A prosperous town, villages and rural communities set amongst the rolling hills, rivers, forests, mountains and caves of the Great Divide. A breath of fresh air in a landscape of light, colour and seasonal beauty. Life as it should be!

FUTURE DIRECTIONS There are six FUTURE DIRECTIONS Council will follow to achieve our preferred future

OUR COMMUNITY

BASIC SERVICES

ECONOMIC PROSPERITY


OPEN COMMUNICATION

NATURAL ENVIRONMENT

Relevant organisation goals and objectives and how these are addressed in this asset management plan are:

Table 3.2: Organisation Goals and how these are addressed in this Plan

Goal Objective How Goal and Objectives are addressed in AM Plan

Basic Services A useful and safe local, regional and state road network that connects communities

This AM will enable council to plan more effectively the sustainable management of road assets and allocate funding to road works in a manner that achieves the most value for the community.

Open communication Well‐informed communities whose views are heard

This AM plan sets out transparently how Council will manage road assets. The input and feedback of the community is sought.

Open communication Sound governance and leadership across the community

In implementing asset management practices, Council is seeking to make improvements in the management of its road asset portfolio, across the whole of the asset lifecycle.

‐ 9 ‐


The Council will exercise its duty of care to ensure public safety in accordance with the infrastructure risk management plan prepared in conjunction with this AM Plan. Management of infrastructure risks is covered in Section 5.2

3.3 Legislative Requirements

We have to meet many legislative requirements including Australian and State legislation and State regulations. These include:

Table 3.3: Legislative Requirements

Legislation Requirement

Local Government Act Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.

Roads Act, 1993 Sets out the rules to be followed and responsibilities of users of the roads system and how the rules are enforced

Work Health and Safety Act 2011 This Act aims to secure and promote the health, safety and welfare of people at work and to protect people at a place of work against risks to health or safety arising out of the activities at work.

Environmental Planning and Assessment Act, 1979

Provides for the protection of the environment, established the Department of the Environment and defines its functions and powers

Australian Standards and RTA Traffic Control at Worksites Manual, 2010

Provides guidance for transport asset managers in use of transport services such as AS 1742; Manual of Uniform Traffic Control Devices

Australian Road Rules The Australian Roads Rules are incorporated into State Traffic Regulations under the Road Traffic Act

3.4 Current Levels of Service

We have defined service levels in two terms.

Community Levels of Service measure how the community receives the service and whether the organisation is providing community value.

Community levels of service measures used in the asset management plan are:

Quality How good is the service? Function Does it meet users’ needs? Capacity/Utilisation Is the service over or under used?

Technical Levels of Service ‐ Supporting the community service levels are operational or technical measures of performance. These technical measures relate to the allocation of resources to service activities that the organisation undertakes to best achieve the desired community outcomes and demonstrate effective organisational performance.

Technical service measures are linked to annual budgets covering:

Operations – the regular activities to provide services such as opening hours, cleansing frequency, mowing frequency, etc.

Maintenance – the activities necessary to retain an asset as near as practicable to an appropriate service condition (eg road patching, unsealed road grading, building and structure repairs),

Renewal – the activities that return the service capability of an asset up to that which it had originally (eg frequency and cost of road resurfacing and pavement reconstruction, pipeline replacement and building component replacement),

Upgrade – the activities to provide an higher level of service (eg widening a road, sealing an unsealed road, replacing a pipeline with a larger size) or a new service that did not exist previously (eg a new library).

‐ 10 ‐


Asset managers plan, implement and control technical service levels to influence the customer service levels.4

Our current service levels are detailed in Tables 3.4.a to 3.4.g. Levels of Service for road assets were workshopped by Councillors on Tuesday 12 November 2013.

Table 3.4a

Levels of Service‐ Bridges

Key Performance

Measure

Level of Service Performance Measure Process

Current Performance Performance Target

COMMUNITY LEVELS OF SERVICE Quality Bridges and culverts will

provide on-going, uninterrupted and safe access for the community across the Shire.

Number of bridges in unserviceable condition that have been closed for safety reasons.

No bridges closed in Oberon due to poor condition for safety reasons.

No “closed” bridges.

Function Bridges and culverts are fit for purpose (i.e. satisfy minimum width requirements for road users, with no restrictive height or weight limits)

Monitor and track customer requests and complaints.

No complaints No requests or complaints about the poor Council maintenance or management of bridges

Capacity/ utilisation

Bridges and culverts can be used by all traffic

Number of bridges with load restrictions/ weight limits

No bridges with load restrictions

No bridges with inappropriate local restrictions

TECHNICAL LEVELS OF SERVICE Operations Bridges and culverts will be

renewed and replaced as they age and their condition deteriorates.

Condition assessment of bridges to be undertaken every three years.

Of 23 bridges, 3 are in fair condition and 4 in poor condition.

No bridges in “poor” condition. Less than 50% of bridges to be in “fair” condition

Maintenance Bridges and culverts are maintained in the most cost effective manner.

Maintenance expenditure to be tracked against bridge and culvert condition ratings.

Bridge maintenance expenditure within budget. Bridge maintenance performed by a contractor.

Bridges and culverts with high maintenance costs and poor condition to be identified and targeted for replacement

Renewal Bridges are fit for purpose Useful life of assets No bridges failing before useful life is reached

100 years

Upgrade Bridges are replaced with modern structures before they reach the end of their useful life

Useful life of assets No bridges older than 100 years

100 years

4 IPWEA, 2011, IIMM, p 2.22

‐ 11 ‐


Table 3.4b

Levels of Service‐ Regional Roads

Key Performance

Measure



COMMUNITY LEVELS OF SERVICE Quality Provide smooth ride. Customer service requests

3 per month or less

2 per month

Function Meets user requirements for -Road width -accessibility -use of traffic control device

Customer service requests relating to width, access and traffic control

1 per month

5 per year

Capacity/ Utilisation

Regional roads meet users needs

Customer requests relating to road capacity

1 per month 5 per year

TECHNICAL LEVELS OF SERVICE Operations Regional roads are closed

when conditions are unsafe. Council responds promptly.

Time taken to close the road following notification

Closure occurs within 4 hours of Council becoming aware that conditions are unsafe

Closure occurs within 2 hours of Council becoming aware that conditions are unsafe. Road reopened promptly once safe.

Provide a safe suitable road, free from hazards

Inspection frequency Once a month Once a month

Maintenance Ensure facilities are safe- clear signage, good traffic control devices and facilities, no major surface defects

On-going program of regional road maintenance

Road maintenance budget is inadequate

Road maintenance budget is adequate to meet needs.

Renewal Condition of road is acceptable to drivers

Number of kilometres of regional road resealed each year

1km (2012/13) 10km

Upgrade Roads are reconstructed to a higher standard where need exists.

Number of kilometres of regional road reconstructed each year

1km (2012/13) 4km

‐ 12 ‐


Table 3.4c Levels of Service‐ Urban Roads Sealed

Key Performance

Measure





Function Meets user requirements for -Road width -accessibility -use of traffic control device




Streets are appropriate for usage

Customer service requests relating to road capacity

0 per month

0 per month

TECHNICAL LEVELS OF SERVICE Operations Streets are clean Street sweeping frequency 3 blocks around Main

St swept daily. Occasional sweeping of industrial area.

3 blocks around Main St swept daily. Occasional sweeping of industrial area.

Maintenance Streets are suitable for purpose

On-going program of urban road maintenance.



Renewal Streets are fit for use Condition of sealed pavements

Less than 5% with condition

Less than 5% with condition 5

Reseal program 1km per year 3km per year Upgrade Streets are reconstructed

before they fail Budget for sealed urban road reconstruction.

Nil. No budget. 500m per year

Table 3.4d

Levels of Service‐ Rural Roads Sealed

Key Performance

Measure




relating to road condition 6 per month 3 per month

Function Meets user requirements for -Road width -accessibility


3 per month 1 per month


Rural roads are appropriate for usage


1 per month

0 per month

TECHNICAL LEVELS OF SERVICE Operations Rural roads are safe Inspection frequency Inspections are per

Council’s Road Response Risk Management Policy

Inspections are per Council’s Road Response Risk Management Policy

Maintenance Rural Roads are suitable for purpose

On-going program of rural sealed road maintenance within budget.



Renewal Rural roads are fit for use Condition of sealed pavements



Reseal program 4.7km (2012/13) 28 km Upgrade Roads are reconstructed

before they fail Budget for sealed rural road reconstruction.

Nil (2012/13) 5km

‐ 13 ‐


Table 3.4e Levels of Service‐ Rural Roads Unsealed

Key Performance

Measure



COMMUNITY LEVELS OF SERVICE Quality Provide smooth all weather

access Customer service requests 6-10 per month 1-3 per month

Function Access is available at all times

Customer service requests 6-10 per month 1-3 per month


Roads are appropriate for usage


2 per month

1 per month

TECHNICAL LEVELS OF SERVICE Operation Unsealed roads meet users

needs Annual condition and defects inspection

Inspections carried out in accordance with Council’s road Response Risk Management Policy

Inspections carried out in accordance with Council’s road Response Risk Management Policy

Maintenance Unsealed roads are fit for purpose

Grading frequency

3 graders in constant use around the Shire when moisture conditions are suitable for grading

Dedicated wet grading crew with water cart working all year round and a supplementary grader in use when moisture conditions are suitable.

Budget All maintenance is reactive

Implement planned maintenance schedule for unsealed rural roads.

Renewal Unsealed roads are fit for purpose

Number of kilometres of unsealed road resheeted per year

4km (2012/13) 5% of network (approximately 26km) = 20 year useful life.

Upgrade Residents have sheeted road access

Number of dwellings without sheeted road access

Less than 50 (approximate)

All dwellings are served by a sheeted road.

‐ 14 ‐


Table 3.4f

Levels of Service‐ Kerb and Gutter

Key Performance

Measure



COMMUNITY LEVELS OF SERVICE Quality Provide road drainage and

collection system Customer service requests Less than 1 per month 2 per year

Function Ensure that road drainage is fully operational and meets users requirements

Customer service requests relating to lack of kerb and gutter

Less than 1 per month 2 per year


Kerbs are appropriate for water flow

Customer service requests relating to kerb capacity.

Less than 1 per month 1 per year

TECHNICAL LEVELS OF SERVICE Operation Kerb and gutter meets users

needs Cleaning to remove blockages from kerb and gutter.

Upon request – as required

Issues to be investigated within 24 hours, work prioritised, and resident notified accordingly

Maintenance Kerb and gutter is suitable for purpose

Reactive service requests are completed within adopted timeframe

To be measured 100%

Upgrade Urban residents have kerb and gutter at their frontage

Number of urban dwellings without kerb and gutter

Less than 10% Less than 10%

Table 3.4g

Levels of Service‐ Footpaths

Key Performance

Measure



COMMUNITY LEVELS OF SERVICE Quality Provide an even surface for

pedestrians Customer service requests relating to surface condition

1-2 per year Nil

Function Meets users needs for accessibility

Customer service requests relating to lack of footpath

Nil Nil


Footpaths are appropriate for usage

Customer service requests relating to footpath capacity and/ or usage.

Nil Nil

TECHNICAL LEVELS OF SERVICE Operation Footpaths meet the user’s

needs Six monthly condition and defects inspection

Inspections carried out Inspections carried out.

Maintenance Footpaths are fit for purpose Maintenance budget All footpath maintenance is reactive.

Implement planned maintenance schedule for footpaths.

Upgrade Urban residents have paved footpath access to shops and schools

Number of urban residences without access to a footpath

33% approximately Urban residences are within 100m of a paved footpath

3.5 Desired Levels of Service

Indications of desired levels of service are obtained from community consultation/engagement. The asset management planning process includes the development of 3 scenarios to develop levels of service that are financially sustainable.

‐ 15 ‐


4. FUTURE DEMAND

4.1 Demand Drivers

Drivers affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership rates, consumer preferences and expectations, technological changes, economic factors, agricultural practices, environmental awareness, etc.

4.2 Demand Forecast

The present position and projections for demand drivers that may impact future service delivery and utilisation of assets were identified and are documented in Table 4.3.

4.3 Demand Impact on Assets

The impact of demand drivers that may affect future service delivery and utilisation of assets are shown in Table 4.3.

Table 4.3: Demand Drivers, Projections and Impact on Services

Demand drivers Present position Projection Impact on services

Population change Population has fluctuated between 5238 (2007) and 5207 (2011). Relatively static. Population is aging. Median age during this period has risen from 39.2 (2007) to 41.5 (2011).

Population will remain constant but continue to age.

Community expectations may change. Older residents may be more vocal in expressing their opinions to Council regarding road related matters.

Industry Highest employers in Oberon are agriculture, forestry and fishing 17.4% and electricity, gas, water and waste services 18.9%. (2011)

Forestry industry in particular will demand better road access to tree plantations, and improved road to transport freight.

Pressure on Council to seal unsealed roads and upgrade existing sealed roads. Industry may be willing to contribute to costs.

Climate change Sub‐surface water rises to ground level via springs. Water damages road pavement and seal.

Changes in climate may lead to changes in the frequency of springs causing road pavement defects.

Regular condition assessment of roads will be required to identify hazards.

Vehicle ownership Number of registered motor vehicles has increased from 813 (2007) to 875 (2011).

Number of registered motor vehicles will continue to rise as public transport options in Oberon are limited.

Increased traffic on roads leading to more rapid deterioration of road surfaces.

4.4 Demand Management Plan

Demand for new services will be managed through a combination of managing existing assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non‐asset solutions, insuring against risks and managing failures.

Non‐asset solutions focus on providing the required service without the need for the organisation to own the assets and management actions including reducing demand for the service, reducing the level of service (allowing some assets to deteriorate beyond current service levels) or educating customers to accept appropriate asset failures5. Examples of non‐asset solutions include providing services from existing infrastructure such as aquatic centres and libraries that may be in another community area or public toilets provided in commercial premises.

5 IPWEA, 2011, IIMM, Table 3.4.1, p 3|58.

‐ 16 ‐


Opportunities identified to date for demand management are shown in Table 4.4. Further opportunities will be developed in future revisions of this asset management plan.

Table 4.4: Demand Management Plan Summary

Demand Driver Impact on Services Demand Management Plan

Population change Changes to community expectations.

Council to publicise draft levels of services for roads and see community feedback. Levels of service only to be adopted after thorough community consultation.

Industry Pressure on Council to seal unsealed roads and upgrade existing sealed roads.

Council to liaise with Forestry NSW to identify candidate roads, then negotiate funding contributions for targeted works.

Climate change Regular condition assessment of roads will be required to identify hazards.

Hazards caused by underground springs to be identified and rectified in accordance with Council’s Road Response Policy.

Vehicle ownership Increased traffic on roads leading to more rapid deterioration of road surfaces.

Council to facilitate community transport and support public transport, to give residents, particularly aging residents, transport options.

‐ 17 ‐


4.5 Asset Programs to meet Demand

New road assets required to meet growth are generally acquired free of cost from land developments or constructed/acquired by the organisation.

Oberon is not experiencing growth. The population of Oberon is static. According to the Australian Bureau of Statistics, population has fluctuated between 5238 (2007) and 5207 (2011).

Council is does however upgrade road assets to satisfy current standards and meet community expectations.

Figure 1: Upgrade and New Assets

‐ 18 ‐


5. LIFECYCLE MANAGEMENT PLAN

The lifecycle management plan details how the organisation plans to manage and operate the assets at the agreed levels of service (defined in Section 3) while optimising life cycle costs.

5.1 Background Data

5.1.1 Physical parameters

The assets covered by this asset management plan are;

Bridges Regional roads (All regional roads in Oberon are sealed) Urban roads (All urban roads in Oberon are sealed) Rural roads (both sealed and unsealed) Kerb and gutter Footpaths

Dimensions and replacement values are shown in Table 2.1.

The age profile of the assets included in this AM Plan is shown in Figure 2.

Figure 2.1: Asset Age Profile‐ All road assets combined

The road assets covered by this asset management plan are divided into components for the purpose of analysis. This is because each of the components has a different useful life and residual value.

‐ 19 ‐


Figure 2.2: Asset Age Profile‐ Bridges

Figure 2.3: Asset Age Profile‐ Footpaths

Figure 2.4: Asset Age Profile‐ Formation

Figure 2.4: Asset Age Profile‐ Kerb and Gutter

Figure 2.5: Asset Age Profile‐ Pavement

Figure 2.5: Asset Age Profile‐ Surface

‐ 20 ‐


The plans which show the road assets are the parish maps. Information about road assets is also available in the MapInfo GIS System.

5.1.2 Asset capacity and performance

The organisation’s services are generally provided to meet design standards where these are available.

Locations where deficiencies in service performance are known are detailed in Table 5.1.2.

Table 5.1.2: Known Service Performance Deficiencies

Location Service Deficiency

Timber bridges Require replacement with a modern structure. There are four remaining timber bridges in Oberon. They are;

1. Swallows Nest Road (1975) condition 4 2. Bald Ridge Road (1950) condition 4 3. Boyd River Bridge (1948) condition 3 4. Snakes Valley Bridge (1955) condition 4

Regional roads More sections of Regional roads need to be rehabilitated and upgraded. The Regional Road standard adopted by Oberon Council consists of 7m carriageway width/ 9m seal width/ 11m shoulder width. Deficiencies are identified by comparing the actual road conditions to these standard attributes, taking into consideration factors such as: condition ratings, traffic volumes and strategic routes.

Sealed roads There are a number of locations where pavement failure has occurred. Dudley Street (segment 030) has failed due to a school bus zone. Jenolan Street (segment 020 and 030) has a failed seal due to excessive time interval between reseals. Meadows Road (segment (010) is a rural road with failed pavement and seal.

Footpaths More footpaths required around high pedestrian traffic zones however only a few locations require consideration.

The above service deficiencies were identified from discussions with key operational staff.

‐ 21 ‐


5.1.3 Asset condition

Condition is routinely monitored by regular visual inspections. The frequency of inspections is stipulated in Council’s Draft Road Response Risk Management Policy.

In addition, in 2012 Council engaged a specialist contractor to assess the condition of all sealed roads. The results of this inspection program are reflected in this document.

The condition profile of our assets is shown in Figure 3.

Fig 3: Asset Condition Profile

Condition is measured using a 1 – 5 grading system6 as detailed in Table 5.1.3.

Table 5.1.3: Simple Condition Grading Model

Condition Grading Description of Condition

1 Very Good: only planned maintenance required

2 Good: minor maintenance required plus planned maintenance

3 Fair: significant maintenance required

4 Poor: significant renewal/rehabilitation required

5 Very Poor: physically unsound and/or beyond rehabilitation

6 IPWEA, 2011, IIMM, Sec 2.5.4, p 2|79.

‐ 22 ‐


5.1.4 Asset valuations

The value of assets recorded in the asset register as at 30 June 2013 covered by this asset management plan is shown below. Assets were last revalued at 30 June 2013. Assets are valued at using current condition data applied to Councils’ adopted unit rates.

Current Replacement Cost $178,411,000

Depreciable Amount $101,581,000

Depreciated Replacement Cost7 $144,912,000

Annual Depreciation Expense $3,790,000

Useful lives were reviewed in 2013 by when a full condition assessment and revaluation was undertaken of road assets.

Major changes from previous valuations are due to the methodology used to assess the condition of road assets. In previous years, the condition of road assets was assessed using visual inspections by experienced staff. In 2012/13 Council engaged a specialist contractor to inspect roads and assess their condition using laser technology and digital recording. The result is a more consistent and less subjective assessment of road condition.

Various ratios of asset consumption and expenditure have been prepared to help guide and gauge asset management performance and trends over time.

Rate of Annual Asset Consumption 3.7% (Depreciation/Depreciable Amount)

Rate of Annual Asset Renewal 2.0% (Capital renewal exp/Depreciable amount)

Rate of Annual Asset Upgrade/New 0.8% (Capital upgrade exp/Depreciable amount)

Rate of Annual Asset Upgrade/New 0.8% (including contributed assets)

In 2013 the organisation plans to renew assets at 52.8% of the rate they are being consumed and will be increasing its asset stock by 0.8% in the year.

5.1.5 Historical Data

Council has reliable road asset data spanning back a decade in the asset management system.

5.2 Infrastructure Risk Management Plan

An assessment of risks8 associated with service delivery from infrastructure assets has identified critical risks that will result in loss or reduction in service from infrastructure assets or a ‘financial shock’ to the organisation. The risk assessment process identifies credible risks, the likelihood of the risk event

7 Also reported as Written Down Current Replacement Cost (WDCRC).

8 Council’s Draft Road Response Risk Management Policy

‐ 23 ‐


occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non‐acceptable risks.

Critical risks, being those assessed as ‘Very High’ ‐ requiring immediate corrective action and ‘High’ – requiring prioritised corrective action identified in the Infrastructure Risk Management Plan, together with the estimated residual risk after the selected treatment plan is operational are summarised in Table 5.2. These risks are reported to management and Council.

Table 5.2: Critical Risks and Treatment Plans

Service or Asset at Risk

What can Happen Risk Rating (VH, H)

Risk Treatment Plan Residual Risk *

Treatment Costs

Bridges Compromised Safety Railing or guard rail on bridge damaged by a heavy vehicle

H Use of warning signs or lights to alert road users to the potential hazard ahead

Temporary repairs to make defect safe

Program in Long Term Works

L Low

Regional Roads Emergency Situation Large spilled material on the road i.e. oil, clay or granular material

VH Emergency response traffic Management

Use of warning signs or lights to alert road users to the potential hazard ahead

Clean up repairs to make safe

L May be high but Council may be able to recover costs from negligent party.

Sealed Local Roads Defects Potholes on road of large size, diameter greater than 300mm or depth greater than 125mm



Program in Long Term Works Program if required

L Medium

Unsealed Local Roads

Defects Rutting and Scouring leading to heavy surface deformations up to 125mm deep, 300mm wide and 10m long




L Medium

Footpaths Trip hazard > 100mm H Erection of temporary barriers around the area until it can be repaired



L Low

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

5.3 Routine Operations and Maintenance Plan

Operations include regular activities to provide services such as routine inspections of roads and bridges and street sweeping.

Routine maintenance is the regular on‐going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again.

‐ 24 ‐


5.3.1 Operations and Maintenance Plan

Operations activities affect service levels including quality and function.

Maintenance includes all actions necessary for retaining an asset as near as practicable to an appropriate service condition including the regular ongoing day‐to‐day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. Maintenance may be classifies into reactive, planned and specific maintenance work activities.

Reactive maintenance is unplanned repair work carried out in response to service requests and management/supervisory directions.

Planned maintenance is repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown experience, prioritising, scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Specific maintenance is replacement of higher value components/sub‐components of assets that is undertaken on a regular cycle including repainting, replacing air conditioning units, etc. This work falls below the capital/maintenance threshold but may require a specific budget allocation.

Oberon has not historically split maintenance expenditure into reactive, planned and specific.

Discussions with staff indicate that all maintenance is reactive.

Table 5.3.1 following refers to total maintenance expenditure in recent years.

The splitting of maintenance expenditure for road assets into Planned, Specific and Reactive is an identified asset management improvement action for Oberon.

Actual past maintenance expenditure is shown in Table 5.3.1.

Table 5.3.1: Maintenance Expenditure Trends

Maintenance 2010/2011 2011/2012 2012/2013

Footpath/ Cycleway Maintenance $19,253 $21,172 $42,159

Regional Roads Maintenance Accident Response $0 $0 $0

Regional Roads Maintenance Bridges $0 $0 $82

Regional Roads Maintenance Rural $301,540 $412,470 $429,607

Regional Roads Maintenance Urban $145,828 $75,000 $36,220

Sealed Rural Roads Maintenance $513,837 $394,675 $382,334

Sealed Rural Roads Maintenance Bridges $3,120 $0 $2,199

Town Street Maintenance $103,697 $95,681 $112,766

Town Street Maintenance Bus Shelters $0 $0 $130

Town Street Maintenance Kerb and Gutter $0 $5,187 $0

Town Street Maintenance Parking Areas $0 $148 $1,279

Unsealed Rural Roads Maintenance $782,357 $499,160 $552,889

Unsealed Rural Roads Maintenance Bridges $23,837 $11,442 $742

$1,893,469 $1,514,935 $1,560,407

‐ 25 ‐


Maintenance expenditure levels are considered to be adequate to meet projected service levels, which may be less than or equal to current service levels. Where maintenance expenditure levels are such that will result in a lesser level of service, the service consequences and service risks have been identified and service consequences highlighted in this AM Plan.

Assessment and prioritisation of reactive maintenance is undertaken by the organisation’s staff using experience and judgement.

5.3.2 Operations and Maintenance Strategies

The organisation will operate and maintain assets to provide the defined level of service to approved budgets in the most cost‐efficient manner. The operation and maintenance activities include:

Scheduling operations activities to deliver the defined level of service in the most efficient manner, Review current and required skills base and implement workforce training and development to meet

required operations and maintenance needs, Review asset utilisation to identify underutilised assets and appropriate remedies, and over utilised assets

and customer demand management options, Maintain a current hierarchy of critical assets and required operations and maintenance activities, Develop and regularly review appropriate emergency response capability, Review management of operations and maintenance activities to ensure the organisation is obtaining best

value for resources used.

Asset hierarchy

An asset hierarchy provides a framework for structuring data in an information system to assist in collection of data, reporting information and making decisions. The hierarchy includes the asset class and component used for asset planning and financial reporting and service level hierarchy used for service planning and delivery.

The organisation’s service hierarchy is shown is Table 5.3.2.

Table 5.3.2: Road Asset Service Hierarchy

Service Hierarchy Service Level Objective

Regional A classified road under the care and control of Council having regional significance and thus attracting a level of State funding for the ongoing maintenance and improvements of the road. Access is controlled in a similar way as a State Road, however ultimate control rests with the Council.

Rural 1 A local rural road linking towns and villages, providing primary access to forestry, agriculture and other industries.

Rural 2 A local rural road providing access to land uses other than the Rural 1 Roads

Rural 3 Lower order rural road providing access to rural properties

Rural 4 Lowest order rural road, often a no through road, providing access to a small number of properties

Town 1 The highest order of road within an urban environment which has as its main function the convenient and safe distribution of traffic generated within the area

Town 2 The second highest order of road within an urban environment having a residential function but also carries higher volumes of traffic collected from lower order streets

Town 3 The next level road that provides a balance between the status of that street in terms of its access and residential amenity functions

Town 4 The lowest order road within the urban environment having as its primary function residential space – amenity features which facilitate pedestrians and cycle movements, and where vehicular traffic is subservient in terms of speed and volume, to those elements of space, amenity, pedestrians and cyclists

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Critical Assets

Critical assets are those assets which have a high consequence of failure but not necessarily a high likelihood of failure. By identifying critical assets and critical failure modes, organisations can target and refines investigative activities, maintenance plans and capital expenditure plans at the appropriate time.

Operations and maintenances activities may be targeted to mitigate critical assets failure and maintain service levels. These activities may include increased inspection frequency, higher maintenance intervention levels, etc. Critical assets failure modes and required operations and maintenance activities are detailed in Table 5.3.2.1.

Table 5.3.2.1: Critical Assets and Service Level Objectives

Critical Assets Critical Failure Mode Operations & Maintenance Activities

Bridges Bridge condition deteriorates Load limit placed on bridge with warning signs when condition deteriorates below threshold. Regular inspection of bridges (Level 1 and 2). Repair of identified defects by specialist contractor within budget limits.

Regional Roads Loss of sealed surface integrity and increased pavement failures

Resurfacing targeted to high importance routes. Regular inspection of Regional roads. Repair of identified defects within budget limits.

Sealed Local Roads Loss of sealed surface integrity and increased pavement failures

Resurfacing targeted to high traffic routes. Regular inspection of sealed local roads – inspection frequency depending on road hierarchy. Identified defects to be repaired within budget limits.

Unsealed Local Roads Loss of gravel surface Rolling program resheeting unsealed local roads. Regular inspection to identify defects – inspection frequency depending on road hierarchy. Repair of identified defects when budget is available.

Footpaths Trip hazards for pedestrians Regular inspections of footpaths. Identified defects to be made safe for pedestrian traffic and then repaired promptly. Icy footpaths to be made safe in winter weather.

Standards and specifications

Maintenance work is carried out in accordance with the following Standards and Specifications.

AUSPEC (NATSPEC) Maintenance and Construction Standards ARRB Unsealed Roads Manual ARRB Sealed Local Roads Manual Austroads Pavement Design RTA Sprayed Sealing Guide Relevant Australian Standards Relevant RMS Standards

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5.3.3 Summary of future operations and maintenance expenditures

Future operations and maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Figure 4. The value of the asset stock will increase each year as a consequence of planned upgrade work. Note that all costs are shown in current 2013 dollar values (ie real values).

Figure 4: Projected Operations and Maintenance Expenditure

Deferred maintenance, ie works that are identified for maintenance and unable to be funded are to be included in the risk assessment and analysis in the infrastructure risk management plan.

Maintenance is funded from the operating budget where available. This is further discussed in Section 6.2.

5.4 Renewal/Replacement Plan

Renewal and replacement expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original or lesser required service potential. Work over and above restoring an asset to original service potential is upgrade/expansion or new works expenditure.

5.4.1 Renewal plan

Assets requiring renewal/replacement are identified from one of three methods provided in the ‘Expenditure Template’.

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Method 1 uses Asset Register data to project the renewal costs using acquisition year and useful life to determine the renewal year, or

Method 2 uses capital renewal expenditure projections from external condition modelling systems (such as Pavement Management Systems), or

Method 3 uses a combination of average network renewals plus defect repairs in the Renewal Plan and Defect Repair Plan worksheets on the ‘Expenditure template’.

Method 1 was used for this asset management plan.

The useful lives of assets used to develop projected asset renewal expenditures are shown in Table 5.4.1.

Asset useful lives were adopted following the 2013 condition assessment of road assets.

Table 5.4.1: Useful Lives of Assets

Asset (Sub)Category Useful life in years

Bridges Varied based on most recent bridge condition assessment

Footpaths 100 (small number at 20 years based on their deteriorated condition

Kerb and gutter 100 (small number at 20 years based on their deteriorated condition)

Road formation 100

Road pavement 25, 35, 50 (based on condition)

Sealed road surface 12

5.4.2 Renewal and Replacement Strategies

The organisation will plan capital renewal and replacement projects to meet level of service objectives and minimise infrastructure service risks by:

Planning and scheduling renewal projects to deliver the defined level of service in the most efficient manner, Undertaking project scoping for all capital renewal and replacement projects to identify:

o the service delivery ‘deficiency’, present risk and optimum time for renewal/replacement, o the project objectives to rectify the deficiency, o the range of options, estimated capital and life cycle costs for each options that could

address the service deficiency, o and evaluate the options against evaluation criteria adopted by the organisation, and o select the best option to be included in capital renewal programs,

Using ‘low cost’ renewal methods (cost of renewal is less than replacement) wherever possible, Maintain a current infrastructure risk register for assets and service risks associated with providing services

from infrastructure assets and reporting Very High and High risks and residual risks after treatment to management and the Council/Board,

Review current and required skills base and implement workforce training and development to meet required construction and renewal needs,

Maintain a current hierarchy of critical assets and capital renewal treatments and timings required , Review management of capital renewal and replacement activities to ensure the organisation is obtaining

best value for resources used.

Renewal ranking criteria

Asset renewal and replacement is typically undertaken to either:

Ensure the reliability of the existing infrastructure to deliver the service it was constructed to facilitate (eg replacing a bridge that has a 5 t load limit), or

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To ensure the infrastructure is of sufficient quality to meet the service requirements (eg roughness of a road).9

It is possible to get some indication of capital renewal and replacement priorities by identifying assets or asset groups that:

Have a high consequence of failure, Have a high utilisation and subsequent impact on users would be greatest, The total value represents the greatest net value to the organisation, Have the highest average age relative to their expected lives, Are identified in the AM Plan as key cost factors, Have high operational or maintenance costs, and Where replacement with modern equivalent assets would yield material savings.10

The ranking criteria used to determine priority of identified renewal and replacement proposals is detailed in Table 5.4.2.

Table 5.4.2: Renewal and Replacement Priority Ranking Criteria

Criteria Weighting

Road Hierarchy 30%

Condition Rating 30%

AADT 20%

Degree of compliance with Council standards (ie for a Regional road: 7m carriageway/ 9m seal/ 11m shoulder)

20%

Total 100%

Renewal and replacement standards

Renewal work is carried out in accordance with the following Standards and Specifications.

AUSPEC (NATSPEC) Maintenance and Construction Standards ARRB Unsealed Roads Manual ARRB Sealed Local Roads Manual Austroads Pavement Design RTA Sprayed Sealing Guide Relevant Australian Standards Relevant RMS Standards

9 IPWEA, 2011, IIMM, Sec 3.4.4, p 3|60.

10 Based on IPWEA, 2011, IIMM, Sec 3.4.5, p 3|66.

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5.4.3 Summary of future renewal and replacement expenditure

Projected future renewal and replacement expenditures are forecast to increase over time as the asset stock increases from growth. The expenditure is summarised in Fig 5. Note that all amounts are shown in real values.

The projected capital renewal and replacement program is shown in Appendix B.

Fig 5.1a : Projected Capital Renewal and Replacement Expenditure

Figure 5.1 reveals that there is a backlog of assets in deteriorated condition requiring renewal.

Outstanding renewals date back to the 1990’s for some lower value assets. There are assets that should have been renewed in the 2000’s appearing in the figure. Some of these assets have a 12 year useful life and reappear as second generation renewals later years. This figure reveals that Council has an escalating wave of asset renewals to fund in the future.

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Fig 5.1b : Projected Capital Renewal and Replacement Expenditure ‐ unfunded

This confronting figure (5b) shows in red, the renewals that should have occurred before today. It is a different version of Figure 5a shown on the previous page. In this figure, all of the unfunded renewals prior to 2014 are bundled together.

Projected Renewals

Deferred renewal and replacement, i.e. those assets identified for renewal and/or replacement and not scheduled in capital works programs are to be included in the risk analysis process in the risk management plan.

Renewals and replacement expenditure in the organisation’s capital works program will be accommodated in the long term financial plan. This is further discussed in Section 6.2.

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5.5 Creation/Acquisition/Upgrade Plan

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the organisation from land development. These assets from growth are considered in Section 4.4.

5.5.1 Selection criteria

New assets and upgrade/expansion of existing assets are identified from various sources such as councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Candidate proposals are inspected to verify need and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes. The priority ranking criteria is detailed below. Note prioritisation is often determined by the elected council.

Table 5.5.1: New Assets Priority Ranking Criteria

Criteria Weighting

Local significance (i.e. tourism) 40%

Industry (i.e. forestry haulage) 40%

Subdivisions 20%

Total 100%

5.5.2 Capital Investment Strategies

The organisation will plan capital upgrade and new projects to meet level of service objectives by:

Planning and scheduling capital upgrade and new projects to deliver the defined level of service in the most efficient manner,

Undertake project scoping for all capital upgrade/new projects to identify: o the service delivery ‘deficiency’, present risk and required timeline for delivery of the

upgrade/new asset, o the project objectives to rectify the deficiency including value management for major

projects, o the range of options, estimated capital and life cycle costs for each options that could

address the service deficiency, o management of risks associated with alternative options, o and evaluate the options against evaluation criteria adopted by Council/Board, and o select the best option to be included in capital upgrade/new programs,

Review current and required skills base and implement training and development to meet required construction and project management needs,

Review management of capital project management activities to ensure the organisation is obtaining best value for resources used.

Standards and specifications for new assets and for upgrade/expansion of existing assets are the same as those for renewal shown in Section 5.4.2.

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5.5.3 Discussion of future upgrade/new assets expenditure

Recent Expenditures by Council on capital upgrade works are as follows;

Capital Upgrade 2010/11 2011/12 2012/13Bike Tracks $57,625 $40,000 $62,561Bike Tracks Capital Works $0 $80,000 $0Dangerous Intersection Program (Rural) $2,718 $0 $16,713Dangerous Intersection Program (Town) $0 $0 $26,998Footpaths $19,411 $6,589 $8,230Sealed Local Roads (Funded Projects) $0 $295,018 $12,712Sealed Rural Local Roads Capital Works $1,768,508 $0 $0Unsealed Local Roads Capital Works $0 $600,000 $683,841Unsealed Local Roads Capital Works New $40,104 $0 $0Unsealed Regional Roads Capital Works New $34 $0 $0Unsealed rural local roads capital new $1,575 $0 $0

Total $1,889,975 $1,021,607 $811,055

Average capital upgrade expenditure is $1,240,879. The 2012/13 upgrade expenditure ($811,055) plus an allowance for CPI was used in this AM Plan to model future expenditure.

Projected upgrade/new asset expenditures are summarised in Fig 6. The projected upgrade/new capital works program is shown in Appendix C. All amounts are shown in real values.

Fig 6: Projected Capital Upgrade/New Asset Expenditure

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Expenditure on new assets and services in the organisation’s capital works program will be accommodated in the long term financial plan. This is further discussed in Section 6.2.

5.6 Disposal Plan

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. Assets identified for possible decommissioning and disposal are shown in Table 5.6, together with estimated annual savings from not having to fund operations and maintenance of the assets. These assets will be further reinvestigated to determine the required levels of service and see what options are available for alternate service delivery, if any. Any revenue gained from asset disposals is accommodated in the organisation’s long term financial plan.

Where cashflow projections from asset disposals are not available, these will be developed in future revisions of this asset management plan.

Council very rarely disposes of road assets. There are no road assets identified for disposal at this time.

5.7 Service Consequences and Risks

The organisation has prioritised decisions made in adopting this AM Plan to obtain the optimum benefits from its available resources. Decisions were made based on the development of 3 scenarios of AM Plans.

Scenario 1 ‐ What we would like to do based on asset register data

Scenario 2 – What we should do with existing budgets and identifying level of service and risk consequences (ie what are the operations and maintenance and capital projects we are unable to do, what is the service and risk consequences associated with this position). This may require several versions of the AM Plan.

Scenario 3 – What we can do and be financially sustainable with AM Plans matching long‐term financial plans.

The development of scenario 1 and scenario 2 AM Plans provides the tools for discussion with the Council/Board and community on trade‐offs between what we would like to do (scenario 1) and what we should be doing with existing budgets (scenario 2) by balancing changes in services and service levels with affordability and acceptance of the service and risk consequences of the trade‐off position (scenario 3).

5.7.1 What we cannot do

There are some operations and maintenance activities and capital projects that are unable to be undertaken within the next 10 years. These include:

Council does not perform planned roadside drainage maintenance Council does not have in place a planned maintenance program for unsealed roads. Council cannot seal all unsealed roads Council is unable to reseal all sealed roads before the seal reaches end of life. Reseal interval is too high.

5.7.2 Service consequences

Operations and maintenance activities and capital projects that cannot be undertaken will maintain or create service consequences for users. These include:

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Poorly maintained and blocked table drains can overtop during rainfall events and cause an inconvenience to drivers

Unsealed roads can become hazardous to drivers before maintenance takes place Drivers must rely on unsealed roads to reach their destinations. Unsealed roads can become hazardous when

wet or icy and thus impassable in adverse weather conditions. Sealed roads in poor condition have uneven surfaces and potholes. They offer low driver comfort and can

cause damage to vehicles.

5.7.3 Risk consequences

The operations and maintenance activities and capital projects that cannot be undertaken may maintain or create risk consequences for the organisation. These include:

Poor roadside drainage can result in increased rates of pavement deterioration, leading to more frequent pavement failures.

All maintenance on unsealed roads is reactive, which is less cost‐effective than planned and proactive maintenance.

Higher likelihood of adverse incidents such as crashes (i.e. injuries and fatalities) and road damage when drivers use wet and icy unsealed roads.

Reconstructing sealed roads after the seal has failed is expensive. It is more cost effective to reseal before failure is reached.

These risks have been included with the Infrastructure Risk Management Plan summarised in Section 5.2 and risk management plans actions and expenditures included within projected expenditures.

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6. FINANCIAL SUMMARY

This section contains the financial requirements resulting from all the information presented in the previous sections of this asset management plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.

6.1 Financial Statements and Projections

The financial projections are shown in Fig 7 for projected operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets). Note that all costs are shown in real values.

Fig 7: Projected Operating and Capital Expenditure

6.1.1 Sustainability of service delivery

There are four key indicators for service delivery sustainability that have been considered in the analysis of the services provided by this asset category, these being the asset renewal funding ratio, long term life cycle costs/expenditures and medium term projected/budgeted expenditures over 5 and 10 years of the planning period.

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Asset Renewal Funding Ratio

Asset Renewal Funding Ratio11 91%

The Asset Renewal Funding Ratio is the most important indicator and reveals that over the next 10 years, the organisation is forecasting that it will have 91% of the funds required for the optimal renewal and replacement of its assets.

Long term ‐ Life Cycle Cost

Life cycle costs (or whole of life costs) are the average costs that are required to sustain the service levels over the asset life cycle. Life cycle costs include operations and maintenance expenditure and asset consumption (depreciation expense). The life cycle cost for the services covered in this asset management plan is $5,581,000 per year (average operations and maintenance expenditure plus depreciation expense projected over 10 years).

Life cycle costs can be compared to life cycle expenditure to give an initial indicator of affordability of projected service levels when considered with age profiles. Life cycle expenditure includes operations, maintenance and capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals. The life cycle expenditure over the 10 year planning period is $3,729,000 per year (average operations and maintenance plus capital renewal budgeted expenditure in LTFP over 10 years).

A shortfall between life cycle cost and life cycle expenditure is the life cycle gap. The life cycle gap for services covered by this asset management plan is ‐$1,852,000 per year (‐ve = gap, +ve = surplus).

Life cycle expenditure is 67% of life cycle costs.

The life cycle costs and life cycle expenditure comparison highlights any difference between present outlays and the average cost of providing the service over the long term. If the life cycle expenditure is less than that life cycle cost, it is most likely that outlays will need to be increased or cuts in services made in the future.

Knowing the extent and timing of any required increase in outlays and the service consequences if funding is not available will assist organisations in providing services to their communities in a financially sustainable manner. This is the purpose of the asset management plans and long term financial plan.

Medium term – 10 year financial planning period

This asset management plan identifies the projected operations, maintenance and capital renewal expenditures required to provide an agreed level of service to the community over a 10 year period. This provides input into 10 year financial and funding plans aimed at providing the required services in a sustainable manner.

These projected expenditures may be compared to budgeted expenditures in the 10 year period to identify any funding shortfall. In a core asset management plan, a gap is generally due to increasing asset renewals for ageing assets.

The projected operations, maintenance and capital renewal expenditure required over the 10 year planning period is $3,857,000 on average per year.

Estimated (budget) operations, maintenance and capital renewal funding is $3,729,000 on average per year giving a 10 year funding shortfall of ‐$128,000 per year. This indicates that the organisation expects to

11 AIFMG, 2009, Financial Sustainability Indicator 8, Sec 2.6, p 2.18

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have 97% of the projected expenditures needed to provide the services documented in the asset management plan.

Short Term – 5 year financial planning period

The projected operations, maintenance and capital renewal expenditure required over the first 5 years of the planning period is $4,659,000 on average per year.

Estimated (budget) operations, maintenance and capital renewal funding is $3,729,000 on average per year giving a 5 year funding shortfall of ‐$930,000. This indicates that the organisation expects to have 80% of projected expenditures required to provide the services shown in this asset management plan.

Asset management financial indicators

Figure 7A shows the asset management financial indicators over the 10 year planning period and for the long term life cycle.

Figure 7A: Asset Management Financial Indicators

Providing services from infrastructure in a sustainable manner requires the matching and managing of service levels, risks, projected expenditures and financing to achieve a financial indicator of approximately 1.0 for the first years of the asset management plan and ideally over the 10 year life of the Long Term Financial Plan.

Figure 8 shows the projected asset renewal and replacement expenditure over the 20 years of the AM Plan. The projected asset renewal and replacement expenditure is compared to renewal and replacement expenditure in the capital works program, which is accommodated in the long term financial plan

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Figure 8: Projected and LTFP Budgeted Renewal Expenditure

Note the significant renewal load ahead as assets reach end of useful life.

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Table 6.1.1 shows the shortfall between projected renewal and replacement expenditures and expenditure accommodated in long term financial plan. Budget expenditures accommodated in the long term financial plan or extrapolated from current budgets are shown in Appendix D.

Table 6.1.1: Projected and LTFP Budgeted Renewals and Financing Shortfall

Year Projected Renewals ($000)

LTFP Renewal Budget ($000)

Renewal Financing Shortfall ($000) (‐ve Gap, +ve Surplus)

Cumulative Shortfall ($000) (‐ve Gap, +ve Surplus)

2014 $8,235 $2,000 ‐$6,235 ‐$6,235

2015 $1,039 $2,000 $961 ‐$5,274

2016 $1,547 $2,000 $453 ‐$4,821

2017 $2,224 $2,000 ‐$224 ‐$5,045

2018 $1,468 $2,000 $532 ‐$4,513

2019 $1,363 $2,000 $637 ‐$3,876

2020 $1,733 $2,000 $267 ‐$3,609

2021 $1,026 $2,000 $974 ‐$2,635

2022 $1,399 $2,000 $601 ‐$2,033

2023 $629 $2,000 $1,371 ‐$662

2024 $1,549 $2,000 $451 ‐$211

2025 $529 $2,000 $1,471 $1,260

2026 $8,407 $2,000 ‐$6,407 ‐$5,147

2027 $1,441 $2,000 $559 ‐$4,588

2028 $2,408 $2,000 ‐$408 ‐$4,996

2029 $4,247 $2,000 ‐$2,247 ‐$7,243

2030 $3,486 $2,000 ‐$1,486 ‐$8,728

2031 $3,829 $2,000 ‐$1,829 ‐$10,557

2032 $3,893 $2,000 ‐$1,893 ‐$12,450

2033 $3,722 $2,000 ‐$1,722 ‐$14,172 Note: A negative shortfall indicates a financing gap, a positive shortfall indicates a surplus for that year.

Providing services in a sustainable manner will require matching of projected asset renewal and replacement expenditure to meet agreed service levels with the corresponding capital works program accommodated in the long term financial plan.

A gap between projected asset renewal/replacement expenditure and amounts accommodated in the LTFP indicates that further work is required on the AM Plan (including possibly revising the LTFP).

Future versions of this asset management plan will seek to improve the accuracy of Figure 8 and Table 6.1. to more closely match planned renewal budget with the Long Term Financial Plan to account for anticipated spikes and troughs in Council’s spending ability.

We will manage the ‘gap’ by developing this asset management plan to provide guidance on future service levels and resources required to provide these services, and review future services, service levels and costs with the community.

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6.1.2 Projected expenditures for long term financial plan

Table 6.1.2 shows the projected expenditures for the 10 year long term financial plan.

Expenditure projections are in 2013 real values.

Table 6.1.2: Projected Expenditures for Long Term Financial Plan ($000)

Year Operations ($000)

Maintenance ($000) Projected Capital Renewal ($000)

Capital Upgrade/ New ($000)

Disposals ($000)

2014 $126.00 $1,603.00 $8,235.49 $833.00 $0.00

2015 $126.59 $1,616.15 $1,038.73 $833.00 $0.00

2016 $127.18 $1,629.29 $1,547.25 $833.00 $0.00

2017 $127.76 $1,642.44 $2,223.63 $833.00 $0.00

2018 $128.35 $1,655.58 $1,467.93 $833.00 $0.00

2019 $128.94 $1,668.73 $1,362.75 $833.00 $0.00

2020 $129.53 $1,681.87 $1,732.89 $833.00 $0.00

2021 $130.12 $1,695.02 $1,026.06 $833.00 $0.00

2022 $130.71 $1,708.16 $1,398.70 $833.00 $0.00

2023 $131.29 $1,721.31 $628.75 $833.00 $0.00

2024 $131.88 $1,734.45 $1,549.28 $833.00 $0.00

2025 $132.47 $1,747.60 $528.75 $833.00 $0.00

2026 $133.06 $1,760.74 $8,406.56 $833.00 $0.00

2027 $133.65 $1,773.89 $1,441.23 $833.00 $0.00

2028 $134.24 $1,787.03 $2,407.81 $833.00 $0.00

2029 $134.82 $1,800.18 $4,246.74 $833.00 $0.00

2030 $135.41 $1,813.32 $3,485.68 $833.00 $0.00

2031 $136.00 $1,826.47 $3,829.00 $833.00 $0.00

2032 $136.59 $1,839.61 $3,893.13 $833.00 $0.00

2033 $137.18 $1,852.76 $3,721.51 $833.00 $0.00

Note, operations and maintenance costs increase each year to reflect the increased cost of operating and maintaining Council’s upgraded assets.

6.2 Funding Strategy

After reviewing service levels, as appropriate to ensure ongoing financial sustainability projected expenditures identified in Section 6.1.2 will be accommodated in the organisation’s 10 year long term financial plan.

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6.3 Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by the organisation (upgrade work) and from assets constructed by land developers and others and donated to the organisation. Figure 9 shows the projected replacement cost asset values over the planning period in real values.

Figure 9: Projected Asset Values

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Depreciation expense values are forecast in line with asset values as shown in Figure 10.

Figure 10: Projected Depreciation Expense

Depreciation increases slightly each year as the value of the asset stock increases.

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The depreciated replacement cost will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets. Forecast of the assets’ depreciated replacement cost is shown in Figure 11. The depreciated replacement cost of contributed and new assets is shown in the darker colour and in the lighter colour for existing assets.

Figure 11: Projected Depreciated Replacement Cost

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6.4 Key Assumptions made in Financial Forecasts

This section details the key assumptions made in presenting the information contained in this asset management plan and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expense and carrying amount estimates. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Key assumptions made in this asset management plan and risks that these may change are shown in Table 6.4.

Table 6.4: Key Assumptions made in AM Plan and Risks of Change

Key Assumptions Risks of Change to Assumptions Planned capital renewal expenditure and capital new/ upgrade to match recent trends

Plan requires modification once more accurate planned expenditure data is available.

Definition of upgrade and new capital works Council appears to allocate significant expenditure to upgrade and new capital works, in the light of no network growth. These works may actually be sorely needed renewal works. Further investigation is required to improve the accuracy of this document.

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6.5 Forecast Reliability and Confidence

The expenditure and valuations projections in this AM Plan are based on best available data. Currency and accuracy of data is critical to effective asset and financial management. Data confidence is classified on a 5 level scale12 in accordance with Table 6.5.

Table 6.5: Data Confidence Grading System

Confidence Grade DescriptionA Highly reliable Data based on sound records, procedures, investigations and analysis, documented properly and recognised

as the best method of assessment. Dataset is complete and estimated to be accurate ± 2% B Reliable Data based on sound records, procedures, investigations and analysis, documented properly but has minor

shortcomings, for example some of the data is old, some documentation is missing and/or reliance is placed on unconfirmed reports or some extrapolation. Dataset is complete and estimated to be accurate ± 10%

C Uncertain Data based on sound records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolated from a limited sample for which grade A or B data are available. Dataset is substantially complete but up to 50% is extrapolated data and accuracy estimated ± 25%

D Very Uncertain Data is based on unconfirmed verbal reports and/or cursory inspections and analysis. Dataset may not be fully complete and most data is estimated or extrapolated. Accuracy ± 40%

E Unknown None or very little data held.

The estimated confidence level for and reliability of data used in this AM Plan is shown in Table 6.5.1.

Table 6.5.1: Data Confidence Assessment for Data used in AM Plan

Over all data sources, the data confidence is assessed as Medium confidence level for data used in the preparation of this AM Plan.

Data Confidence Assessment

Comment

Demand drivers B Reliable Estimated, however further substantiation may be required for next revision of the AMP

Growth projections B Reliable Estimated, however should be sufficient as Oberon is a low growth area.

Operations expenditures B Reliable Direct from budget, breakdown into operations and maintenance and renewal is estimated.

Maintenance expenditures

B Reliable Direct from budget, breakdown into operations and maintenance and renewal is estimated.

Projected Renewal expenditures.

‐ Asset values

B Reliable

Asset register data used in the development of this AM plan has been cleansed, with best available acquisition dates inputted.

Asset values are reliable. They have been recently updated

‐ Asset residual values B Reliable Reasonable

‐ Asset useful lives B Reliable Useful lives have been modified to reflect actual asset condition.

12 IPWEA, 2011, IIMM, Table 2.4.6, p 2|59.

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‐ Condition modelling B Reliable Recently updated. Condition data was collected in 2012/13.

‐ Network renewals C Unreliable No data available on future works program

‐ Defect repairs N/A

Upgrade/New expenditures

C Uncertain No data available based on examination of trends in recent years only.

Disposal expenditures B Reliable No disposal identified

Over all data sources, the data confidence is assessed as medium confidence level for data used in the preparation of this AM Plan.

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7. PLAN IMPROVEMENT AND MONITORING

7.1 Status of Asset Management Practices

7.1.1 Accounting and financial systems

Council uses the “Authority” suite for its financial / accounting systems. Responsibility for the financial system lies with the Manager – Finance and the Director. Financial reporting is prepared in accordance with the requirements of the Local Government Act 1993 and relevant Australian Accounting Standards.

The Finance Section reports in accordance with the relevant accounting standards and regulations

Local Government Act (NSW) 1993

Local Government Amendment (Planning and Reporting) Act 2009

Local Government (Finance Plans and Reporting) Regulation 2010

NSW Code of Accounting Practice

AASB116

Capital/maintenance threshold

To be detailed in future versions of the this document

Required changes to accounting financial systems arising from this AM Plan

Maintenance expenditure by Council on road assets must be split into reactive and planned.

A clearer separation is required between capital works expenditure on new/ upgraded assets and asset renewal expenditure.

7.2.1 Asset management system

Oberon Council uses the MyData Asset Management System. It was first implemented in 2007.

Asset registers

Council commenced collation of asset registers for input into the MyData Asset Management System in 2007. Data for the following asset types is stored in the system:

Roads Kerb and gutter Footpaths Water Sewer Stormwater Bridges

Buildings and structures Plant and Equipment Fleet Land Playground equipment Street furniture

‐ 49 ‐


Linkage from asset management to financial system The MyData Asset Management System does not link to the financial system. They are separate software packages developed by different companies.

Accountabilities for asset management system and data maintenance

The Civil Assets Coordinator is responsible for maintaining the currency of asset data in the MyData Asset Management System. Every three years Council engages road data collection contractors to assess and record the condition of road assets, for input into the AM system.

Required changes to asset management system arising from this AM Plan

Useful lives of assets to reflect actual asset condition not just industry norms.

‐ 50 ‐


7.2 Improvement Program

The asset management improvement plan generated from this asset management plan is shown in Table 7.2.

Table 7.2: Improvement Plan

Task No Task Responsibility Resources Required Timeline

1 Need to split maintenance expenditure into planned/ specific and reactive. Currently all bundled together.

2 Utilise more accurate planned capital expenditure data –not just estimates based on recent trends

3 More closely match planned capital renewal expenditurewith the Long Term Financial Plan to account for anticipated spikes and troughs in Council’s spending ability

4

5

6

7

7.3 Monitoring and Review Procedures

This asset management plan will be reviewed during annual budget planning processes and amended to recognise any material changes in service levels and/or resources available to provide those services as a result of budget decisions.

The AM Plan will be updated annually to ensure it represents the current service level, asset values, projected operations, maintenance, capital renewal and replacement, capital upgrade/new and asset disposal expenditures and projected expenditure values incorporated into the organisation’s long term financial plan.The AM Plan has a life of 4 years (Council election cycle) and is due for complete revision and updating within one year of each Council election.

7.4 Performance Measures

The effectiveness of the asset management plan can be measured in the following ways:

The degree to which the required projected expenditures identified in this asset management plan are incorporated into the organisation’s long term financial plan,

The degree to which 1‐5 year detailed works programs, budgets, business plans and organisational structures take into account the ‘global’ works program trends provided by the asset management plan,

The degree to which the existing and projected service levels and service consequences (what we cannot do), risks and residual risks are incorporated into the organisation’s Strategic Plan and associated plans,

The Asset Renewal Funding Ratio achieving the target of 1.0.

‐ 51 ‐


8. REFERENCES

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/IIMM

IPWEA, 2008, ‘NAMS.PLUS Asset Management’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/namsplus.

IPWEA, 2009, ‘Australian Infrastructure Financial Management Guidelines’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/AIFMG.

IPWEA, 2011, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/IIMM

Oberon Community Engagement Strategy May 2013

Oberon Community Strategic Plan 2013

Oberon Council Draft Road Response Risk Management Policy

9. APPENDICES

Appendix A Maintenance Response Levels of Service

Appendix B Projected 10 year Capital Renewal and Replacement Works Program

Appendix C Projected 10 year Capital Upgrade/New Works Program

Appendix D Budgeted Expenditures Accommodated in LTFP

Appendix E Abbreviations

Appendix F Glossary

Appendix A Maintenance Response Levels of Service

Refer to Council’s Draft Road Response Risk Management Policy for Maintenance Response Levels of Service.

‐ 52 ‐


Appendix B Projected 10 year Capital Renewal and Replacement Works Program

Asset ID Sub Category Asset Name From To Remaining Life in Years

Planned Renewal Year

Renewal Cost ($)

Useful Life

FP46R FOOTPATHS QUEEN 0 132 ‐22 1992 $46,793 20

Subtotal $46,793

FP35R FOOTPATHS NORTH 341 458 ‐21 1993 $34,786 20

Subtotal $34,786

KG42 KERB AND GUTTER

HAWKES 0 382 ‐14 2000 $17,083 20

Subtotal $17,083

R187‐0230

SURFACE ABERCROMBIE RD. 11000 11500 ‐7 2007 $22,500 12

R187‐0510


R187‐0080


R187‐0710


R187‐0760


R187‐0810


R187‐0130


R187‐1400


R084‐020

SURFACE ALBION ST. 950 1275 ‐7 2007 $27,625 12

R040‐440

SURFACE ARKSTONE RD. 21500 22000 ‐7 2007 $13,750 12

R040‐490


R040‐560


R040‐610


R040‐660


R004‐360

SURFACE BEACONSFIELD RD. 17500 18000 ‐7 2007 $13,750 12

R004‐410


R004‐480


R004‐530


R004‐690


‐ 53 ‐




Renewal Cost ($)

Useful Life

R087‐010

SURFACE BELL ST. 0 100 ‐7 2007 $4,000 12

R224‐230

SURFACE BURRAGA RD. 11000 11500 ‐7 2007 $18,750 12

R224‐280


R224‐040


R224‐330


R224‐400


R224‐450


R224‐500


R224‐180


R238‐010

SURFACE BURRAGA ST. 0 100 ‐7 2007 $2,000 12

R045‐030

SURFACE CAMPBELLS RIVER RD. 1000 1500 ‐7 2007 $16,250 12

R045‐250


R045‐300


R045‐350


R045‐400


R045‐450


R045‐080


R045‐170


R092‐030

SURFACE CARRINGTON AVE. 375 750 ‐7 2007 $22,500 12

R096‐020

SURFACE DART ST. 150 375 ‐7 2007 $19,125 12

R015‐240

SURFACE DOG ROCKS RD. 11500 12000 ‐7 2007 $22,500 12

R015‐290


R015‐340


R015‐390


R015‐050


R015‐100


‐ 54 ‐




Renewal Cost ($)

Useful Life

R015‐190


R098‐010

SURFACE DR. PERKINS CR. 0 200 ‐7 2007 $7,000 12

R158‐020

SURFACE DUCKMALOI RD. 325 875 ‐7 2007 $5,500 12

R100‐050

SURFACE DULCE DR 300 350 ‐7 2007 $3,000 12

R163‐010

SURFACE FAIRVIEW DR. 0 725 ‐7 2007 $21,750 12

R259‐010

SURFACE FERNDALE RD. 0 500 ‐7 2007 $15,000 12

R104‐040

SURFACE FLEMING ST. 405 540 ‐7 2007 $4,725 12

R205‐020

SURFACE FOREST ST. 125 225 ‐7 2007 $1,750 12

R141‐010

SURFACE HARRIS RD. 0 500 ‐7 2007 $12,500 12

R257‐020

SURFACE HAWKEN ST. 125 450 ‐7 2007 $138,125 12

R188‐020

SURFACE HAZELGROVE RD. 500 1000 ‐7 2007 $15,000 12

R108‐020

SURFACE HERBORN ST. 50 300 ‐7 2007 $7,500 12

R112‐030

SURFACE JENOLAN ST. 350 1050 ‐7 2007 $35,000 12

R023‐230

SURFACE LOWES MOUNT RD. 11000 11500 ‐7 2007 $15,000 12

R023‐280


R023‐330


R023‐380


R023‐020


R023‐130


R023‐180


R027‐090

SURFACE MEADOWS RD. 4000 4500 ‐7 2007 $10,000 12

R248‐210

SURFACE MT. DAVID RD. 10000 10500 ‐7 2007 $13,750 12

R248‐020


R248‐110


R248‐160


R001‐030

SURFACE MUTTON FALLS RD. 1000 1500 ‐7 2007 $15,000 12

‐ 55 ‐




Renewal Cost ($)

Useful Life

R001‐080


R117‐080

SURFACE NORTH ST. 1110 1245 ‐7 2007 $10,800 12

R117‐030

SURFACE NORTH ST. 435 570 ‐7 2007 $14,850 12

R005‐100

SURFACE O'CONNELL PLAINS RD. 4500 5000 ‐7 2007 $13,750 12

R005‐150


R005‐200


R204‐020

SURFACE O'CONNELL RD. (TOWN STREET)

325 475 ‐7 2007 $3,000 12

R145‐010

SURFACE PILARCIK LN. 0 350 ‐7 2007 $8,750 12

R121‐020

SURFACE PRINCE ST. 100 200 ‐7 2007 $1,500 12

R125‐010

SURFACE ROSS ST. 0 200 ‐7 2007 $17,000 12

R126‐020

SURFACE RUPERT ST. 125 550 ‐7 2007 $17,000 12

R139‐020

SURFACE RUTTERS RIDGE RD. 500 1000 ‐7 2007 $13,750 12

R011‐080

SURFACE SEWELLS CREEK RD. 3500 4000 ‐7 2007 $23,750 12

R011‐130


R011‐180


R017‐570

SURFACE SHOOTERS HILL RD. 28000 28500 ‐7 2007 $15,000 12

R017‐120


R132‐010

SURFACE STRATHROY AVE. 0 200 ‐7 2007 $10,500 12

R136‐030

SURFACE TASMAN ST. 450 600 ‐7 2007 $8,250 12

R154‐020

SURFACE WHITELEY RD. 500 1000 ‐7 2007 $15,000 12

Subtotal $1,536,250

R187‐0240


R187‐0520


R187‐0720


R187‐0770


R187‐0090


‐ 56 ‐




Renewal Cost ($)

Useful Life

R187‐0820


R187‐1410


R187‐0190


R084‐030


R040‐450


R040‐500


R040‐570


R040‐620


R040‐670


R004‐370


R004‐420


R004‐490


R004‐540


R004‐760


R089‐010

SURFACE BLIGH ST. 0 375 ‐6 2008 $15,000 12

R166‐010

SURFACE BRENNAN CR. 0 400 ‐6 2008 $24,000 12

R160‐010

SURFACE BRIENS RD. 0 350 ‐6 2008 $12,250 12

R224‐240


R224‐290


R224‐360


R224‐050


R224‐410


R224‐460


R224‐190


R045‐260


R045‐040


‐ 57 ‐




Renewal Cost ($)

Useful Life

R045‐310


R045‐360


R045‐410


R045‐090


R045‐180


R002‐050

SURFACE CARLWOOD RD. 2000 2500 ‐6 2008 $11,250 12

R093‐010

SURFACE COOK ST. 0 125 ‐6 2008 $6,250 12

R096‐030

SURFACE DART ST. 375 600 ‐6 2008 $19,125 12

R015‐250


R015‐300


R015‐350


R015‐400


R015‐060


R015‐110


R015‐200


R099‐110

SURFACE DUDLEY ST. 1380 1455 ‐6 2008 $6,750 12

R102‐020

SURFACE ENDEAVOUR ST. 75 425 ‐6 2008 $105,000 12

R259‐020

SURFACE FERNDALE RD. 500 1000 ‐6 2008 $12,500 12

R104‐050


R147‐010

SURFACE FOX LN. 0 250 ‐6 2008 $6,250 12

R141‐020

SURFACE HARRIS RD. 500 925 ‐6 2008 $13,813 12

R188‐030


R109‐010

SURFACE HORACE ST. 0 275 ‐6 2008 $16,500 12

R239‐020

SURFACE ISABELLA ST. 125 275 ‐6 2008 $3,000 12

R112‐040


R235‐030

SURFACE LLOYD ST. 275 425 ‐6 2008 $3,750 12

‐ 58 ‐




Renewal Cost ($)

Useful Life

R023‐030


R023‐240


R023‐290


R023‐340


R023‐390


R023‐140


R023‐190


R027‐100


R168‐010

SURFACE MOUNT NORWAY RD. 0 500 ‐6 2008 $12,500 12

R248‐030


R248‐220


R248‐120


R248‐170


R001‐040


R117‐090

SURFACE NORTH ST. 1245 1380 ‐6 2008 $10,800 12

R117‐040

SURFACE NORTH ST. 570 705 ‐6 2008 $14,513 12

R005‐210


R005‐110


R005‐160


R204‐030


475 575 ‐6 2008 $2,000 12

R137‐010

SURFACE ON AVON AVE. 0 275 ‐6 2008 $8,250 12

R123‐010

SURFACE RALEIGH ST. 0 135 ‐6 2008 $6,750 12

R054‐010

SURFACE REEF RD. 0 500 ‐6 2008 $12,500 12

R222‐010

SURFACE ROCKLEY ST. 0 175 ‐6 2008 $3,063 12

R125‐040

SURFACE ROSS ST. 470 605 ‐6 2008 $12,150 12

R139‐030


‐ 59 ‐




Renewal Cost ($)

Useful Life

R127‐030

SURFACE SCOTIA AVE. 700 800 ‐6 2008 $5,750 12

R011‐090


R011‐140


R011‐190


R017‐580


R017‐130


R261‐010

SURFACE STEVENSON CL. 0 150 ‐6 2008 $6,000 12

R133‐030

SURFACE TALLYS LN. 375 600 ‐6 2008 $3,375 12

Subtotal $1,432,938

R187‐0460


R187‐0530


R187‐0730


R187‐0780


R187‐0100


R187‐1370


R187‐1420


R187‐0200


R040‐410


R040‐460


R040‐530


R040‐580


R040‐630


R040‐680


R085‐010

SURFACE ARMSTRONG PL. 0 75 ‐5 2009 $2,438 12

R161‐010

SURFACE AVOCA ST. 0 100 ‐5 2009 $2,250 12

R004‐380


‐ 60 ‐




Renewal Cost ($)

Useful Life

R004‐430


R004‐500


R004‐550


R004‐770


R090‐010

SURFACE BOUNTY ST. 0 75 ‐5 2009 $18,750 12

R224‐010


R224‐250


R224‐300


R224‐370


R224‐420


R224‐470


R224‐060


R224‐200


R045‐270


R045‐320


R045‐370


R045‐050


R045‐420


R045‐100


R045‐190


R002‐060


R148‐010

SURFACE CLOVER LN. 0 200 ‐5 2009 $5,500 12

R094‐010

SURFACE CUNYNGHAME ST. 0 150 ‐5 2009 $12,750 12

R096‐040

SURFACE DART ST. 600 825 ‐5 2009 $19,125 12

R015‐210


R015‐260


‐ 61 ‐




Renewal Cost ($)

Useful Life

R015‐310


R015‐360


R015‐410


R015‐070


R015‐120


R100‐010

SURFACE DULCE DR 0 150 ‐5 2009 $6,000 12

R104‐010


R105‐010

SURFACE GLYNDWR AVE. 0 375 ‐5 2009 $22,500 12

R188‐240


R111‐010

SURFACE HUNTER ST. 0 75 ‐5 2009 $6,750 12

R239‐030

SURFACE ISABELLA ST. 275 350 ‐5 2009 $1,500 12

R113‐010

SURFACE KELLY PL. 0 75 ‐5 2009 $2,438 12

R179‐010

SURFACE LEE LN. 0 100 ‐5 2009 $1,750 12

R235‐040

SURFACE LLOYD ST. 425 575 ‐5 2009 $3,750 12

R023‐250


R023‐300


R023‐350


R023‐060


R023‐150


R023‐200


R256‐010

SURFACE MAHER DR. 0 100 ‐5 2009 $33,750 12

R027‐060


R168‐020

SURFACE MOUNT NORWAY RD. 500 1225 ‐5 2009 $18,125 12

R248‐230


R248‐060


R248‐130


‐ 62 ‐




Renewal Cost ($)

Useful Life

R248‐180


R001‐050


R117‐100

SURFACE NORTH ST. 1380 1430 ‐5 2009 $2,500 12

R117‐050

SURFACE NORTH ST. 705 840 ‐5 2009 $10,463 12

R008‐010

SURFACE OBERON ST. (O'CONNELL RD.)

0 135 ‐5 2009 $6,750 12

R005‐220


R005‐120


R005‐170


R144‐010

SURFACE PARKES ST. 0 150 ‐5 2009 $9,000 12

R123‐020


R054‐020

SURFACE REEF RD. 500 1000 ‐5 2009 $12,500 12

R125‐050

SURFACE ROSS ST. 605 740 ‐5 2009 $12,825 12

R139‐040


R011‐100


R011‐150


R011‐200


R017‐540


R017‐590


R129‐010

SURFACE SIRIUS ST. 0 200 ‐5 2009 $55,000 12

R133‐040

SURFACE TALLYS LN. 600 825 ‐5 2009 $3,375 12

R142‐010

SURFACE WILSON DR. 0 500 ‐5 2009 $15,000 12

Subtotal $1,384,088

R187‐0210


R187‐0470


R187‐0690


R187‐0740


‐ 63 ‐




Renewal Cost ($)

Useful Life

R187‐0790


R187‐0110


R187‐1380


R040‐420


R040‐470


R040‐540


R040‐590


R040‐640


R161‐020

SURFACE AVOCA ST. 100 250 ‐4 2010 $3,375 12

R086‐010

SURFACE BALFOUR ST. 0 280 ‐4 2010 $16,800 12

R004‐390


R004‐440


R004‐510


R004‐560


R224‐210


R224‐260


R224‐310


R224‐380


R224‐430


R224‐480


R224‐070


R224‐020


R045‐010


R045‐230


R045‐280


R045‐330


‐ 64 ‐




Renewal Cost ($)

Useful Life

R045‐380


R045‐430


R045‐060


R045‐150


R002‐070


R092‐010


R146‐010

SURFACE COLE CR. 0 75 ‐4 2010 $2,063 12

R094‐020

SURFACE CUNYNGHAME ST. 150 375 ‐4 2010 $19,125 12

R096‐060

SURFACE DART ST. 1050 1200 ‐4 2010 $5,250 12

R015‐220


R015‐270


R015‐320


R015‐370


R015‐080


R015‐130


R100‐030

SURFACE DULCE DR 200 250 ‐4 2010 $3,000 12

R104‐020


R107‐010

SURFACE HAWKES DR. 0 375 ‐4 2010 $15,000 12

R188‐250


R112‐010


R114‐010

SURFACE KING ST. 0 75 ‐4 2010 $6,375 12

R235‐050

SURFACE LLOYD ST. 575 825 ‐4 2010 $6,250 12

R023‐210


R023‐260


R023‐310


R023‐360


‐ 65 ‐




Renewal Cost ($)

Useful Life

R023‐070


R023‐160


R256‐020

SURFACE MAHER DR. 100 200 ‐4 2010 $27,500 12

R027‐070


R240‐010

SURFACE MINE ST. 0 125 ‐4 2010 $5,000 12

R248‐240


R248‐070


R248‐140


R248‐190


R001‐010

SURFACE MUTTON FALLS RD. ‐4 2010 $15,000 12

R001‐060


R117‐060

SURFACE NORTH ST. 840 975 ‐4 2010 $12,150 12

R118‐010

SURFACE NURSE FOX CL. 0 40 ‐4 2010 $1,600 12

R008‐020

SURFACE OBERON ST. (O'CONNELL RD.)

135 270 ‐4 2010 $6,750 12

R005‐230


R005‐080


R005‐130


R005‐180


R123‐030


R054‐030

SURFACE REEF RD. 1000 1500 ‐4 2010 $12,500 12

R153‐040

SURFACE RESERVE AVE. 1000 1200 ‐4 2010 $4,500 12

R125‐060

SURFACE ROSS ST. 740 875 ‐4 2010 $11,475 12

R139‐050


R011‐210


R011‐110


R011‐160


‐ 66 ‐




Renewal Cost ($)

Useful Life

R128‐010

SURFACE SHAKESPEARE CL. 0 400 ‐4 2010 $12,000 12

R017‐030


R017‐550


R017‐600


R169‐010

SURFACE SPRING VALLEY RD. 0 400 ‐4 2010 $8,000 12

R131‐010

SURFACE SPRINGFIELD ST. 0 75 ‐4 2010 $4,313 12

R135‐010

SURFACE TARANA RD. 0 225 ‐4 2010 $13,500 12

R180‐010

SURFACE WATER PLANT LN. 0 225 ‐4 2010 $3,938 12

R142‐020

SURFACE WILSON DR. 500 1000 ‐4 2010 $15,000 12

Subtotal $1,313,988

R187‐0220


R187‐0500


R187‐0700


R187‐0750


R187‐0800


R187‐0120


R187‐1390


R084‐010


R040‐430


R040‐480


R040‐550


R040‐600


R040‐650


R086‐020

SURFACE BALFOUR ST. 280 560 ‐3 2011 $16,800 12

R004‐350


R004‐400


‐ 67 ‐




Renewal Cost ($)

Useful Life

R004‐450


R004‐520


R004‐680


R224‐030


R224‐220


R224‐270


R224‐320


R224‐390


R224‐440


R224‐490


R224‐080


R045‐240


R045‐290


R045‐340


R045‐390


R045‐440


R045‐070


R045‐020


R045‐160


R092‐020


R096‐010

SURFACE DART ST. 0 150 ‐3 2011 $12,750 12

R097‐030

SURFACE DILLON ST. (EAST) 0 150 ‐3 2011 $5,625 12

R015‐230


R015‐280


R015‐330


R015‐380


‐ 68 ‐




Renewal Cost ($)

Useful Life

R015‐090


R015‐180


R158‐010

SURFACE DUCKMALOI RD. 0 325 ‐3 2011 $3,250 12

R100‐040

SURFACE DULCE DR 250 300 ‐3 2011 $3,000 12

R103‐010

SURFACE FAIRFAX ST. 0 135 ‐3 2011 $8,100 12

R162‐010

SURFACE FAWCETT RD. 0 300 ‐3 2011 $9,000 12

R104‐030


R205‐010

SURFACE FOREST ST. 0 125 ‐3 2011 $2,188 12

R257‐010

SURFACE HAWKEN ST. 0 125 ‐3 2011 $53,125 12

R188‐010


R108‐010

SURFACE HERBORN ST. 0 50 ‐3 2011 $1,000 12

R112‐020


R023‐010


R023‐220


R023‐270


R023‐320


R023‐370


R023‐080


R023‐170


R116‐010

SURFACE LUCHETTI PL. 0 75 ‐3 2011 $2,625 12

R143‐010

SURFACE MARKS CR. 0 500 ‐3 2011 $15,000 12

R027‐080


R248‐010


R248‐250


R248‐100


R248‐150


‐ 69 ‐




Renewal Cost ($)

Useful Life

R248‐200


R001‐070


R001‐020


R117‐070

SURFACE NORTH ST. 975 1110 ‐3 2011 $10,800 12

R005‐090


R005‐140


R005‐190


R204‐010


0 325 ‐3 2011 $6,500 12

R121‐010

SURFACE PRINCE ST. 0 100 ‐3 2011 $1,500 12

R124‐020

SURFACE RAMSGATE LN. 150 375 ‐3 2011 $3,375 12

R125‐090

SURFACE ROSS ST. 1145 1195 ‐3 2011 $1,250 12

R139‐010


R011‐310


R011‐070


R011‐120


R011‐170


R017‐040


R017‐560


R131‐020

SURFACE SPRINGFIELD ST. 75 275 ‐3 2011 $10,500 12

R136‐020

SURFACE TASMAN ST. 225 425 ‐3 2011 $13,000 12

R237‐010

SURFACE TUENA ST. 0 100 ‐3 2011 $2,250 12

R140‐010

SURFACE VULCAN ST. 0 100 ‐3 2011 $1,500 12

R154‐010

SURFACE WHITELEY RD. 0 500 ‐3 2011 $15,000 12

Subtotal $1,403,925

R017‐530


Subtotal $18,750

‐ 70 ‐




Renewal Cost ($)

Useful Life

R187‐0620


R187‐0630


R187‐0640


R004‐570


R004‐580


R004‐590


R096‐050

SURFACE DART ST. 825 1050 ‐1 2013 $19,125 12

R191‐060

SURFACE EDITH RD. 2500 3000 ‐1 2013 $17,500 12

R191‐070

SURFACE EDITH RD. 3000 3500 ‐1 2013 $17,500 12

R191‐080

SURFACE EDITH RD. 3500 4000 ‐1 2013 $15,000 12

R191‐090

SURFACE EDITH RD. 4000 4500 ‐1 2013 $20,000 12

R023‐040


R023‐050


R001‐090


R001‐100


R001‐110


R005‐050


R005‐060


R005‐070


R127‐010


R127‐020


Subtotal $341,875

B036 BRIDGE THE COMMON BRIDGE 0 2014 $98,265 24.31232877

R187‐0780

PAVEMENT ABERCROMBIE RD. 38500 39000 0 2014 $191,250 25

R191‐110

PAVEMENT EDITH RD. 5000 5500 0 2014 $168,750 25

R187‐ SURFACE ABERCROMBIE RD. 32000 32500 0 2014 $17,500 12

‐ 71 ‐




Renewal Cost ($)

Useful Life

0650

R187‐0660

SURFACE ABERCROMBIE RD. 32500 33000 0 2014 $17,500 12

R187‐0670


R187‐0680


R004‐470

SURFACE BEACONSFIELD RD. 23000 23500 0 2014 $16,250 12

R099‐010

SURFACE DUDLEY ST. 0 100 0 2014 $3,000 12

R101‐010

SURFACE EARL ST. 0 135 0 2014 $4,050 12

R101‐020

SURFACE EARL ST. 135 270 0 2014 $6,750 12

R191‐100

SURFACE EDITH RD. 4500 5000 0 2014 $17,500 12

R191‐110

SURFACE EDITH RD. 5000 5500 0 2014 $16,250 12

R191‐120

SURFACE EDITH RD. 5500 6000 0 2014 $17,500 12

R191‐130

SURFACE EDITH RD. 6000 6500 0 2014 $27,500 12

R001‐120

SURFACE MUTTON FALLS RD. 5500 6000 0 2014 $15,000 12

R001‐130


R001‐140


R125‐080

SURFACE ROSS ST. 1010 1145 0 2014 $11,475 12

R125‐070

SURFACE ROSS ST. 875 1010 0 2014 $11,475 12

Subtotal $705,015

R187‐0760


R187‐0860


R187‐0010


R187‐0330


R187‐0450


R187‐0830


R187‐0020


R004‐010


‐ 72 ‐




Renewal Cost ($)

Useful Life

R004‐460


R004‐020


R045‐110

SURFACE CAMPBELLS RIVER RD. 5000 5500 1 2015 $17,500 12

R045‐120


R045‐130


R045‐140


R097‐010

SURFACE DILLON ST. (WEST) 0 150 1 2015 $9,750 12

R097‐020

SURFACE DILLON ST. (WEST) 150 375 1 2015 $7,875 12

R101‐030

SURFACE EARL ST. 270 405 1 2015 $4,050 12

R191‐270

SURFACE EDITH RD. 13000 13500 1 2015 $16,250 12

R191‐280

SURFACE EDITH RD. 13500 14000 1 2015 $17,500 12

R191‐150

SURFACE EDITH RD. 7000 7500 1 2015 $22,500 12

R103‐020

SURFACE FAIRFAX ST. 135 270 1 2015 $3,375 12

R013‐080

SURFACE FOLEYS CREEK RD. 3500 4000 1 2015 $12,500 12

R013‐090


R110‐010

SURFACE HUME ST. 0 200 1 2015 $5,000 12

R030‐010

SURFACE JUNCTION RD. 0 500 1 2015 $12,500 12

R030‐020


R018‐170

SURFACE MOZART RD. 8000 8500 1 2015 $15,000 12

R018‐180

SURFACE MOZART RD. 8500 9200 1 2015 $21,000 12

R001‐150


R001‐160


R001‐170


R001‐180


R117‐010

SURFACE NORTH ST. 0 300 1 2015 $16,500 12

R117‐020

SURFACE NORTH ST. 300 435 1 2015 $14,175 12

‐ 73 ‐




Renewal Cost ($)

Useful Life

R122‐070

SURFACE QUEEN ST. 1500 1600 1 2015 $2,750 12

R122‐050

SURFACE QUEEN ST. 825 1050 1 2015 $7,313 12

R124‐010

SURFACE RAMSGATE LN. 0 150 1 2015 $2,250 12

R126‐010

SURFACE RUPERT ST. 0 125 1 2015 $6,875 12

R016‐010

SURFACE SLOGGETTS RD. 0 500 1 2015 $15,000 12

R016‐030


R016‐020


R178‐010

SURFACE TOOHILLS LN. 0 150 1 2015 $2,625 12

R178‐020

SURFACE TOOHILLS LN. 150 375 1 2015 $3,938 12

Subtotal $1,038,725

R187‐0330


R187‐0850


R187‐0480


R187‐0490


R187‐0840


R187‐0850


R187‐0860


R187‐0870


R187‐0880


R187‐0890


R187‐0900


R187‐0910


R187‐0920


R187‐0930


R187‐0940


R187‐0950


‐ 74 ‐




Renewal Cost ($)

Useful Life

R187‐0960


R187‐0970


R187‐0980


R187‐0990


R187‐1000


R187‐1010


R187‐1020


R187‐1030


R187‐1040


R187‐1050


R187‐1060


R187‐1070


R187‐1080


R187‐1090


R191‐030

SURFACE EDITH RD. 1000 1500 2 2016 $16,250 12

R191‐210

SURFACE EDITH RD. 10000 10500 2 2016 $16,250 12

R191‐220

SURFACE EDITH RD. 10500 11000 2 2016 $16,250 12

R191‐040

SURFACE EDITH RD. 1500 2000 2 2016 $18,750 12

R191‐140

SURFACE EDITH RD. 6500 7000 2 2016 $20,000 12

R191‐160

SURFACE EDITH RD. 7500 8000 2 2016 $20,000 12

R191‐180

SURFACE EDITH RD. 8500 9000 2 2016 $16,250 12

R191‐190

SURFACE EDITH RD. 9000 9500 2 2016 $16,250 12

R191‐200

SURFACE EDITH RD. 9500 10000 2 2016 $17,500 12

R188‐080

SURFACE HAZELGROVE RD. 3500 4000 2 2016 $16,250 12

R143‐020

SURFACE MARKS CR. 500 1175 2 2016 $20,250 12

R017‐140

SURFACE SHOOTERS HILL RD. 6500 7000 2 2016 $22,500 12

‐ 75 ‐




Renewal Cost ($)

Useful Life

R017‐150


R017‐160


R017‐170


R017‐180


R022‐010

SURFACE TITANIA RD. 0 500 2 2016 $22,500 12

R022‐030


R022‐040


R022‐050


R022‐020


R171‐010

SURFACE WHITELEY LN. 0 125 2 2016 $2,500 12

R142‐030

SURFACE WILSON DR. 1000 1350 2 2016 $10,500 12

Subtotal $1,547,250

R187‐0830


R187‐0200


R187‐0030


R187‐0250


R187‐0260


R187‐0270


R187‐0280


R187‐0290


R187‐0040


R187‐1100


R187‐1110


R187‐1120


R187‐1130


R187‐1140


‐ 76 ‐




Renewal Cost ($)

Useful Life

R187‐1150


R187‐1160


R187‐1170


R187‐1180


R084‐040

SURFACE ALBION ST. 1500 1625 3 2017 $11,250 12

R084‐050


R084‐060


R084‐070


R084‐080


R084‐090


R084‐100


R004‐030


R004‐040


R004‐050


R004‐060


R004‐070


R004‐080


R004‐090


R004‐100


R028‐070

SURFACE BLACK BULLOCK RD. 3000 3500 3 2017 $15,000 12

R028‐080

SURFACE BLACK BULLOCK RD. 3500 4100 3 2017 $18,000 12

R009‐010

SURFACE BLOOM HILL RD. 0 500 3 2017 $15,000 12

R009‐030


R009‐040


R009‐050


R009‐060


‐ 77 ‐




Renewal Cost ($)

Useful Life

R009‐070


R009‐080


R009‐020


R217‐010

SURFACE CANTWELL LN. 0 175 3 2017 $3,063 12

R002‐280

SURFACE CARLWOOD RD. 13500 14000 3 2017 $15,000 12

R002‐290


R002‐300


R002‐310


R074‐010

SURFACE CLAYTONS LN. 0 500 3 2017 $7,500 12

R015‐140

SURFACE DOG ROCKS RD. 6500 7000 3 2017 $20,000 12

R015‐150


R015‐160


R015‐170


R233‐010

SURFACE EDGAR HANRAHAN DR. 0 250 3 2017 $6,250 12

R233‐020


R233‐030


R191‐290

SURFACE EDITH RD. 14000 14500 3 2017 $16,250 12

R191‐300

SURFACE EDITH RD. 14500 15000 3 2017 $20,000 12

R191‐310

SURFACE EDITH RD. 15000 15500 3 2017 $17,500 12

R191‐320

SURFACE EDITH RD. 15500 16000 3 2017 $17,500 12

R191‐330

SURFACE EDITH RD. 16000 16500 3 2017 $17,500 12

R191‐340

SURFACE EDITH RD. 16500 17000 3 2017 $17,500 12

R191‐350

SURFACE EDITH RD. 17000 17500 3 2017 $17,500 12

R191‐360

SURFACE EDITH RD. 17500 18000 3 2017 $17,500 12

R191‐370

SURFACE EDITH RD. 18000 18500 3 2017 $17,500 12

R191‐380

SURFACE EDITH RD. 18500 19000 3 2017 $17,500 12

‐ 78 ‐




Renewal Cost ($)

Useful Life

R191‐390

SURFACE EDITH RD. 19000 19500 3 2017 $17,500 12

R191‐400

SURFACE EDITH RD. 19500 20000 3 2017 $17,500 12

R013‐040


R013‐050


R013‐060


R013‐070


R021‐050

SURFACE GINGKIN RD. 2000 2500 3 2017 $15,000 12

R021‐060


R021‐070


R021‐080


R021‐090


R188‐110


R188‐120


R188‐130


R188‐140


R188‐150


R174‐010

SURFACE MCARTHURS LN. 0 175 3 2017 $3,063 12

R248‐080

SURFACE MT. DAVID RD. 3500 4000 3 2017 $13,750 12

R248‐090


R001‐260


R001‐270


R001‐280


R001‐290


R001‐300


R001‐190


R001‐200


‐ 79 ‐




Renewal Cost ($)

Useful Life

R007‐010

SURFACE PURDONS LN. 0 500 3 2017 $12,500 12

R153‐010

SURFACE RESERVE AVE. 0 500 3 2017 $11,250 12

R153‐020

SURFACE RESERVE AVE. 500 900 3 2017 $9,000 12

R247‐010

SURFACE ROBSON RD. 0 275 3 2017 $4,125 12

R247‐020

SURFACE ROBSON RD. 275 400 3 2017 $1,875 12

R125‐030

SURFACE ROSS ST. 335 470 3 2017 $13,500 12

R011‐010

SURFACE SEWELLS CREEK RD. 0 500 3 2017 $16,250 12

R011‐030


R011‐040


R011‐050


R011‐060


R011‐020


R134‐010

SURFACE TARANA CR. 0 175 3 2017 $10,938 12

R134‐020

SURFACE TARANA CR. 175 350 3 2017 $9,188 12

R173‐020

SURFACE WHITTAKERS LN. 225 450 3 2017 $3,938 12

R173‐030


Subtotal $2,223,625

R187‐0820


R187‐0130


R040‐740

PAVEMENT ARKSTONE RD. 36500 37000 4 2018 $105,000 35

R191‐120


R187‐0170


R187‐0180


R083‐010

SURFACE ALBERT ST. 0 100 4 2018 $5,500 12

R083‐020


R083‐030


‐ 80 ‐




Renewal Cost ($)

Useful Life

R182‐010

SURFACE ARTERY LN. 0 75 4 2018 $1,313 12

R004‐120


R088‐010

SURFACE BLENHEIM AVE. 0 550 4 2018 $24,750 12

R091‐010

SURFACE BUCKLEY CR. 0 525 4 2018 $21,000 12

R052‐010

SURFACE BUTTERFACTORY LN. 0 500 4 2018 $21,250 12

R045‐210


R045‐220


R045‐200


R093‐020

SURFACE COOK ST. 125 200 4 2018 $3,750 12

R191‐170

SURFACE EDITH RD. 8000 8500 4 2018 $17,500 12

R102‐010

SURFACE ENDEAVOUR ST. 0 75 4 2018 $22,500 12

R013‐010


R013‐030


R013‐020


R021‐100


R021‐110


R021‐120


R258‐010

SURFACE HARGRAVES QUARRY RD. 0 500 4 2018 $15,000 12

R258‐020

SURFACE HARGRAVES QUARRY RD. 500 800 4 2018 $9,000 12

R188‐160


R188‐170


R188‐180


R188‐190


R220‐010

SURFACE HOLLIS LN. 0 75 4 2018 $1,313 12

R115‐010

SURFACE LINKS CL. 0 125 4 2018 $4,688 12

R159‐010

SURFACE LUNEY PL. 0 275 4 2018 $4,813 12

‐ 81 ‐




Renewal Cost ($)

Useful Life

R120‐010

SURFACE PINE ST. 0 135 4 2018 $4,050 12

R017‐210


R017‐220


R017‐230


R017‐640


R017‐650


R017‐660


R017‐670


R017‐190


R017‐200


R022‐060


R022‐070


R022‐080


R022‐090


R173‐010


R173‐040


R149‐010

SURFACE ZITA RD. 0 200 4 2018 $3,500 12

Subtotal $1,467,925

R187‐0770


R004‐120

PAVEMENT BEACONSFIELD RD. 5500 6000 5 2019 $98,000 35

R187‐0540


R187‐0550


R187‐1240


R187‐1250


R187‐1260


R187‐1270


‐ 82 ‐




Renewal Cost ($)

Useful Life

R187‐1280


R187‐1290


R187‐1300


R187‐1310


R187‐1320


R187‐1330


R187‐1340


R187‐1350


R187‐1360


R040‐510

SURFACE ARKSTONE RD. 25000 25500 5 2019 $13,750 12

R040‐520


R040‐690


R040‐700


R040‐710


R004‐700


R004‐710


R004‐720


R004‐730


R089‐020

SURFACE BLIGH ST. 375 625 5 2019 $5,625 12

R089‐030

SURFACE BLIGH ST. 625 825 5 2019 $10,500 12

R224‐090

SURFACE BURRAGA RD. 4000 4500 5 2019 $18,750 12

R224‐100


R224‐110


R224‐120


R224‐130


R218‐010

SURFACE CAMPBELLS LN. 0 150 5 2019 $2,625 12

‐ 83 ‐




Renewal Cost ($)

Useful Life

R045‐460


R015‐030


R015‐040


R015‐020


R191‐240

SURFACE EDITH RD. 11500 12000 5 2019 $15,000 12

R191‐250

SURFACE EDITH RD. 12000 12500 5 2019 $16,250 12

R191‐260

SURFACE EDITH RD. 12500 13000 5 2019 $20,000 12

R188‐210


R188‐090


R188‐100


R188‐200


R037‐010

SURFACE MT. WERONG RD. 0 500 5 2019 $22,500 12

R037‐030


R037‐040


R037‐050


R037‐060


R037‐070


R037‐080


R037‐090


R037‐020


R080‐010

SURFACE OBERON ST. (DUCKMALOI RD.)

0 230 5 2019 $11,500 12

R017‐610


R017‐620


R017‐630


Subtotal $1,362,750

B014 BRIDGE BALD RIDGE RD. BRIDGE 6 2020 $185,581 69.53972603

‐ 84 ‐




Renewal Cost ($)

Useful Life

B025 BRIDGE SNAKES VALLEY BRIDGE 6 2020 $287,651 64.5369863

R187‐0560


R045‐460

PAVEMENT CAMPBELLS RIVER RD. 22500 22800 6 2020 $75,600 35

R015‐050

PAVEMENT DOG ROCKS RD. 2000 2500 6 2020 $112,000 35

R187‐0410


R187‐0420


R187‐0430


R187‐0440


R187‐1190


R187‐1200


R187‐1210


R187‐1220


R187‐1230


R187‐0140


R187‐0150


R187‐0160


R224‐340


R224‐350


R191‐010

SURFACE EDITH RD. 0 500 6 2020 $16,250 12

R191‐430

SURFACE EDITH RD. 21000 21500 6 2020 $17,500 12

R191‐440

SURFACE EDITH RD. 21500 22000 6 2020 $17,250 12

R191‐450

SURFACE EDITH RD. 22000 22500 6 2020 $17,500 12

R191‐460

SURFACE EDITH RD. 22500 23000 6 2020 $16,250 12

R191‐020

SURFACE EDITH RD. 500 1000 6 2020 $16,250 12

R176‐010

SURFACE HOWARDS LN. 0 125 6 2020 $2,188 12

R176‐020

SURFACE HOWARDS LN. 125 375 6 2020 $4,375 12

R012‐ SURFACE MAYFIELD RD. 10000 10500 6 2020 $20,000 12

‐ 85 ‐




Renewal Cost ($)

Useful Life

210

R012‐220

SURFACE MAYFIELD RD. 10500 11100 6 2020 $24,000 12

R012‐190


R012‐200


R027‐010

SURFACE MEADOWS RD. 0 500 6 2020 $12,500 12

R027‐030


R027‐020


R248‐040


R248‐050


R017‐240


R017‐250


R017‐260


R017‐270


R017‐280


R017‐290


R017‐300


R017‐310


R017‐320


R017‐330


R017‐090


R017‐100


R017‐110


R130‐010

SURFACE SPICER PL. 0 50 6 2020 $1,750 12

R175‐010

SURFACE WALKER LN. 0 125 6 2020 $2,188 12

R165‐010

SURFACE WARRINA AVE. 0 125 6 2020 $2,813 12

Subtotal $1,732,894

‐ 86 ‐




Renewal Cost ($)

Useful Life

R187‐0340


R187‐0380


R187‐0390


R187‐0400


R187‐0050


R187‐0060


R187‐0560


R187‐0570


R187‐0580


R187‐0590


R187‐0600


R187‐0070


R187‐0610


R040‐720


R040‐730


R040‐740


R004‐640


R004‐650


R004‐660


R004‐670


R015‐010


R191‐230

SURFACE EDITH RD. 11000 11500 7 2021 $17,500 12

R191‐410

SURFACE EDITH RD. 20000 20500 7 2021 $17,500 12

R191‐420

SURFACE EDITH RD. 20500 21000 7 2021 $16,250 12

R021‐130


R021‐140


‐ 87 ‐




Renewal Cost ($)

Useful Life

R067‐010

SURFACE HARVEYS RD. 0 500 7 2021 $15,000 12

R067‐020

SURFACE HARVEYS RD. 500 900 7 2021 $12,000 12

R188‐220


R188‐230


R181‐010

SURFACE HILLS LN. 0 100 7 2021 $1,750 12

R249‐010

SURFACE HOLDSHIP RD. 0 175 7 2021 $3,500 12

R249‐020

SURFACE HOLDSHIP RD. 175 225 7 2021 $1,000 12

R235‐010

SURFACE LLOYD ST. 0 150 7 2021 $3,750 12

R235‐020

SURFACE LLOYD ST. 150 275 7 2021 $3,125 12

R012‐110


R012‐120


R012‐130


R012‐140


R012‐150


R012‐160


R012‐170


R012‐180


R027‐040


R027‐050


R037‐100


R037‐110


R122‐030

SURFACE QUEEN ST. 375 600 7 2021 $18,000 12

R122‐040

SURFACE QUEEN ST. 600 825 7 2021 $14,063 12

R017‐080


R133‐010

SURFACE TALLYS LN. 0 150 7 2021 $2,250 12

R133‐020

SURFACE TALLYS LN. 150 375 7 2021 $3,375 12

‐ 88 ‐




Renewal Cost ($)

Useful Life

R135‐020

SURFACE TARANA RD. 225 550 7 2021 $19,500 12

Subtotal $1,026,063

R187‐0120


R191‐030


R004‐600


R004‐610


R004‐620


R004‐630


R224‐140


R224‐150


R224‐160


R224‐170


R002‐270


R099‐030

SURFACE DUDLEY ST. 300 435 8 2022 $9,450 12

R259‐030

SURFACE FERNDALE RD. 1000 1500 8 2022 $12,500 12

R259‐040


R259‐050


R259‐060


R021‐150


R021‐160


R030‐030


R030‐040


R012‐010


R012‐020


R037‐120


R037‐130


‐ 89 ‐




Renewal Cost ($)

Useful Life

R037‐140


R037‐150


R037‐160


R001‐210


R001‐220


R001‐230


R001‐240


R001‐250


R080‐050


1150 1275 8 2022 $3,125 12

R080‐020


230 460 8 2022 $11,500 12

R080‐030


460 690 8 2022 $5,750 12

R080‐040


690 1150 8 2022 $11,500 12

R007‐030


R007‐040


R007‐020


R122‐010

SURFACE QUEEN ST. 0 150 8 2022 $13,125 12

R122‐020

SURFACE QUEEN ST. 150 375 8 2022 $21,375 12

R017‐340


R017‐350


R017‐360


R017‐370


R017‐380


R017‐390


R017‐400


R017‐050


R017‐410


‐ 90 ‐




Renewal Cost ($)

Useful Life

R017‐420


R017‐430


R017‐440


R017‐450


R017‐460


R017‐470


R017‐060


R017‐070


R136‐010

SURFACE TASMAN ST. 0 225 8 2022 $7,875 12

Subtotal $1,398,700

R187‐1390


R022‐020

PAVEMENT TITANIA RD. 500 1000 9 2023 $247,500 25

R187‐0300


R187‐0310


R187‐0320


R187‐0340


R187‐0350


R187‐0360


R187‐0370


Subtotal $628,750

Program Total $20,662,172

‐ 91 ‐


Appendix C Projected Upgrade/Exp/New 10 year Capital Works Program

To be developed

‐ 92 ‐


Appendix D Budgeted Expenditures Accommodated in LTFP

Projected Expenditure 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Capital Expenditure on Renewal/Replacement of existing asets

$8,235 $1,039 $1,547 $2,224 $1,468 $1,363 $1,733 $1,026 $1,399 $629

Capital Expenditure on Upgrade/New assets

$833 $833 $833 $833 $833 $833 $833 $833 $833 $833

Operational cost of existing assets

$126 $126 $126 $126 $126 $126 $126 $126 $126 $126

Maintenance cost of existing assets

$1,603 $1,603 $1,603 $1,603 $1,603 $1,603 $1,603 $1,603 $1,603 $1,603

Operational cost of New assets

$0 $1 $1 $2 $2 $3 $4 $4 $5 $5

Maintenance cost of New assets

$0 $13 $26 $39 $53 $66 $79 $92 $105 $118

Disposal of Surplus Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

All dollar values in ($'000)'s

‐ 93 ‐


Appendix E Abbreviations

AAAC Average annual asset consumption

AM Asset management

AM Plan Asset management plan

ARI Average recurrence interval

ASC Annual service cost

BOD Biochemical (biological) oxygen demand

CRC Current replacement cost

CWMS Community wastewater management systems

DA Depreciable amount

DRC Depreciated replacement cost

EF Earthworks/formation

IRMP Infrastructure risk management plan

LCC Life Cycle cost

LCE Life cycle expenditure

LTFP Long term financial plan

MMS Maintenance management system

PCI Pavement condition index

RV Residual value

SoA State of the Assets

SS Suspended solids

vph Vehicles per hour

WDCRD Written down current replacement cost

‐ 94 ‐


Appendix F Glossary

Annual service cost (ASC) 1) Reporting actual cost The annual (accrual) cost of providing a service

including operations, maintenance, depreciation, finance/opportunity and disposal costs less revenue.

2) For investment analysis and budgeting An estimate of the cost that would be tendered,

per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operations, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset A resource controlled by an entity as a result of past events and from which future economic benefits are expected to flow to the entity. Infrastructure assets are a sub‐class of property, plant and equipment which are non‐current assets with a life greater than 12 months and enable services to be provided.

Asset category Sub‐group of assets within a class hierarchy for financial reporting and management purposes.

Asset class A group of assets having a similar nature or function in the operations of an entity, and which, for purposes of disclosure, is shown as a single item without supplementary disclosure.

Asset condition assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset hierarchy A framework for segmenting an asset base into appropriate classifications. The asset hierarchy can be based on asset function or asset type or a combination of the two.

Asset management (AM) The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Asset renewal funding ratio The ratio of the net present value of asset renewal funding accommodated over a 10 year period in a long term financial plan relative to the net present value of projected capital renewal expenditures identified in an asset management plan for the same period [AIFMG Financial Sustainability Indicator No 8].

Average annual asset consumption (AAAC)* The amount of an organisation’s asset base consumed during a reporting period (generally a year). This may be calculated by dividing the depreciable amount by the useful life (or total future economic benefits/service potential) and totalled for each and every asset OR by dividing the carrying amount (depreciated replacement cost) by the remaining useful life (or remaining future economic benefits/service potential) and totalled for each and every asset in an asset category or class.

Borrowings A borrowing or loan is a contractual obligation of the borrowing entity to deliver cash or another financial asset to the lending entity over a specified period of time or at a specified point in time, to cover both the initial capital provided and the cost of the interest incurred for providing this capital. A borrowing or loan provides the means for the borrowing entity to finance outlays (typically physical assets) when it has insufficient funds of its own to do so, and for the lending entity to make a financial return, normally in the form of interest revenue, on the funding provided.

Capital expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital expenditure ‐ expansion Expenditure that extends the capacity of an existing asset to provide benefits, at the same standard as is currently enjoyed by existing beneficiaries, to a new group of users. It is

‐ 95 ‐


discretionary expenditure, which increases future operations and maintenance costs, because it increases the organisation’s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital expenditure ‐ new Expenditure which creates a new asset providing a new service/output that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operations and maintenance expenditure.

Capital expenditure ‐ renewal Expenditure on an existing asset or on replacing an existing asset, which returns the service capability of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub‐components of the asset being renewed. As it reinstates existing service potential, it generally has no impact on revenue, but may reduce future operations and maintenance expenditure if completed at the optimum time, eg. resurfacing or resheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval.

Capital expenditure ‐ upgrade Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operations and maintenance expenditure in the future because of the increase in the organisation’s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility.

Capital funding Funding to pay for capital expenditure.

Capital grants Monies received generally tied to the specific projects for which they are granted, which are

often upgrade and/or expansion or new investment proposals.

Capital investment expenditure See capital expenditure definition.

Capitalisation threshold The value of expenditure on non‐current assets above which the expenditure is recognised as capital expenditure and below which the expenditure is charged as an expense in the year of acquisition.

Carrying amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Class of assets See asset class definition

Component Specific parts of an asset having independent physical or functional identity and having specific attributes such as different life expectancy, maintenance regimes, risk or criticality.

Core asset management Asset management which relies primarily on the use of an asset register, maintenance management systems, job resource management, inventory control, condition assessment, simple risk assessment and defined levels of service, in order to establish alternative treatment options and long‐term cashflow predictions. Priorities are usually established on the basis of financial return gained by carrying out the work (rather than detailed risk analysis and optimised decision‐ making).

Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, including any costs necessary to place the asset into service. This includes one‐off design and project management costs.

Critical assets Assets for which the financial, business or service level consequences of failure are sufficiently severe to justify proactive inspection and

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rehabilitation. Critical assets have a lower threshold for action than noncritical assets.

Current replacement cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Deferred maintenance The shortfall in rehabilitation work undertaken relative to that required to maintain the service potential of an asset.

Depreciable amount The cost of an asset, or other amount substituted for its cost, less its residual value.

Depreciated replacement cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.

Depreciation / amortisation The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Economic life See useful life definition.

Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital outlays.

Expenses Decreases in economic benefits during the accounting period in the form of outflows or depletions of assets or increases in liabilities that result in decreases in equity, other than those relating to distributions to equity participants.

Fair value

The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.

Financing gap A financing gap exists whenever an entity has insufficient capacity to finance asset renewal and other expenditure necessary to be able to appropriately maintain the range and level of services its existing asset stock was originally designed and intended to deliver. The service capability of the existing asset stock should be determined assuming no additional operating revenue, productivity improvements, or net financial liabilities above levels currently planned or projected. A current financing gap means service levels have already or are currently falling. A projected financing gap if not addressed will result in a future diminution of existing service levels.

Heritage asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.

Infrastructure assets Physical assets that contribute to meeting the needs of organisations or the need for access to major economic and social facilities and services, eg. roads, drainage, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets. The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no separate market value.

Investment property Property held to earn rentals or for capital appreciation or both, rather than for: (a) use in the production or supply of goods or services

or for administrative purposes; or

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(b) sale in the ordinary course of business.

Key performance indicator A qualitative or quantitative measure of a service or activity used to compare actual performance against a standard or other target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction.

Level of service The defined service quality for a particular service/activity against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental impact, acceptability and cost.

Life Cycle Cost * 1. Total LCC The total cost of an asset throughout its

life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.

2. Average LCC The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises average operations, maintenance expenditure plus asset consumption expense, represented by depreciation expense projected over 10 years. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure The Life Cycle Expenditure (LCE) is the average operations, maintenance and capital renewal expenditure accommodated in the long term financial plan over 10 years. Life Cycle Expenditure may be compared to average Life Cycle Cost to give an initial indicator of affordability of projected service levels when considered with asset age profiles.

Loans / borrowings See borrowings.

Maintenance All actions necessary for retaining an asset as near as practicable to an appropriate service condition, including regular ongoing day‐to‐day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. It is operating expenditure required to ensure that the asset reaches its expected useful life.

• Planned maintenance Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

• Reactive maintenance Unplanned repair work that is carried out in response to service requests and management/ supervisory directions.

• Specific maintenance Maintenance work to repair components or replace sub‐components that needs to be identified as a specific maintenance item in the maintenance budget.

• Unplanned maintenance Corrective work required in the short‐term to restore an asset to working condition so it can continue to deliver the required service or to maintain its level of security and integrity.

Maintenance expenditure * Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

Materiality The notion of materiality guides the margin of error acceptable, the degree of precision required and the extent of the disclosure required when preparing general purpose financial reports. Information is material if its omission, misstatement or non‐disclosure has the potential, individually or collectively, to influence the economic decisions of users taken on the basis of the financial report or affect the discharge of accountability by the management or governing body of the entity.

Modern equivalent asset Assets that replicate what is in existence with the most cost‐effective asset performing the same level of service. It is the most cost efficient, currently available asset which will provide the same stream of services as the existing asset is capable of producing. It allows for technology

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changes and, improvements and efficiencies in production and installation techniques

Net present value (NPV) The value to the organisation of the cash flows associated with an asset, liability, activity or event calculated using a discount rate to reflect the time value of money. It is the net amount of discounted total cash inflows after deducting the value of the discounted total cash outflows arising from eg the continued use and subsequent disposal of the asset after deducting the value of the discounted total cash outflows.

Non‐revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the organisation, eg. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

Operations Regular activities to provide services such as public health, safety and amenity, eg street sweeping, grass mowing and street lighting.

Operating expenditure Recurrent expenditure, which is continuously required to provide a service. In common use the term typically includes, eg power, fuel, staff, plant equipment, on‐costs and overheads but excludes maintenance and depreciation. Maintenance and depreciation is on the other hand included in operating expenses.

Operating expense The gross outflow of economic benefits, being cash and non cash items, during the period arising in the course of ordinary activities of an entity when those outflows result in decreases in equity, other than decreases relating to distributions to equity participants.

Operating expenses Recurrent expenses continuously required to provide a service, including power, fuel, staff, plant equipment, maintenance, depreciation, on‐costs and overheads.

Operations, maintenance and renewal financing ratio Ratio of estimated budget to projected expenditure for operations, maintenance and

renewal of assets over a defined time (eg 5, 10 and 15 years).

Operations, maintenance and renewal gap Difference between budgeted expenditures in a long term financial plan (or estimated future budgets in absence of a long term financial plan) and projected expenditures for operations, maintenance and renewal of assets to achieve/maintain specified service levels, totalled over a defined time (e.g. 5, 10 and 15 years).

Pavement management system (PMS) A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.

PMS Score A measure of condition of a road segment determined from a Pavement Management System.

Rate of annual asset consumption * The ratio of annual asset consumption relative to the depreciable amount of the assets. It measures the amount of the consumable parts of assets that are consumed in a period (depreciation) expressed as a percentage of the depreciable amount.

Rate of annual asset renewal * The ratio of asset renewal and replacement expenditure relative to depreciable amount for a period. It measures whether assets are being replaced at the rate they are wearing out with capital renewal expenditure expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

Rate of annual asset upgrade/new * A measure of the rate at which assets are being upgraded and expanded per annum with capital upgrade/new expenditure expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).

Recoverable amount The higher of an asset's fair value, less costs to sell and its value in use.

Recurrent expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12

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months. Recurrent expenditure includes operations and maintenance expenditure.

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital renewal expenditure definition above.

Remaining useful life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining useful life is useful life.

Renewal See capital renewal expenditure definition above.

Residual value The estimated amount that an entity would currently obtain from disposal of the asset, after deducting the estimated costs of disposal, if the asset were already of the age and in the condition expected at the end of its useful life.

Revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, eg public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Section or segment A self‐contained part or piece of an infrastructure asset.

Service potential The total future service capacity of an asset. It is normally determined by reference to the operating capacity and economic life of an asset. A measure of service potential is used in the not‐for‐profit sector/public sector to value assets, particularly those not producing a cash flow.

Service potential remaining

A measure of the future economic benefits remaining in assets. It may be expressed in dollar values (Fair Value) or as a percentage of total anticipated future economic benefits. It is also a measure of the percentage of the asset’s potential to provide services that is still available for use in providing services (Depreciated Replacement Cost/Depreciable Amount).

Specific Maintenance Replacement of higher value components/sub‐components of assets that is undertaken on a regular cycle including repainting, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Strategic Longer‐Term Plan A plan covering the term of office of councillors (4 years minimum) reflecting the needs of the community for the foreseeable future. It brings together the detailed requirements in the Council’s longer‐term plans such as the asset management plan and the long‐term financial plan. The plan is prepared in consultation with the community and details where the Council is at that point in time, where it wants to go, how it is going to get there, mechanisms for monitoring the achievement of the outcomes and how the plan will be resourced.

Sub‐component Smaller individual parts that make up a component part.

Useful life Either: (a) the period over which an asset is expected to be

available for use by an entity, or (b) the number of production or similar units expected

to be obtained from the asset by the entity. It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the organisation.

Value in Use The present value of future cash flows expected to be derived from an asset or cash generating unit. It is deemed to be depreciated replacement cost (DRC) for those assets whose future

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economic benefits are not primarily dependent on the asset's ability to generate net cash inflows, where the entity would, if deprived of the asset, replace its remaining future economic benefits.

Source: IPWEA, 2009, AIFMG Glossary

Additional and modified glossary items shown *

DRAFT Delivery Program 2014/2015

1

DRAFT DELIVERY PROGRAM 2014/2015

CONTENTS page

VISION STATEMENT ..................................................................................................................................................... 2

VALUES STATEMENT ................................................................................................................................................... 2

FUTURE DIRECTIONS, STRATEGIC OUTCOMES AND ACTIONS ............................................................................ 3

EXAMPLE – Directions, Outcomes, Programs and Projects .......................................................................................... 4

FUTURE DIRECTION 1 – OUR COMMUNITY ............................................................................................................... 5

FUTURE DIRECTION 2 – BASIC SERVICES ................................................................................................................ 8

FUTURE DIRECTION 3 – ECONOMIC PROSPERITY ................................................................................................ 12

FUTURE DIRECTION 4 – RESPONSIVE AND CARING ............................................................................................. 14

FUTURE DIRECTION 5 - OPEN COMMUNICATION .................................................................................................. 17

FUTURE DIRECTION 6 - NATURAL ENVIRONMENT ................................................................................................ 20


2

VISION STATEMENT A prosperous town, villages and rural communities set amongst the rolling hills, rivers, forests, mountains and caves of the Great Divide. A breath of fresh air in a landscape of light, colour and seasonal beauty. Life as it should be! The town, villages and rural communities throughout the Shire thrive and prosper. Each area has it’s own identity and together make up ‘Oberon’; a place for all ages and aspirations; the place we call home. Our physical attributes define us. We are inspired by the natural landscape. Here the big rivers of the area have their beginnings; the rolling hills are rich and productive; the forests add to the wealth of our community both economically and culturally. We are home to the iconic Jenolan Caves and Kanangra Walls. People from all over the world come to visit. You can come up here to Oberon for a breath of fresh air in a clean and healthy environment. Four distinct seasons provide the backdrop for life and living here. Each offering its own colour range, temperatures, spoils of the land and calendar of events. Here in Oberon we enjoy. A pace of living that is both relaxed and invigorating; A welcome that is warm and genuine; Community life that is caring, full and active. Rural living in a beautiful landscape.

VALUES STATEMENT To guide our choice and behavior - As a community, in all we do, we will: We respect the past, the future and position of others. We take pride in community achievement. We work together in an open and co-operative manner The knowledge and wisdom of the past guides our present and future. We do for today with tomorrow in mind, aiming to leave a better place for those to come. We seek to understand the thoughts, ideas and ways of others so our own lives are enriched. We are proud of what our community achieves, the skill and creativity of our people. We take the initiative and don’t wait for someone else to do what we can do ourselves. Working together is the way we approach our challenges and opportunities. We seek to be open to new ideas and ways and to co-operate with each other.


3

FUTURE DIRECTIONS, STRATEGIC OUTCOMES AND ACTIONS There are six Future Directions with 36 Strategic Outcomes and 137 Actions in the Delivery Program to be addressed over the next four years.

6 FUTURE DIRECTIONS

Some changes to the placement of Strategic Outcomes and Actions

36

STRATEGIC OUTCOMES

137

ACTIONS

OUR COMMUNITY 6 31

BASIC SERVICES 8 37

ECONOMIC PROSPERITY 5 15

RESPONSIVE AND CARING 7 23

OPEN COMMUNICATION 5 22

NATURAL ENVIRONMENT 5 9

The tables on the following pages show the ACTIONS to help achieve the STRATEGIC OUTCOMES within each FUTURE DIRECTION. The “responsibility” area identifies the responsible staff member, or community group (see KEY/LEGEND below) for implementing these ACTIONS. The Delivery Program identifies the year in which it is planned to commence ACTIONS. Ongoing Programs are shown in each year whilst Projects are shown in the years they begin and end. If NO Action is planned an X is placed in that year and the area IS NOT colour coded. KEY/LEGEND X NO PLANNED ACTION IN NOMINATED YEAR GM GENERAL MANAGER CSC CUSTOMER SERVICES COORDINATOR EMT EXECUTIVE MANAGEMENT TEAM FCSD FINANCE and COMMUNITY SERVICES DIRECTOR OAC OBERON ARTS COUNCIL PDD PLANNING and DEVELOPMENT DIRECTOR OBA OBERON BUSINESS ASSOCIATION WED WORKS and ENGINEERING DIRECTOR OC OBERON COUNCIL EC EXECUTIVE COORDINATOR OPTA OBERON PLATEAU TOURISM ASSOCIATION HRC HUMAN RESOURCES COORDINATOR COM OBERON LGA COMMUNITY WH&SC WORK HEALTH and SAFETY COORDINATOR OVIC OBERON VISITOR INFORMATION CENTRE CENTROC CENTRAL WEST REGIONAL ORGANISATION OF COUNCILS


4

EXAMPLE – Directions, Outcomes, Programs and Projects Previous Years Budgets (NO COLOUR) 4 Year Delivery Program (IN COLOUR) Current Year Highlighted FUTURE DIRECTION 1 – OUR COMMUNITY

OPERATIONS BUDGET – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 851,013 878,137 876,724 897,788 925,414

Income 511,991 485,125 497,701 510,654 523,996

Result (339,021) (393,012) (379,023) (387,133) (401,417)

CAPITAL EXPENDITURE – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 495,500 898,195 474,401 495,868 440,104

STRATEGIC OUTCOMES 1.1 HEALTHY ACTIVE COMMUNITY MEMBERS

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role

Responsibility COMMENT

1.1.1 Develop a program to promote healthy lifestyle to decrease obesity (facilitate Lean Yoga programs)

X X Facilitator CSC

1.1.2 Provide access to the Community Centre for community groups

Provider CSC

PROJECT – 2012/13 to 2013/14 STRATEGIC OUTCOME ACTIONS ONGOING PROGRAM In the example above the Strategic Outcome is “Healthy Active Community Members” where Council is a Facilitator with the responsible Staff Member nominated as the CSC (Community Services Coordinator) for Actions 1.1.1 and 1.1.2 Action 1.1.1 is a Project which commenced in 2012/13, whilst Action 1.1.2 is an Ongoing Program.


5

FUTURE DIRECTION 1 – OUR COMMUNITY

OPERATIONS BUDGET – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 851,013 878,137 876,724 897,788 925,414

Income 511,991 485,125 497,701 510,654 523,996

Result (339,021) (393,012) (379,023) (387,133) (401,417)

CAPITAL EXPENDITURE – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 495,500 898,195 474,401 495,868 440,104

STRATEGIC OUTCOMES 1.1 HEALTHY ACTIVE COMMUNITY MEMBERS

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.1.1 Develop a program to promote healthy lifestyle to decrease obesity (facilitate Lean Yoga programs)

X X X Facilitator CSC Project did not commence in 2012/13 low impact fitness equipment grant in 2013/14

1.1.2 Provide access to the Community Centre for community groups

Provider CSC Booking system in place and Council policy provides for free use for non profit community groups

1.1.3 Organise and coordinate community events

Provider CSC Events budget provides for: Australia Day Community Christmas Celebrations - community group International Women’s Day (IWD) Youth Week Seniors Week / Seniors Expo Local Government Golf Day 150th Anniversary Celebrations – 2012/13 funding

1.1.4 Seek grant funding to provide appropriate programs

Facilitator CSC Grant funding applications submitted IWD & Burraga (include in Program 2014 onwards) Youth Week Seniors Week & Burraga (as above)

1.1.5 Support community health initiatives

Facilitator CSC F&CS Director now involved with this / health liaison

1.1.6 Organise RUN the Swim School Provider PDD Swim School held in 2012/13, 2013/14 1.1.7 Develop a program to increase level of volunteering

Provider or Facilitator

CSC CTC volunteers increased involvement in 2012/13 also active Community Transport volunteers


6

1.2 INTEGRATED WELL UTILISED AND APPROPRIATE FACILITIES FOR SPORTING, ARTS AND COMMUNITY ACTIVITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.2.1 Investigate the feasibility of covering the pool

X X Provider PDD for consideration 2013/14 – see CSP 2013

1.2.2 Seek grant funding to provide gym facilities at the Indoor Multi Purpose Sports Complex

X X X Facilitator CSC / WED Project did not commence in 2012/13 to actively seek grants in 2014/15

1.2.3 Own and maintain the Indoor Multi Purpose Sports Complex

Provider WED Operated by community group Council does some maintenance

1.2.4 Implement the Sports field maintenance program and lease to user groups

Provider WED maintenance of parks, gardens & sporting fields

1.2.5 Own and maintain the Community Centre

Provider CSC / FCSD operation & maintenance of Community Centre Capital expenditure for 2012/13

1.2.6 Implement the pool operations and maintenance program

Provider PDD operation and maintenance of complex

1.2.7 Assist the golf course with plant maintenance and irrigation water

Facilitator WED assistance provided during 2012/13, including water

1.2.8 Lease building facilities to the Leagues Club

Provider WED/GM funds also provided for insurance, depreciation

1.3 YOUNG PEOPLE PREPARED FOR AND INVOLVED IN COMMUNITY LIFE

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.3.1 Organise the Life Skills program for young people

X X Provider CSC FCSD

Project did not commence in 2012/13 to review actions on 2014/15

1.3.2 Seek grant funding for youth programs e.g. Science week, Youth week, Bike week (Encourage Men’s Shed to provide bicycle maintenance courses for young people)

Facilitator And Provider

CSC applications lodged for Youth Week. GM and CSC regularly attends Men’s Shed OYC now active

1.3.3 Seek funding to facilitate the extension of PCYC Services to Oberon

X X Facilitator CSC FCSD

Project did not commence in 2012/13 PCYC assisted with 2 Discos at the RSL in 2012/13 to review in 2014/15

1.3.4 Organise Youth Week Provider CSC again held in 2012/13 at the Common 1.3.5 Seek funding for a Traffic Educational Bike Centre for youth

X X X Facilitator CSC, WED Project did not commence in 2012/13 possible role for OYC


7

1.4 WELL MAINTAINED AND UTILISED PARKS AND PASSIVE RECREATION OPPORTUNITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.4.1 Implement the Parks, walkways and playgrounds maintenance program

Provider WED being done

1.4.2 Promote the use of walkways and cycle ways for recreation

Facilitator WED being done

1.4.3 Prepare a future development plan for The Common

X X X Provider WED not fully completed – liaising with OAC and the community seek community input in 2014/15 for MASTER PLAN

1.4.4 Encourage State Govt. Agencies to improve the maintenance and appearance of their parks and reserves

Advocate WED, GM being done in conjunction with OPTA and also with Blue Mountains Lithgow Oberon Tourism (BMLOT)

1.4.5 Implement footpath & cycle ways development & maintenance program

Provider WED being done, less successfully than planned

1.5 LAKE OBERON A RECREATIONAL ASSET – see also ACTION 3.5.7

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.5.1 Negotiate with State Water for increased recreational use and development of Lake Oberon


GM has been done, awaiting final approvals successful grant $70k for $120k Project

1.6 STRONG COMMUNITY PARTICIPATION IN ARTS & CULTURAL ACTIVITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.6.1 Seek grant funding to provide arts and cultural opportunities

Facilitator GM, CSC, EMT in conjunction with OAC

1.6.2 Provide a financial contribution to Arts OutWest

Facilitator GM, CSC annual funding paid, also liaison with OAC

1.6.3 Provide craft program opportunities through the Library & CC

Facilitator CSC being done with weekly craft activities also a task for Community Precinct Working Group

1.6.4 Use Council buildings and facilities to assist with art exhibitions

Facilitator Provider

GM, CSC being done, successful Waste 2 Art and Photographic Competition held in 2012/13

1.6.5 Conduct Photo competition Provider GM, CSC, EMT see above / IS THIS ECONOMIC PROSPERITY?

PERFORMANCE INDICATORS Attendance at community events Number of volunteers (young particularly) Usage of facilities – Indoor Sports Centre, Soccer Oval, Recreation Ground, Rugby League Grounds, Cunynghame Oval AND number of Sporting Teams Grant Funding Success, and number of Arts & Cultural Events Library usage, Community Centre usage


8

FUTURE DIRECTION 2 – BASIC SERVICES

OPERATIONAL BUDGET – BASIC SERVICES 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 8,309,833 8,519,253 8,914,804 9,079,474 9,260,844

Income 8,581,996 7,611,034 7,774,214 7,941,380 8,119,711

Result 272,163 (908,219) (1,140,590) (1,138,094) (1,141,133)

CAPITAL EXPENDITURE – BASIC SERVICES 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 4,622,864 5,417,256 3,933,979 3,716,101 3,670,733

STRATEGIC OUTCOMES

2.1 ONGOING AND SECURE WATER SUPPLY FOR DOMESTIC AND INDUSTRIAL USE

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.1.1 Provide potable water to Oberon residents, business and industry

Provider WED Potable Water Supply provided

2.1.2 Manage and maintain the water treatment plant

Provider WED Well managed facility

2.1.3 Maintain the water reticulation system

Provider WED Well maintained

2.1.4 Negotiate with State Water for a secure and reliable supply of raw water

Advocate WED in progress

2.1.5 Implement measures to manage the long term demand for water


WED being done, in progress – water demand management

2.1.6 Investigate and cost the use of carbon to mitigate the effects of algal bloom in water storages

X X X Provider WED No resources provided or are available internally. Algal blooms have not been a problem in 2012/13

2.2 EFFECTIVE COLLECTION AND TREATMENT OF SEWAGE

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.2.1 Provide sewage treatment at Oberon township


2.2.2 Maintain the sewerage reticulation system in Oberon township

WED being done

2.2.3 Approve the installation of onsite sewage treatment systems

Provider Regulator

PDD being done – some resourcing issues


9

2.2.4 Investigate uses for treated waste water

X Provider Facilitator

WED some investigation - resources not allocated

2.2.5 Comply with State Government licence requirements for the discharge of treated waste water

Provider WED Ongoing with test results monitored and action taken as appropriate.

2.2.6 Investigate and cost the upgrades needed for the sewage treatment plant to continue to meet more demanding licence requirements

X X X Provider WED Internal expertise not available – have sought initial assistance from Public Works.

2.3 CONTINUE COUNCIL MANAGEMENT AND CONTROL OF WATER AND SEWERAGE SYSTEMS

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.3.1 Lobby for continued Council ownership and management of water and sewerage services

Advocate GM, WED and OC noted

2.3.2 Maintain the sewerage rising mains, pumping stations and reticulation systems in Oberon township


2.4 A USEFUL AND SAFE LOCAL, REGIONAL AND STATE ROAD NETWORK THAT CONNECTS COMMUNITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.4.1 Implement the maintenance program for roads, bridges and walkways in the Oberon LGA.


2.4.2 Implement the road drainage maintenance program


2.4.3 Implement the road reseal and re-sheeting program


2.4.4 Develop and implement the road capital works program


2.4.5 Complete the flood and storm damage restoration works (2012)

X X X Provider WED completed in 2012/13 – in vicinity of $950k received

2.4.6 Continually seek grant funding opportunities for road works

Facilitator WED noted – priority to be determined by OC

2.4.7 Maintain road signage, line marking and associated road furniture


2.4.8 Undertake road works for the State Government under RMCC contracts and compliance with Quality and other contract requirements

Provider WED being done – seeking to increase work under RMCC


10

2.4.9 Seek contributions from the forest industry to assist local road maint.


WED noted, maintain relationships with Forests NSW

2.4.10 Manage & operate quarries, for road base material within legislation

Provider WED being done, new quarries may be needed in future

2.4.11 Seek opportunities to undertake private works roads contracts to offset costs and augment Council revenue

Provider WED, EMT limited success in 2012/13, need to be more pro-active in future

2.4.12 Purchasing, procurement and contract management to facilitate implementation of construction and maintenance programs

Provider WED, GM being done

2.5 FULL COVERAGE AND ACCESS TO WIRELESS, NBN AND MOBILE COMMUNICATION TECHNOLOGIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.5.1 Lobby to gain access to current technologies and full coverage across the Local Government Area

Advocate GM, OC noted

2.5.2 Provide community access to the internet &computer education through the Community Technology Centre


CSC noted, additional resourcing provided at CTC in 2012/13

2.6 AN EFFECTIVE PUBLIC TRANSPORT SYSTEM BETWEEN COMMUNITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.6.1 Liaise with public and private transport providers to improve services to meet community needs

Advocate GM, CSC, WED being done, also with Transport NSW

2.6.2 Through HAAC funding provide community transport

Provider CSC Community Transport Program in place.

2.7 EFFECTIVE COMMERCIAL AND DOMESTIC WASTE MANAGEMENT

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.7.1 Introduce waste recycling service X X Provider Facilitator

WED / PDD limited success, need to be more pro-active in this area

2.7.2 Manage and future development of landfill sites, waste transfer stations

Provider WED / PDD being done – new Licence expected in 2013/14

2.7.3 Upgrade the landfill site to meet environmental licence requirement

X X Provider WED / PDD as above

2.7.4 Undertake a feasibility study into the future extension or replacement of the current land fill site

X X Provider WED / PDD as above

2.7.5 Manage the garbage collection contract and associated policies

Provider WED / PDD being done


11

2.8 EFFECTIVE PLANT AND FLEET MANAGEMENT

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.8.1 Develop plant and fleet management programs to enable effective use of plant and fleet vehicle including optimum replacement strategies

WED No specific resources allocated however will manage within current resources

2.8.2 Undertake scheduled and unscheduled plant and fleet management activity

WED Resources Allocated

PERFORMANCE INDICATORS Funding levels needed to maintain infrastructureAsset management plan data Benchmarked service provision costs Water supply failures and Non compliance eventsRoad usage data and Traffic Accidents Community satisfaction data Water consumption and Water System Losses Mobile phone coverage Public transport availability and usage Recycling volumes Waste to landfill Quality of waste water Benchmark plant hire rates against industry and external contractors Benchmark plant and fleet maintenance costs against industry figures


12

FUTURE DIRECTION 3 – ECONOMIC PROSPERITY

OPERATIONAL BUDGET – ECONOMIC PROSPERITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 340,966 355,377 372,612 381,031 394,979

Income 168,439 162,901 163,948 165,026 166,137

Result (172,527) (192,477) (208,664) (216,005) (228,842)

CAPITAL EXPENDITURE – ECONOMIC PROSPERITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 11,798 313,507 14,047 14,609 15,193

STRATEGIC OUTCOMES

3.1 A DIVERSE ECONOMIC BASE

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


3.1.1 Prepare an economic development strategy for Oberon LGA

X X X Provider Facilitator

GM, EMT have reviewed existing document – more work required See Team Oberon outcomes

3.1.2 Support operations of the Econ. Development Sec 355 Committee

Provider GM, EMT 355 Committee Structure reviewed – not held proposal to re-establish this

3.1.3 Maintain regular communication with local business and industry to understand local issues

Facilitator GM, EMT Delegates appointed to OBA, OPTA GM attends Community Consultative Committee for Oberon Timber Complex

3.1.4 Prepare a register of land with development potential

X X Provider Facilitator

GM, FCSD not completed Land Development / Land Bank – key issue for EMT in 2014/15

3.2 A DIVERSE AND VIABLE AGRICULTURAL INDUSTRY WITH A STRONG BRAND

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


3.2.1 Encourage the development of an Oberon brand for local produce


GM, EMT not completed possible with Tablelands Way / Team Oberon

3.3 CUSTOMER RESPONSIVE BUSINESSES AND SERVICES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


3.3.1 Customer service initiatives Facilitator GM, EMT not completed, liaising with OBA 3.3.2 Review customer service policies and systems to ensure a consistent , acceptable level of service is provided

X X X Provider GM, EMT not completed, focus on this in 2013/14 potential merger of OBA & OPTA as a new single entity


13

3.4 A VALUE ADDING TIMBER INDUSTRY

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


3.4.1 Support and help facilitate development and value adding in the timber industry


GM, EMT not completed possibly through our involvement with the OTC CCC effectiveness to be reviewed (Team Oberon)

3.5 A THRIVING TOURISM SECTOR

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


3.5.1 Provide visitor information Provider GM, EC, OVIC being done, EC is responsible for day to day OVIC issues 3.5.2 Assist with the organisation and promotion of community events

Facilitator GM, OVIC, OPTA, EC and CSC

being done, more liaison with OPTA is required Team Oberon outcome

3.5.3 Contribute to the Blue Mountains / Lithgow / Oberon Tourism Association

Facilitator GM, OVIC & OPTA

financial member of BMLOT with GM a Board Member noted, new directions for Board in 2014/15

3.5.4 Assist with the development of local tourism product


being done, more liaison with OPTA is required Team Oberon outcome

3.5.5 Liaise with local tourism operators to understand current issues


being done along with OPTA review effectiveness / also OBA & OPTA merger

3.5.6 Lease the caravan park and assist with maintenance

Facilitator GM, FCSD facility is leased noted / some improvements may be required

3.5.7 Investigate development of camping area at Lake Oberon

Provider or Facilitator

GM, EMT Possible Primitive Camping at the REEF RESERVE adjacent to the access to Lake Oberon

PERFORMANCE INDICATORS Visitor numbers and yield Employment statistics, and new businesses Business failures local production and output data Customer service satisfaction Brand recognition No of New Development Applications – new businesses


14

FUTURE DIRECTION 4 – RESPONSIVE AND CARING

OPERATIONAL BUDGET – RESPONSIVE and CARING 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 1,093,711 1,127,191 1,139,464 1,158,708 1,183,791

Income 970,677 894,163 810,479 811,909 815,957

Result (123,035) (233,028) (328,985) (346,799) (367,833)

CAPITAL EXPENDITURE – RESPONSIVE and CARING 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 608,060 490,683 431,738 432,422 444,384

STRATEGIC OUTCOMES 4.1 RESPONSIVE LOCAL AND WELL TRAINED EMERGENCY SERVICES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.1.1 Actively lobby to provide competent emergency services

Advocate WED, OC noted, no specific resources allocated maybe list in OUR COMMUNITY / BASIC SERVICES

4.1.2 Provide financial contributions to the RFS and SES

Provider WED, FCSD financial contributions made as levied by NSW Emergency Services maybe OUR COMMUNITY / BASIC SERVICES

4.2 LOCAL SCHOOLS PROVIDING QUALITY EDUCATION SERVICES AND FACILITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.2.1 Support schools to improve services and facilities


GM, CSC, EMT noted noted

4.2.2 Coordinate the provision of library services with schools

Facilitator CSC regular visits to Burraga and Black Springs Public Schools and also O’Connell Public School. noted

4.3 LOCALLY AVAILABLE VOCATIONAL AND ADULT LEARNING FACILITIES AND OPPORTUNITIES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.3.1 Utilise the CTC as a facility for vocational and adult learning


CSC being done, usage is improving now a successful Program what about the Community Newsletter as a project?

4.3.2 Volunteers for computer classes Facilitator CSC volunteers now assisting continuing 4.3.3 Provide library services and utilise the facility for programs

Provider CSC being done for several community programs.Significant involvement of FOOLs with Library

4.3.4 Lobby State Govt. agencies to provide adult education opportunities and quality distance education locally

Advocate CSC noted, need to be more pro-active in this area has been some recent examples of lobbying


15

4.4 LOCALLY AVAILABLE CORE HEALTH AND MEDICAL SERVICES

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.4.1 Provide building and equipment for a dental practice


GM, FCSD building and equipment leased to Waratah Dental – service has expanded to two days per week now operated by Bathurst Dental Clinic / alternate uses

4.4.2 Lobby for the retention of existing medical services and additional allied heath services

Advocate GM, CSC lobbying through the Seniors Welfare Committee and the Community Services Committee F&CSD plus Councillor involvement with local health initiatives and Centroc.

4.5 AGEING WELL IN OBERON

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.5.1 Facilitate the provision of aged care facilities and services across the Oberon LGA

X X Advocate Facilitate

GM, CSC also through the Seniors Welfare and Community Services Committees. also Hathaway Cottages and Self Care Units

4.5.2 Support the work of the Section 355 Seniors Welfare committee

Facilitator CSC being done SWC meets every 2 to 3 months

4.5.3 Organise Seniors Week and the Adopt a Grand Parent Program


CSC being done, not quite so successful for the Adopt a Grandparent. Aim to increase involvement for SW 2015

4.6 UTILISED AFTER SCHOOL AND HOLIDAY PROGRAMS FOR YOUNG PEOPLE

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.6.1 Conduct holiday craft programs Provider CSC being done at the Oberon Library and the Schools 4.6.2 Use Library facilities to provide after school study spaces

Provider CSC being done, some improvement to work / study area also through Community Precinct Working Group

4.6.3 Lobby for increased after school activities

Advocate CSC noted to review activity in 2014/15

4.7 A SAFE COMMUNITY WITH A HIGH STANDARD OF PUBLIC HEALTH

ACTION Year (1)

Year (2)

Year (3)

Year (4)

Council role


4.7.1 Provide environmental health services

Provider Regulator

PDD noted. Consider listing as NATURAL ENVIRONMENT

4.7.2 Maintain public cemeteries Provider WED being done . / change to BASIC SERVICE? 4.7.3 Provide & maintain public toilets Provider WED being done / change to BASIC SERVICE 4.7.4 Provide animal control services Provider

Regulator PDD being done / aim to operate to achieve community

expectations 4.7.5 Provide CCTV security system Provider WED being done in Oberon Street / review effectiveness 4.7.6 Participate in road safety programs

Facilitator WED noted / effectiveness of Traffic Advisory Local Committee to be reviewed

4.7.7 Facilitate provision of street lighting Energy Provided

Facilitator WED being done / participating in Centroc initiatives also


16

PERFORMANCE INDICATORS Emergency Service response times and Emergency Service coverage hoursEffective Disaster & Emergency Management Strategy to respond to bushfire, flood, storms, and other disasters and threats to the community School Retention rates Health Services usage statistics Enrolment in Adult Learning courses Local availability of trade training Participation in and availability of after school programsLevel of Community satisfaction (% of persons by survey) in living with a safe and friendly communityLibrary statistics recorded – Loans, Users, New Members, Attendance at Storytime etc, Purchases


17

FUTURE DIRECTION 5 - OPEN COMMUNICATION

OPERATIONAL BUDGET – OPEN COMMUNICATION 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 1,363,945 1,401,565 1,382,181 1,432,317 1,497,259

Income 4,395,410 4,234,326 4,447,356 4,700,575 4,971,339

Result 3,031,465 2,832,761 3,065,175 3,268,258 3,474,081

CAPITAL EXPENDITURE – OPEN COMMUNICATION 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 157,894 129,559 123,301 128,233 142,659

STRATEGIC OUTCOMES

5.1 VIBRANT CONNECTED AND ENGAGED VILLAGES

ACTION Year (1)

Year (2)

Year (3)

Year (4) Council role Responsibility COMMENT

5.1 1 Provide opportunities for communities in all parts of the LGA area to participate in Civic and community events

Facilitator GM, OC noted, OC promotes Civic activities. Community meetings / presentations are listed in the Community Engagement Strategy

5.1.2 Provide additional opportunity for individuals to participate in activities as members of working parties and volunteers

Facilitator GM, OC & EMT OC has high level of community involvement in Committees / Sec 355 Advisory Committees appear to be operating effectively

5.2 CONSERVED AND VALUED HERITAGE

ACTION Year (1)

Year (2)

Year (3)


5.2.1 Provide grant funding from the local heritage fund for the enhancement and protection of built heritage ?

Provider PDD OC funds a Heritage Advisor

5.2.2 Provide heritage advice in collaboration with Council’s Heritage Advisor and Section 355 Committee

Facilitator PDD being done

5.2.3 Control the management of built and natural heritage items

Provider Regulator

PDD through Heritage Advisor

Any of these ACTIONS might be also listed in NATURAL ENVIRONMENT


18

5.3 WELL PLANNED, PRESENTED AND MAINTAINED TOWNS, VILLAGES AND RURAL LOCALITIES

ACTION Year (1)

Year (2)

Year (3)


5.3.1 Complete the Land Use Strategy, Local Environmental Plans (LEP) and Development Control Plans (DCP)

X X Provider Regulator

PDD resources allocated through state agencies Oberon LEP2013 approved in late Dec 2013 DCP is a priority for 2014/15

5.3.2 Complete a Main Street strategy for Oberon Township

X X Provider EMT funds allocated in 2012/13, not completed review in 2014/15

5.3.3 Along with local communities undertake village beautification plans and local improvements


EMT funds allocated annually, more work required. review - community consultations 2014/15

5.3.4 Participate in Tidy Town Programs Facilitator GM, FCSD, EMT noted, more work required with community groups determine community buy-in for 2014/15

5.3.5 Provide building approval service Provider Regulator

PDD being done

5.3.6 Develop, maintain Council property Provider PDD, EMT work done as required

5.4 WELL INFORMED COMMUNITIES WHOSE VIEWS ARE HEARD

ACTION Year (1)

Year (2)

Year (3)


5.4.1 Keep the community informed about matters that affect them

Provider GM, EMT noted, regular promotions Communications & Social Media Guidelines to be developed in 2014/15

5.4.2 Seek input from the community on the provision of services and future planning

Facilitator GM, EMT

noted, large part of CSP process is consultation revised Community Engagement Strategy

5.4.3 Operate Section 355 Committees as a conduit with the community

Provider GM, EMT noted, being reviewed in June 2013 revised Community Engagement Strategy

5.4.4 Develop use of social media to provide information in a timely manner


GM, EMT noted, take-up on this is improving Communications & Social Media Guidelines to be developed in 2014/

5.4.5 Build community awareness and understanding of environmental issues

Facilitator PDD noted, to be improved maybe list as NATURAL ENVIRONMENT

5.4.6 Communications & Social Media Guidelines


Guidelines to include details about: COUNCIL MEETINGS / CES COMMUNITY NEWSLETTER NOTICEBOARDS / FORUMS


19

5.5 A COMMUNITY WITH CONTEMPORARY GOVERNANCE AND LEADERSHIP

ACTION Year (1)

Year (2)

Year (3)


5.5.1 Provide resources to enable Elected Members to better represent community

Provider GM iPads provided and regular “Informal Briefing Sessions” held and weekly information issued new focus on IT & Communications in 2014/15

5.5.2 Provide effective meeting structures and procedures

Provider GM noted, attention been given to this area. Addressed at Informal Briefing Sessions etc

5.5.3 Engage community in planning for Civic events


GM, EMT being done, Council Meetings held in Villages. Plus community events

5.5.4 Provide effective systems for complaint management, information systems, work health & safety, risk management and procurement

Provider GM, FCSD, EMT noted, work is needed to improve in this area review of Complaints Management processes and compliance issues for Risk Management in 2014/15

5.5.5 Provide sound financial management - creditor & debtor, investments ,internal audit

Provider GM, FCSD being done, further attention to this in 2013/14 F&CS Director is reviewing internal practices and in conjunction with GM issues from External Audit processes etc

PERFORMANCE INDICATORS Articles and media coverage Website statistics Population statistics Compliance with planning requirements Heritage projects completed Number of development approvals Attendance at community events Community Engagement, and attendance at Community Consultation (and Community Engagement Strategy)


20

FUTURE DIRECTION 6 - NATURAL ENVIRONMENT

OPERATIONS BUDGET – NATURAL ENVIRONMENT 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 949,977 990,259 1,022,455 1,057,206 1,089,952

Income 183,000 183,000 183,000 183,000 183,000

Result (766,977) (807,259) (839,455) (874,206) (906,952)

CAPITAL EXPENDITURE – NATURAL ENVIRONMENT 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 0 42,166 0 0 0

STRATEGIC OUTCOMES

6.1 COMPLIANCE WITH ENVIRONMENTAL LEGISLATION AND GUIDELINES

ACTION Year (1)

Year (2)

Year (3)


6.1.1 Provide regulatory services required by the Environmental Planning and Assessment Act 1979 and legislation

Provider Regulator

PDD being done there is a significant number of activities where OC is a regulator

6.2 SCENIC BEAUTY AND LANDSCAPES ARE PROTECTED

ACTION Year (1)

Year (2)

Year (3)


6.2.1 Implement the scenic protection provisions of the planning scheme

Provider Regulator

PDD will be completed as part of strategic planning processes / included in the Oberon LEP 2013

6.3 AN ENVIRONMENT FREE OF WEEDS AND FERAL ANIMALS

ACTION Year (1)

Year (2)

Year (3)


6.3.1 Control weed growth on road verges Provider WED being done / OC also contributes as a member of the Upper Macquarie County Council (Weeds Authority for Bathurst, Blayney, Lithgow also)

6.3.2 Contribute to the weed and pest control activities of Upper Macquarie CC

Facilitator WED, OC being done, active member of UMCC OC is participating in discussions with other member Councils as a result of final report by the Independent Local Government Review Panel.

6.3.3 Advocate for more resources to be applied to weed and pest management

Advocate WED, OC being done, OC members lobby UMCC further lobbing to be considered


21

6.4 RESPONSIBLE MANAGEMENT OF NATURAL RESOURCES

ACTION Year (1)

Year (2)

Year (3)


6.4.1 Provide regulatory services to protect natural resources

Provider Regulator

PDD being done as part of strategic planning processes and with approval of Oberon LEP 2013

6.4.2 Advocate for the responsible management of natural resources

Advocate PDD being done as part of strategic planning processes and with approval of Oberon LEP 2013

consider adding further ACTIONS relating to Native Vegetation Control Waste – Environmental Concerns Climate Change & Resilience Solar Power – long term viability

6.5 DIVERSIFIED ENERGY SOURCES AND USAGE

ACTION Year (1)

Year (2)

Year (3)


6.5.1 Investigate the use of alternative energy in Council operations

Provider WED, PDD some work done with CENTROC this work is continuing

6.5.2 Reduce Councils carbon footprint Provider EMT noted

PERFORMANCE INDICATORS Breaches of environmental regulations Loss of scenic areas Removal of pest species Loss of agricultural land Alternative energy usage Reduction in carbon footprint Community involvement in Natural Resource management projects

OBERON COMMUNITY STRATEGIC PLAN 2014

Operational Plan 2014/15

$

Rates & Annual Charges 4,385,102User Charges & Fees 4,236,774Interest & Investment Revenue 175,789Other Revenues 293,144Operating Grants 3,351,420Capital Grants 1,413,496Gain from Disposal of Assets 100,000TOTAL INCOME $13,955,725

Employee Benefits & Oncosts 4,962,427Borrowing Costs 81,881Materials & Contracts 3,506,505Depreciation & Amortisation 3,487,157Impairment 0Other Expenses 2,048,230Interest & Investment Losses 0Loss from Disposal of Assets 0TOTAL EXPENSES $14,086,200

($130,475)(Deficit)

3,487,157$3,356,682

Net Transfers (to)/from Reserves 900,958Net Capital Income/(Expenditure) (5,243,397)

($985,757)

Cash Surplus/(Deficit) from Operations

Non‐Operational Cash Movements:

Increase/(Decrease) in Unrestricted Cash

Operational Plan 2014/15

Income from Continuing Operations


Operating Result ‐ Surplus/(Deficit)

LESS Non‐Cash Operating Expenses

REPORTING STAFF Income Expenditure

Surplus (Deficit)

CAPITAL ITEMS PROPOSED BORROWINGS

NON CASH EXPENDITURE

OUR COMMUNITY

Arts and Culture FCSD/GM 0 9,555 (9,555) 0 0 0 0 (9,555)

Community Centre FCSD 3,395 46,974 (43,579) 0 0 0 21,985 (21,594)

Community Events FCSD/EC 6,730 76,350 (69,620) 0 0 0 0 (69,620)

Parks and Reserves WED 9,200 387,548 (378,348) 0 0 1,000 88,395 (290,953)

Social/Community Planning FCSD 3,000 0 3,000 0 0 0 0 3,000

Swimming Pool PDD 51,523 282,155 (230,632) 2,000 0 (2,000) 26,137 (204,495)

Town Improvement WED 400,149 102,953 297,196 370,401 0 (73,205) 0 0

Total for Our Community 473,997 905,535 (431,538) 372,401 0 (74,205) 136,517 (593,216)

BASIC SERVICES

Engineering Services WED 0 522,778 (522,778) 0 0 0 3,766 (519,012)

Roads Bridges Footpaths WED 2,582,746 4,352,124 (1,769,378) 4,749,828 2,000,000 (457,500) 2,256,000 (1,805,706)

Drainage WED 3,183 215,985 (212,802) 0 0 3,090 115,503 (100,389)

Quarry Operations WED 8,960 8,376 584 0 0 0 3,497 4,081

Plant WED 28,286 (925,248) 953,534 1,558,000 0 (313,804) 413,015 122,353

Works Section WED 27,731 (304,241) 331,972 0 0 0 0 331,972

Private Works WED/FCSD 2,370,193 1,885,154 485,039 0 0 0 0 485,039

Store/Depot FCSD 0 46,418 (46,418) 30,000 0 0 42,044 (34,374)Communications Technologies FCSD/WED 7,214 17,365 (10,151) 0 0 0 3,000 (7,151)

Community Transport FCSD 93,280 104,097 (10,817) 0 0 0 12,000 1,183

Water Supply WED 1,339,868 1,478,038 (138,170) 237,837 160,000 4,000 172,458 (47,549)

Waste Water (Sewerage) Service WED 799,427 854,541 (55,114) 799,417 792,000 33,461 88,575 (7,417)

Waste Management WED/PDD 604,483 556,412 48,070 5,305 0 0 6,685 49,450

Total for Basic Services 7,865,371 8,811,799 (946,428) 7,380,387 2,952,000 (730,753) 3,116,543 (1,527,519)

ECONOMIC PROSPERITYDental Surgery FCSD 6,153 14,134 (7,981) 0 0 0 8,666 685

Tourism and Events GM/EC 3,000 71,851 (68,851) 0 0 0 0 (68,851)

Visitor Information Centre EC 17,123 351,093 (333,970) 0 0 0 328 (333,642)Caravan Park GM 19,461 8,769 10,692 0 0 0 3,952 14,644

Economic Development Activity GM 0 6,476 (6,476) 0 0 0 0 (6,476)

Land Development GM 100,000 22,492 77,508 0 0 (99,000) 0 176,508

Total for Economic Prosperity 145,737 474,815 (329,078) 0 0 (99,000) 12,946 (217,132)

Operational Plan 2014/15 - FUTURE DIRECTIONSOPERATING RESULT TRANSFERS

TO(FROM) RESERVES

NET CASH MOVEMENTFUTURE DIRECTIONS

REPORTING STAFF Income Expenditure

Surplus (Deficit)

CAPITAL ITEMS PROPOSED BORROWINGS

NON CASH EXPENDITURE

Operational Plan 2014/15 - FUTURE DIRECTIONSOPERATING RESULT TRANSFERS

TO(FROM) RESERVES

NET CASH MOVEMENTFUTURE DIRECTIONS


Public Toilets WED 0 152,286 (152,286) 0 0 0 35,604 (116,682)

Cemeteries WED 45,130 105,157 (60,027) 0 0 0 303 (59,724)

Library FCSD 30,350 214,354 (184,004) 10,609 0 0 25,876 (168,737)

Hathaway Cottage FCSD 8,949 22,271 (13,322) 0 0 0 3,680 (9,642)

Aged Care Units FCSD 71,510 44,134 27,376 0 0 0 7,173 34,549

Community Technology Centre FCSD 7,025 33,248 (26,223) 2,000 0 0 289 (27,934)

Main Street Security WED 0 14,451 (14,451) 20,000 0 0 7,965 (26,486)

Rural Fire Service WED/FCSD 710,745 519,881 190,864 410,000 0 0 102,967 (116,169)

Emergency Services WED 7,041 49,920 (42,879) 0 0 3,000 1,502 (44,377)

Total for Responsive and Caring 880,750 1,155,702 (274,952) 442,609 0 3,000 185,359 (535,203)

OPEN COMMUNICATION

General Purpose Revenues FCSD 4,361,099 29,883 4,331,216 0 0 0 0 4,331,216

Council Chambers & Office GM/EC 0 102,397 (102,397) 0 0 0 23,231 (79,166)

Governance-Elected Members GM/EC 0 390,952 (390,952) 0 0 0 0 (390,952)

Finance and Administration FCSD/GM 30,703 1,137,943 (1,107,240) 0 0 0 3,788 (1,103,452)

Council Properties GM/FCSD 11,569 15,208 (3,639) 0 0 0 5,695 2,056

Heritage PDD 3,500 11,474 (7,974) 0 0 0 0 (7,974)

Total for Open Communication 4,406,871 1,687,857 2,719,015 0 0 0 32,714 2,751,729

NATURAL ENVIRONMENT

Development Control PDD 99,000 733,407 (634,407) 0 0 0 1,476 (632,931)

Building Control PDD 69,000 110,038 (41,038) 0 0 0 0 (41,038)

Animal Control PDD 9,500 81,982 (72,482) 0 0 0 1,602 (70,880)

Environmental & Public Health PDD 5,500 18,743 (13,243) 0 0 0 0 (13,243)

Weeds Management WED 0 106,324 (106,324) 0 0 0 0 (106,324)

Total for Natural Environment 183,000 1,050,493 (867,493) 0 0 0 3,078 (864,415)

13,955,725 14,086,200 (130,475) 8,195,397 2,952,000 (900,958) 3,487,157 (985,757)TOTAL

DRAFT Schedule of FEES and CHARGES

Oberon Community Strategic Plan 2014

2014/2015

PageAPPLICATION FEES (PLANNING and DEVELOPMENT DEPARTMENT)Development Applications 1Subdivision Applications 2Long Service Levy 2Combined Development Application and Construction Certificate 2Modification of Development Consent 3Review of Determination Fees 3-4Development Contributions 4-5Construction Certificates 5-6Complying Development Certificates 6-7Notification Fees 7Bonds 7Critical Stage Inspections and Occupation Certificates 8Other Occupation Approval Matters 8Food Act 9Copies of Plans 9Public Health Act - Skin Penetrations etc 9Local Government Act Approvals 9-10Swimming Pool Act 10Sewerage Works / Drainage Plans 10Miscellaneous 11Certificates 11

IMPOUNDING and ANIMAL CONTROLCompanion Animal Control 12Stock Control 12Animal Registration Fees 12

RECREATIONSwimming Pool Entry Fees 14-15

WORKS & ENGINEERINGPrivate Works & Other Charges 16-19Waste Management Charges 20Cemetery Charges 21

GENERAL ADMINISTRATION and COMMUNITY SERVICESLibrary Charges 22Self-Care Units 22Community Centre Fees 23Administration Charges 23-24Access to Public Information 25Hire of Sound Equipment 25Visitor Information & Community Technology Centre Charges 26-27Film Central NSW 28Community Transport Program 28

OBERON COUNCIL DRAFT Schedule of FEES and CHARGES 2014/2015

Amount GST Total

S $285.00 $285.00 - $285.00

Up to $5,000 (No Plan First Levy) S $110.00 $110.00 - $110.00

$5,001 - $50,000 (No Plan First Levy) Base Fee S $170.00 $170.00 - $170.00 Plus per $1,000 $3.00 $3.00 - $3.00

New single dwelling with a cost of $100,000 or less Maximum Fee (including Plan First Levy) S $455.00 $455.00 - $455.00

$50,001 - $250,000 Base Fee S $320.00 $320.00 - $320.00Plus per $1,000 in excess of $50,000 $3.00 $3.00 - $3.00Plus per $1,000 (Plan First Levy) in excess of $50,000 $0.64 $0.64 - $0.64

$250,001 - $500,000 Base Fee S $1,000.00 $1,000.00 - $1,000.00Plus per $1,000 in excess of $250,000 $1.70 $1.70 - $1.70Plus per $1,000 (Plan First Levy) $0.64 $0.64 - $0.64

$500,001 - $1,000,000 Base Fee S $1,425.00 $1,425.00 - $1,425.00Plus per $1,000 in excess of $500,000 $1.00 $1.00 - $1.00Plus per $1,000 (Plan First Levy) $0.64 $0.64 - $0.64

$1,000,001 - $10,000,000 Base Fee S $1,975.00 $1,975.00 - $1,975.00Plus per $1,000 in excess of $1,000,000 $0.80 $0.80 - $0.80Plus per $1,000 (Plan First Levy) $0.64 $0.64 - $0.64

More than $10,000,001 Base Fee S $9,475.00 $9,475.00 - $9,475.00Plus per $1,000 in excess of $10,000,000 $0.55 $0.55 - $0.55

Plus per $1,000 (Plan First Levy) $0.64 $0.64 - $0.64

Oberon CouncilDRAFT Schedule of FEES & CHARGES 2014/2015

2014/2015 Fee/Charge

Development not involving subdivision, nor the erection/demolition of a building or work (including Boundary Adjustments) - (CI.250 EPA Reg)

Minor Structures and/or Minor Building Additions

DEVELOPMENT APPLICATIONS

Development Applications

Pricing Principles: F = Full Cost Recovery, F+ = Full Cost Recovery + Margin, P = Partial Cost Recovery, M = Market Pricing, S = Statutory, D = Demand Management, C = Contribution Pricing, R = Rates & Annual Charges, N = No Cost Recovery

Fee payable for costs and expenses of studies, etc by relevant planning authority. Fees for planning proposals will be carried out in accordance with Part 2 Clause 11 of the Environmental Planning and Assessment Regulation 2000. Please contact Council for relevant details

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PLANNING and DEVELOPMENT DEPARTMENT

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SUBDIVISION APPLICATIONS

Base Fee S $330.00 $330.00 - $330.00Plus per additional lot created $65.00 $65.00 - $65.00



Base Fee P $200.00 $200.00 - $200.00Plus per lot as numbered in the plan $50.00 $50.00 - $50.00

Designated Development - CI.251 EPA REG Scheduled Fee S $920.00 $920.00 - $920.00Plus Notification Fees

Integrated Development - CI.253(1) EPA REG Processing Fee S $140.00 $140.00 - $140.00Additional for Each Approval Body $320.00 $320.00 - $320.00

LONG SERVICE LEVY

For all works (building, subdivision) over $25,000 % of Value of Work S 0.35% 0.35%NOTE: Payable at Construction Certificate stage

COMBINED DEVELOPMENT APPLICATION AND CONSTRUCTION CERTIFICATE & INSPECTIONS

For building works up to a value of $1,000 Flat Fee P $126.00 $114.55 11.45 $126.00For building works between $1,001 to $5,000 Flat Fee P $315.00 $286.36 28.64 $315.00For building works between $5,001 to $12,000 Flat Fee P $472.50 $429.55 42.95 $472.50

Subdivision Application (Strata and Community Title) - CI.249(b) EPA REG

Subdivision Application with a new Public Road - CI.249(a)(i) EPA REG

Subdivision Application without a New Public Road CI.249(a)(ii) EPA REG

Subdivision and/or Strata Certificate (Release of Linen Plan)

(See Page 8 for Applicable Notification Fees)

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MODIFICATION OF DEVELOPMENT CONSENT FEES

Section 96(1) of the Act (CI.258 EPA REG) - Minor S $71.00 $71.00 - $71.00Section 96(1A) of the Act (CI.258(1A) EPA REG) - involving minim% of original fee OR S 50% 50%

Flat Fee $645.00 $645.00 - $645.00(whichever is the lesser)

- if original fee less than $100.00 % of original fee S 50% 50%

- if original fee was $100.00 or more

% of original fee S 50% 50%

(ii) if the DA is for the erection of a dwelling with a cost of $100,000 or lessFlat Fee S $190.00 $190.00 - $190.00

Plus an additional amount if notice of the application is required to be given under Section 96(2) or 96AA(1) of the ActNot Exceeding S $665.00 $665.00 - $665.00

REVIEW OF DETERMINATION FEES (Clause 257 EPA REG)

(iii) where (i) and (ii) above don't apply, the fee is based on the estimated cost as followsEstimated Cost up to $5,000 S $55.00 $55.00 - $55.00

Estimated Cost $5,001 - $250,000 Base Fee S $85.00 $85.00 - $85.00Plus per $1,000 $1.50 $1.50 - $1.50

Estimated Cost $250,001 - $500,000 Base Fee S $500.00 $500.00 - $500.00Plus per $1,000 in excess of $250,000 $0.85 $0.85 - $0.85

Estimated Cost $500,001 - $1,000,000 Base Fee S $712.00 $712.00 - $712.00Plus per $1,000 in excess of $500,000 $0.50 $0.50 - $0.50

Estimated Cost $1,000,001 - $10,000,000 Base Fee S $987.00 $987.00 - $987.00Plus per $1,000 in excess of $1,000,000 $0.40 $0.40 - $0.40

Estimated Cost more than $10,000,000 Base Fee S $4,737.00 $4,737.00 - $4,737.00Plus per $1,000 in excess of $10,000,000 $0.27 $0.27 - $0.27

(Continued next Page)

Section 96(2) or Section 96AA(1) of the Act (CI.258(2) EPA REG) - Major

(i) if the DA does not involve the erection of a building, the carrying out of a work, or the demolition

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REVIEW OF DETERMINATION FEES (Clause 257 EPA REG) (Continued)

SEPP 1 Application Fee % of original DA Fee S 50% 50%

Amendment to Local Environmental Plan (Application Fee) % of the cost to Council OR S 50% 50%Flat Fee S $500.00 $ 500.00 - $500.00(whichever is the greater)

Rezoning Application Fee As per DA Schedule PLUS S $1,000.00 $1,000.00 - $1,000.00

Fee for Concurrence Body S $320.00 $320.00 - $320.00PLUS Processing Fee S $140.00 $140.00 - $140.00

Fee for Concurrence Body S $320.00 $320.00 - $320.00PLUS Processing Fee S $140.00 $140.00 - $140.00

URBAN/VILLAGE DEVELOPMENT

Sewer Supply Headworks per ET C $1,663.50 $1,713.41 - $1,713.41Water Supply Headworks per ET C $1,306.00 $1,345.18 - $1,345.18Public Open Space per Lot C $228.70 $235.56 - $235.56Community Facilities per Lot C $228.70 $235.56 - $235.56Emergency Services per Lot C $274.00 $282.22 - $282.22Storm Water Drainage per ET C $752.90 $775.49 - $775.49Urban Roads per Lot C $2,927.30 $3,015.12 - $3,015.12

$7,381.10 $7,602.53 $0.00 $7,602.53(Continued Next Page)

DEVELOPMENT CONTRIBUTIONS (CPI increase)

Concurrence Fee (Clause 252A of EPA REG) for DA's that require concurrence under the Act or an EPI

Integrated Fee (Clause 253 of EPA REG) for DA's

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RURAL DEVELOPMENT

Water Supply Headworks (if applicable) per ET C $1,306.00 $1,345.18 - $1,345.18Public Open Space per Lot C $228.70 $235.56 - $235.56Community Facilites per Lot C $228.70 $235.56 - $235.56Emergency Services per Lot C $274.00 $282.22 - $282.22Rural Roads per Lot C $4,463.00 $4,596.89 - $4,596.89

TOTAL without water supply $5,194.40 $5,350.23 $0.00 $5,350.23

TOTAL with water supply $6,500.40 $6,695.41 $0.00 $6,695.41

Car Parking Contribution (in lieu of off-street parking) per/space C $4,486.00 $4,486.00 - $4,486.00

CONSTRUCTION CERTIFICATES - Fully Contestable Services

Fee for Construction Certificate (including inspections) for the construction of access/es in a subdivision not constructing a new road

per access F $100.00 $90.91 9.09$ $100.00

Up to $5,000 F $55.00 $50.00 5.00$ $55.00

$5,001 - $100,000 Base Fee F $105.00 $95.45 9.55$ $105.00Plus for each $1000 (or part of $1000) by which the value exceeds $5,001

F $4.20 $3.82 0.38$ $4.20

$100,001 - $250,000 Base Fee F $514.00 $467.27 46.73$ $514.00Plus for each $1000 (or part of $1000) by which the value exceeds $100,000

F $2.57 $2.34 0.23$ $2.57

(Continued Next Page)

DEVELOPMENT CONTRIBUTIONS (Continued) (CPI increase)

(a) for "deemed to satisfy" approval under the Building Code of Australia. Note: "cost" is the completed value of all necessary work to complete the development including design, construction costs, and all set up costs as determined by Council for the purpose of setting the fee

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CONSTRUCTION CERTIFICATES - Fully Contestable Services (Continued)Greater than $250,000 $898.00 $816.36 81.64$ $898.00

Plus for each $1000 (or part of $1000) by which the value exceeds $250,000

F $1.29 $1.17 0.12$ $1.29

Standard Application Fee F As Above As Above As Above As AbovePlus F $118.00 $107.27 10.73$ $118.00Plus cost to Council for additional work in determining compliance F Actual Cost Actual Cost 10% Actual Cost

Amended Construction CertificateMinor Change F $80.00 $72.73 7.27$ $80.00Major Change % of original fee F 50% 50% 50%

Lodgement of Construction Certificate from Private Certifier (CL.263 of EPA REG) S $36.00 $36.00 - $36.00

COMPLYING DEVELOPMENT CERTIFICATES (Fully Contestable Services)

CostUp to $12,000 F $150.00 $136.36 13.64$ $150.00

$12,001 - $50,000 Base Fee F $185.00 $168.18 16.82$ $185.00Plus for each $1000 (or part of $1000) by which the cost exceeds $12,000

F $3.20 $2.91 0.29$ $3.20

$50,001 - $250,000 Base Fee F $514.00 $467.27 46.73$ $514.00Plus for each $1000 (or part of $1000) by which the cost exceeds $50,000

$2.52 $2.29 0.23$ $2.52


(b) for "performance based approval" under the Building Code of Australia - where applicant proposes analternative solution to the "deemed to satisfy" conditions

To be collected where Council is nominated as the Principal Certifying Authority by the Applicant, at the time of submission of the application. Note: "Cost" is the completed value of all necessary work to complete the development, including design, construction costs, and all set up costs as determined by Council for the purpose of setting the fee.

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COMPLYING DEVELOPMENT CERTIFICATES (Fully Contestable Services) (Continued)Greater than $250,000 Base Fee F $898.00 $816.36 81.64$ $898.00

Plus for each $1000 (or part of $1000) by which the cost exceeds $250,000

$1.24 $1.13 0.11$ $1.24

Amended Complying Development Certificate Application F Fee based on value of work

Fee based on value of

work

10% Fee based on value of

work

Lodgement of Complying Development Certificate from Private Certifier (CI.263 EPA REG) S $36.00 $36.00 - $36.00

Bushfire Attack Level Assessment F $340.00 $309.09 30.91$ $340.00

NOTIFICATION FEES

(a) Designated development - CI.252(1)(a) EPA REG S $2,250.00 $2,250.00 -$ $2,250.00

BONDS

Building CostUp to $10,000 D $119.00 $119.00 -$ $119.00$10,001 - $50,000 D $290.00 $290.00 -$ $290.00$50,001 - $100,000 D $405.00 $405.00 -$ $405.00Greater than $100,000 D $580.00 $580.00 -$ $580.00

Resiting of dwellings or other buildings (anywhere in the Council area) D $5,150.00 $5,150.00 -$ $5,150.00

(Note: refundable on issue of Occupation Certificate)

Where a development is to be "notified, under the provision of an environment planning instrument or Development Control Plan, an additional fee of:

Payable on Commercial work only. For damage to Council roads, footpaths, kerbing and guttering etc. (Village of Oberon) as per the schedule below:

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To be collected where Council is nominated as the Principal Certifying Authority by the applicant, at the time of submission.Either for each inspection Per Hour (including travelling and reporting time) F $120.00 $109.09 10.91$ $120.00OR as per the schedule below:

Building Cost as valued by Council Building SurveyorUp to $5,000 F $100.00 $90.91 9.09$ $100.00$5,001 - $50,000 F $250.00 $227.27 22.73$ $250.00$50,001 - $100,000 F $400.00 $363.64 36.36$ $400.00$100,001 - $250,000 F $500.00 $454.55 45.45$ $500.00$250,001 - $500,000 F $670.00 $609.09 60.91$ $670.00

Greater than $500,000 Base fee F $800.00 $727.27 72.73$ $800.00Plus 0.10% of value by which cost exceeds $500,000 F 0.10% 0.10% 10% 0.10%

Notes

Lodgement of Part 4A Certificate from Private Certifier (CI.263 EPA REG) S $36.00 $36.00 - $36.00

Re-Inspection Fee F $129.80 $118.00 11.80$ $129.80Stamping of additional specification/plans at applicant's request per sheet F $2.60 $2.60 -$ $2.60Application for approval of temporary building F

Search of approval records - excluding owners Minimum F $55.00 $55.00 -$ $55.00(Refer Section 608 of the Local Government Act 1993) Then per hour or part thereof F $55.00 $55.00 -$ $55.00Copy of approval records Search Fee plus photocopy costs F - - - -Access to approval registers No Charge (Section 12 of the Local Govt Act) N - - - -

- Application Fee N Nil Nil - Rental (per annum) N Nil Nil

Hoarding Fee (Rental and Application Fee) Per lineal metre per month F $26.00 $26.00 -$ $26.00(To be paid in advance)

OCCUPATION CERTIFICATES

OTHER OCCUPATION APPROVAL MATTERS

Street Furniture or other temporary structures on Footpath

Duplex, dual occupancy to be assessed on a per occupancy basis. (ie. Duplex valued at $150,000 would be treated as 2 separate dwellings at $75,000 each. The fee would therefore be 2 x $494.00 = $988.00)Class 2 units as above on a per unit basis. (ie. If 5 units were proposed with a value of $350,000, the fee would be 5 x $659.00 = $3,295.00

CRITICAL STAGE INSPECTIONS AND OCCUPATION CERTIFICATES (Inspections) (Fully Contestable Services)

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Annual Administration Fee's - High Risk Food Premises P $157.50 $157.50 - $157.50 - Low Risk Food Premises P $78.75 $78.75 - $78.75Additional Inspections - High Risk Food Premises P $126.00 $126.00 - $126.00 - Low Risk Food Premises P $63.00 $63.00 - $63.00Improvement Notice Fee (when required) S $346.50 $330.00 - $330.00

Copy of Development Control Plan 2001 - each section F $15.00 $15.00 -$ $15.00Copy of Development Control Plan 2001 - all parts F $30.00 $30.00 -$ $30.00Copy of Oberon Local Environmental Plan 1998 F $30.00 $30.00 -$ $30.00Copy of Contributions Plan 2000 F $15.00 $15.00 -$ $15.00State of the Environment Report N/A $30.00 $30.00 -$ $30.00

PUBLIC HEALTH ACT Inspections (Skin Penetration and alike) $100.00 $100.00 -$ $100.00

LOCAL GOVERNMENT ACT APPROVALSP $210.00 $210.00 -$ $210.00

Annual approval for existing systems P $68.25 $68.25 - $68.25Annual or other re-inspection (where required) P $68.25 $68.25 - $68.25Amended application requiring inspection P $131.25 $131.25 - $131.25Amended application P $105.00 $105.00 - $105.00Install Manufactured Home on Land F $420.00 $420.00 - $420.00Install a Moveable Dwelling (caravan) on site (whilst building main home) $262.50 $262.50 - $262.50Other Section 68 Approvals - minimum fee per submission P $157.50 $157.50 - $157.50

FOOD ACT (increase is a Statutory requirement)

COPIES OF PLANS


Application to install septic tank and/or onsite wastewater system (includes site and installation inspection and initial annual approval)

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Application for New Caravan Park or Camping Ground (Section 68 (F.2) of Local Government Act)

Per site P $5.25 $5.25 - $5.25Minimum Fee P $525.00 $525.00 - $525.00

Application for Primitive Camping Ground


Manufactured Home Estates


Annual inspections of Caravan Parks, Camping Grounds and Manufactured Home Estates


$60.00 $60.00 - $60.00

$120.00 $120.00 - $120.00

SEWERAGE WORKS/DRAINAGE PLANS New dwellings; additions and alterations

F $131.25 $131.25 - $131.25

Other buildings (Commercial/Industrial, etc)First closet F $131.25 $131.25 - $131.25Each additional closet, urinal or sanitary fitting F $26.25 $26.25 - $26.25

Search of Drainage Plans and copy of Drainage Diagram F $31.50 $31.50 $31.50MISCELLANEOUS

Per hour P $128.10 $128.10 - $128.10Plus travelling - per kilometre P $0.78 $0.78 - $0.78

Administration staff - includes reporting time Per hour P $58.80 $53.45 5.35$ $58.80

LOCAL GOVERNMENT ACT APPROVALS (Continued)

SWIMMING POOLS ACT

Approval to operate caravan park, camping ground or manufactured home estate (does not include State Government levy of $2.70 per site)

Approval to operate primitive camping ground (does not include State Government Levy of $2.70 per site)

Application for approval to operate a manufactured home estate

Application for renewal of an approval or for annual inspection of caravan park, camping ground ormanufactured home estate

Swimming Pools Act - Private Inspections (Fences & alike)

Swimming Pools Act - Public Inspections (Fences & alike)

Application to carry out sewerage and/or drainage work per dwelling (includes inspections)

Professional Officer - includes reporting time

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Plus travelling - per kilometre P $0.78 $0.71 0.07$ $0.78Copy of Deposited Plan P $16.80 $16.80 - $16.80

Certified Copy of Document - CI.262 of EPA REG S $53.00 $53.00 - $53.00

Building Specification F $12.60 $11.45 1.15$ $12.60

Written confirmation that Development Consent has commenced (inspection required) F $157.50 $143.18 14.32$ $157.50

Written confirmation that Development Consent has commenced (no inspection required) F $63.00 $57.27 5.73$ $63.00

CERTIFICATESSection 121ZP Certificates as to Orders - EP & A Act 1979 P $65.00 $65.00 - $65.00

Section 735A Certificates as to Notices - Local Government Act 1993 P $55.00 $55.00 - $55.00

Section 149A Building Certificates (dwellings only) - CI.260(1)(a) EPA REG S $250.00 $250.00 - $250.00

Building Certificates (Dwellings - re-inspection) - CI.260(2) EPA REG S $90.00 $90.00 - $90.00

Building Certificates (other than Dwellings) - CI.260(1)(b) EPA REGUp to 200m² S $250.00 $250.00 - $250.00Greater than 200m² S

S

Copy of Building Certificate - CI.261 EPA REG S $13.00 $13.00 - $13.00

Section 149 Planning Certificates:(a) Section 149(2) - CI.259(1) EPA REG S $53.00 $53.00 - $53.00(b) Section 149(2) & (5) - CI.259(2) EPA REG S $133.00 $133.00 - $133.00(c) Urgent fee Additional P $134.00 $134.00 - $134.00

Building Certificates (buildings where applicant for the certificate, or person on whose behalf the application is made, is the person who erected the building or on whose behalf the building was erected - Clause 260(3A) EPA EG)

See Clause 260 (3A)

See Clause 260 (1) (b)

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Impounding Fee (conveying and storing impounded animal) D $55.00 $60.00 - $60.00

Sustenance (per animal per day, or part thereof) F $25.00 $27.00 - $27.00

Euthanase Animal and Disposal F $70.00 $75.00 - $75.00

Microchipping and Vaccination fee when done on Council's behalf by local vet F Cost + 10% Cost + 10% Cost + 10%Minimum fee $70.00 $70.00 $70.00

Sale of companion animal (includes vaccination, microchipping but not registration)Dogs F $102.90 $93.55 9.35 $102.90

Cats F Cost of vaccination & micro chipping

+ 15%

10% Cost of vaccination

& micro chipping + 15%

Impounding Fee:- cattle, horses, goats, sheep and pigs First animal D $60.00 $65.00 - $65.00

Per animal therafter D $20.00 $25.00 - $25.00Plus transport costs See below See below - See below

- transport/driving/walking cost D Cost + 10% Cost + 10%Minimum fee D $36.75 $40.00 - $40.00

Sustenance (per head per day or part thereof)- cattle and horses P $36.75 $40.00 - $40.00

- goats, sheep and pigs P $26.25 $30.00 - $30.00

- other animals P Cost + 10% Cost + 10% Cost + 10%Minimum fee $26.25 $26.25 - $26.25

COMPANION ANIMAL CONTROL (CPI increase)IMPOUNDING AND ANIMAL CONTROL

STOCK CONTROL (CPI increase)

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Animal not desexed S $150.00 $182.00 - $182.00

Desexed Animals Permanent S $40.00 $49.00 - $49.00Owned by Pensioner S $15.00 $19.00 - $19.00

Animal not desexed and kept by a recognised breeder for breeding purposes S $40.00 $49.00 - $49.00

N Exempt Exempt

N Exempt Exempt

Boarding Kennels - per dog, per day F $26.25 $26.25 - $26.25

ANIMAL REGISTRATION FEE (increase is a Statutory requirement)

Working dogs. Note: a working dog is a dog used primarily for the purpose of droving, tending, working or protecting stock, and includes a dog being trained as a working dog. (Companion Animals Regulations definition - Clause 3)

A cat born before 1st July 1999, other than a cat sold after that date (Companion Animals Regulations definition - Clause 17)

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SWIMMING POOL ENTRY FEESGeneral Entry

Children under three (3) years of age N No Charge No ChargeNon-Swimming Patron/Observers - excluding Swimming Lessons and Carnivals N $1.50 $1.36 0.14 $1.50Pension or Disability Card Holders and their Carers N No Charge No ChargeGeneral Admission Charge/All Swimmers P $3.00 $2.73 0.27 $3.00Family (family only - includes parents/guardians & children - maximum 5 members) P $8.00 $7.27 0.73 $8.00

Single P $65.00 $59.09 5.91 $65.00Family (family only - includes parents/guardians & children - maximum 5 members) P $200.00 $181.82 18.18 $200.00

Hire of Lifeguards/Instructors (which are not included as part of the group booking hire rate) P $35.00 $31.82 3.18 $35.00

Courses (plus applicable admission charge)Bronze Medallion Training and Examination (9 hours and 6 per group) - Manuals Not Included F $110.00 $100.00 10.00 $110.00Bronze Medallion Update - Resuscitation (1.5hours/1 person) - Manuals Not Included F $105.00 $95.45 9.55 $105.00Resuscitation Reaccreditation (1 hour/1 person) - Manuals Not Included F $38.00 $34.55 3.45 $38.00Senior First Aid - Flexible - 8 hours and 6 per group F $125.00 $113.64 11.36 $125.00Senior First Aid Updated - 4 hours and 6 per group F $70.00 $63.64 6.36 $70.00

School Programs (operating between 9.30am and 2.30pm) NOTE: Fee also REDUCED for School GroupsP $350.00 $318.18 31.82 $350.00

P No Charge No Charge

10 day, 30 minute School Lesson (8 per group) P $66.00 $60.00 6.00 $66.00

10 day, 60 minute School Lesson (10 per group) P $81.00 $73.64 7.36 $81.00

RECREATION

Season Tickets

Venue Fee for School Group Pool Bookings/Picnic Days (5 hours - 50 per group) excludes entry fee - plus applicable admission charge for all patrons

Venue Fee for School Competitive Carnivals - applicable admission charge to be added for all swimmers (Spectator entry exemption applies during the carnival only)

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SWIMMING POOL ENTRY FEES (Continued)Group Bookings (other than schools) - NOTE: Fee also REDUCED for Groups

Group Pool Bookings - Venue Fee 2 hours - up to 50 patrons - plus applicable admission charge F $150.00 $136.36 13.64 $150.00Group Pool Bookings with Pool Inflatables - Venue Fee 2 hours - plus applicable admission charge F $200.00 $181.82 18.18 $200.00

Swimming Lessons - 10% discount for second/third sibling - plus applicable admission charge10 day, 30 minute Group Lesson (Groups of 3) P $110.00 $110.00 - $110.0010 day, 30 minute Private Lesson P $248.00 $248.00 - $248.0010 day, 20 minute Private Lesson P $182.00 $182.00 - $182.0010 day, 30 minute shared (2 participants) Private Lesson P $286.00 $286.00 - $286.0010 day, 60 minute Program - (6 per group) P $110.00 $110.00 - $110.0010 day, 45 minute Program - (6 per group) P $94.00 $94.00 - $94.0010 day, 45 minute Junior Lifeguard - (6 per group) P $120.00 $120.00 - $120.00

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Wages F+ Award Rate plus 55%

10% Award Rate plus 55%

Section 44 Rural Fire Service Incidents Private Plant Hire Rate Plus per hour: F $42.00 $40.00 4.00$ $44.00

Materials F+ Cost plus 25% 10% Cost plus 25%

Gravel (delivered) per m³ F+ $32.60 $30.55 3.05$ $33.60

Trucks (other than gravel haulage) including driver:2 tonne dry per hour F+ $41.00 $38.18 3.82$ $42.002 tonne with driver per hour F+ $79.00 $73.64 7.36$ $81.00

3 tonne dry per hour F+ $42.00 $39.09 3.91$ $43.003 tonne with driver per hour F+ $80.00 $74.55 7.45$ $82.00



Truck & Dog dry per hour F+ $102.00 $95.45 9.55$ $105.00Truck & Dog with driver per hour F+ $144.00 $132.73 13.27$ $146.00

Paveliner - with 2 Traffic Controllers per hour F+ $390.00 $368.18 36.82$ $405.00Paveliner - with 1 Traffic Controllers per hour F+ $341.00 $322.73 32.27$ $355.00Paveliner - without Traffic Controllers per hour F+ $292.00 $277.27 27.73$ $305.00

per m² F+ $4.00 $3.82 0.38$ $4.20


PRIVATE WORKS and OTHER CHARGES (CPI increase)

Minimum charge for all plant = half (½) hour at appropriate rate

WORKS and ENGINEERING DEPARTMENT

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PRIVATE WORKS & OTHER CHARGES (Continued) (CPI increase)Water Tanker dry per hour F+ $63.00 $59.09 5.91$ $65.00Water Tanker with driver per hour F+ $103.00 $95.45 9.55$ $105.00

Low Loader with driver per hour F+ $198.00 $186.36 18.64$ $205.00Delivery plus per kilometre F+ - - - -

minimum charge F+ $198.00 $186.36 18.64$ $205.00

Grader with operator per hour F+ $146.00 $136.36 13.64$ $150.00

Loader with operator per hour F+ $121.00 $113.64 11.36$ $125.00

Mini Excavator dry per hour F+ $40.00 $45.45 4.55$ $50.00Mini Excavator with operator per hour F+ $113.00 $81.82 8.18$ $90.00

Excavator dry per hour F+ $106.00 $99.09 9.91$ $109.00Excavator with operator per hour F+ $146.00 $136.36 13.64$ $150.00

Dozer dry per hour F+ $71.00 $90.91 9.09$ $100.00Dozer with operator per hour F+ $108.15 $127.27 12.73$ $140.00

Utilities per kilometre F+ $0.84 $0.79 0.08$ $0.87

Plumber (with vehicle) per hour F+ $79.00 $74.55 7.45$ $82.00

Plumber & Assistant (with vehicle) per hour F+ $114.00 $110.91 11.09$ $122.00

Water Snorter with ute & operator per hour F+ $143.00 $134.55 13.45$ $148.00

Sewerage Mains Camera & Operator per hour F+ $143.00 $134.55 13.45$ $148.00

Self-Propelled Roller dry per hour F+ $75.60 $70.91 7.09$ $78.00Self-Propelled Roller with operator per hour F+ $113.00 $107.27 10.73$ $118.00

Tractor with Broom and operator per hour F+ $117.00 $110.00 11.00$ $121.00


Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

PRIVATE WORKS & OTHER CHARGES (Continued) (CPI increase)Fork Lift with operator per hour F+ $68.25 $64.55 6.45$ $71.00

Ditch Witch with operator per hour F+ $75.60 $70.91 7.09$ $78.00

Traffic Lights per hour per set F+ $86.00 $80.91 8.09$ $89.00

Back Hoe (4WD) dry per hour F+ $71.00 $66.36 6.64$ $73.00Back Hoe (4WD) with operator per hour $113.00 $102.73 10.27$ $113.00

Minor Plant dry per hour F+ $32.60 $30.91 3.09$ $34.00Minor Plant with operator per hour $64.00 $67.27 6.73$ $74.00

Road Restoration & ReinstatementBitumen F+ Cost plus 25% 10% Cost plus

25%Gravel F+ Cost plus 25% 10% Cost plus

25%

Standpipe Sales (sale of water from Depot) per kl F $5.25 $5.50 - $5.50Minimum charge F $25.73 $27.00 - $27.00

F $118.00 $120.00 - $120.00

Water Meter Connection Fee (includes meter cover)20mm Service F $1,050.00 $1,080.00 - $1,080.0025mm Service F $1,386.00 $1,430.00 - $1,430.0040mm Service F $2,047.50 $2,110.00 - $2,110.0050mm Service F $2,898.00 $3,000.00 - $3,000.00

Water Meter Disconnection Fee F $107.10 $110.00 - $110.00

Water Service Restriction Fee F $104.00 $110.00 - $110.00


Water Meter Test Fee

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

Water Meter CoversSmall F $75.60 $70.91 7.09$ $78.00Large F $121.80 $114.55 11.45$ $126.00

Provision of New Sewer Junction in Lieu of Existing Junction F $1,157.10 $1,090.91 109.09$ $1,200.00

Kerb & Gutter - owner's contribution - for properties with one frontage to public road % of actual cost P 50% 10% 50%

Maximum charge per metre $82.95 $77.73 7.77$ $85.50

- for properties with more than one frontage to public road % of actual cost for the frontage with street address P 50% 10% 50%Maximum charge per metre $82.95 $77.73 7.77$ $85.50

% of actual cost for the other frontage to public roads P 25% 10% 25%Maximum charge per metre $82.95 $77.73 7.77$ $85.50

Kerb & Gutter per metre F $80.85 $77.73 7.77$ $85.50

Footpath - owner's contribution N No Charge No Charge

Driveway Crossing:Where not provided in existing kerb P $466.20 $436.36 43.64$ $480.00Re-location in existing kerb F $880.95 $836.36 83.64$ $920.00

Hire of Council Signs & Equipment per item per day F $5.40 $5.45 0.55$ $6.00Minimum charge F $26.25 $27.27 2.73$ $30.00

Use of Truck Wash per half hour F $22.05 $22.73 2.27$ $25.00Minimum charge (1/2 hour) F $22.05 $22.73 2.27$ $25.00

Restricted Access Vehicle Route Assessment Per Km F $0.00 $500.00Plus external costs F $0.00 Cost Plus

(e.g. bridge structural assessment) 25%

PRIVATE WORKS & OTHER CHARGES (Continued) (CPI increase and new charge in accordance with new RMS Guidelines)

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

Annual ChargesVacant Land Per Annum R $31.50 $33.00 - $33.00Occupied Land - 240 Litre Bin Collection Service Per Bin Per Annum R $184.80 $195.00 - $195.00

Garbage Bins (240 litre) purchase or replacement P $122.85 $127.00 - $127.00

Oberon Rubbish TipStandard Garbage Bag F $4.00 $4.55 0.45$ $5.00Car Boot Load F $10.00 $10.00 1.00$ $11.00Box Trailer F $13.00 $13.64 1.36$ $15.00Utility type vehicle F $13.00 $13.64 1.36$ $15.00Trucks /m³ F $13.00 $13.64 1.36$ $15.00Tyre Components /m³ F $78.00 $80.00 8.00$ $88.00

Opening Fee With notice given by 4.00pm on previous working day D $76.00 $72.73 7.27$ $80.00Without notice D $160.00 $154.55 15.45$ $170.00

Animal Carcasses - sheeps/pigs F $22.00 $24.55 2.45$ $27.00Animal - offal /m³ F $40.00 $36.36 3.64$ $40.00

Animal Carcasses - large animals F $43.00 $48.18 4.82$ $53.00

Vehicle Wrecks F No Charge No Charge

Recyclable Clean Metal No Charge No Charge

Bulk Timber Waste /m³ F $28.00 $30.91 3.09$ $34.00

Boiler Ash /m³ F $108.00 $100.00 10.00$ $110.00

Asbestos Waste /tonne F $140.00 $136.36 13.64$ $150.00

SEWERAGE TREATMENT PLANTTrade Waste per k/l D $2.00 $1.91 0.19$ $2.10(Large Dischargers with Trade Waste Agreements)

Septic Effluent per k/l F $54.00 $50.91 5.09$ $56.00

(Discounted by Trade Waste Factor -TWF)

WASTE MANAGEMENT CHARGES (Additional costs are due to environmental monitoring as part of licensing requirements)

(separate quotes provided in m3 depending on density of asbestos)

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

CEMETERY CHARGESLand for grave (1.1m x 2.4m) under Right of Burial F $533.40 $500.00 50.00$ $550.00

Burial Permit- includes memorial burial (under 20 weeks gestation) F $102.90 $106.00 - $106.00

Receipt of ashes at lawn cemetery for burial - not including burial permit (includes plaque) F $135.45 $127.27 12.73$ $140.00

Interment of corpseWeekdays F $646.80 $609.09 60.91$ $670.00Saturdays & Public Holidays F $953.40 $895.45 89.55$ $985.00

Interment of infant in children's section of cemeteryUnder 6 months (including stillborn) P $113.40 $109.09 10.91$ $120.00Over 6 months (casket less than 1.1metre in length) P $193.20 $181.82 18.18$ $200.00

Plaque for Lawn CemeteryStandard F $953.40 $895.45 89.55$ $985.00Enhancements on Standard (e.g. second plaque for double depth, ceramic photographs) F Cost plus 25% 10% Cost plus

25%

Additional Charges for GraveExtra Depth F $238.35 $222.73 22.27$ $245.00Confined Site (existing monumental works) F $238.35 $222.73 22.27$ $245.00

Exhumation of corpse F $7,872.90 $7,454.55 745.45$ $8,200.00

Other Fees and ChargesProvision of a plaque on all interments in the general cemetery area F $130.20 $122.73 12.27$ $135.00

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

N $0.00 $0.00 - $0.00P $3.00 $3.00 - $3.00

Lost/Damaged Items F Cost of Item - Cost of Item

A4: Per Page P $0.30 $0.36 0.04$ $0.40A4: Double Sided P $0.45 $0.45 0.05$ $0.50A4: Colour Per Page P $1.00 $1.00 0.10$ $1.10A3: Per Page P $0.60 $0.64 0.06$ $0.70A3: Double Sided P $0.90 $0.91 0.09$ $1.00A3: Colour Per Page P $2.00 $2.00 0.20$ $2.20

Microfilm Per Page P $0.00 $0.36 0.04$ $0.40Per Hour P $0.00 $9.09 0.91$ $10.00

Per Page P $1.00 $1.00 0.10$ $1.10

Public Fax Charges ( Limit 15 pages per transmission)(a) Outgoing Faxes

Local F $2.40 $2.27 0.23$ $2.50STD F $3.60 $3.36 0.34$ $3.70International F $6.40 $5.91 0.59$ $6.50

(b) Incoming Faxes per page $2.40 $2.27 0.23$ $2.50

Internet Access and General Computer Use First Hour N No Charge No ChargePer hour thereafter P $0.00 $4.55 0.45$ $5.00

Rent per week (Linked to the Single Pensioner Rental Assistance) F $80.25 $75.14 7.51$ $82.65Rental of Lockup Garage per week F $6.40 $6.00 0.60$ $6.60

GENERAL ADMINISTRATION and COMMUNITY SERVICES

SELF-CARE UNITS (CPI increase)

LIBRARY CHARGES (mainly CPI increases, as well as new Microfilm and printer acquired by Library, and introduction of internet usage after first hour to enhance computer use)

Inter-Library Loans from Libraries other than BRLInter-Library Loans from Bathurst Regional Library (BRL)

Laminating

Photocoping/Printing

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

Oberon Not for profit Organisations Per annum P $0.00 $136.36 13.64$ $150.00Per day P $0.00 $80.00 8.00$ $88.00

Self Help Community Groups Per annum P $22.00 $20.00 2.00$ $22.00Non-Oberon LGA Not for Profit Organisations Per hour P $0.00 $10.00 1.00$ $11.00

Per day P $88.00 $80.00 8.00$ $88.00Community Centre Function Room Per hour P $11.00 $20.00 2.00$ $22.00

Per day P $88.00 $118.18 11.82$ $130.00

Community Centre Meeting and Activity Rooms Per hour P $11.00 $10.91 1.09$ $12.00Per day P $176.00 $118.18 11.82$ $130.00

Cleaning Deposit (refundable upon satisfactory cleaning after use) $110.00 $110.00 - $110.00

Wall Space - Removal & Rehang of Artworks (up to 3 months) $150.00 $136.36 13.64 $150.00

Section 603 Certificate S $70.00 $70.00 - $70.00

Section 603 Certificate - Urgent Fee Additional P $138.00 $138.00 - $138.00

Water Meter Reading Fee P $40.00 $40.00 - $40.00

Administration Fee for Refund of Certificate Fees P $16.80 $15.27 1.53$ $16.80

Council Business Papers - Postage for 12 months P $42.00 $38.18 3.82$ $42.00

Supply Rural Address Numbers P $21.60 $19.64 1.96$ $21.60

Provision of written information of a commercial nature (including property information)Information that is readily available or already extracted P $21.60 $21.60 - $21.60

Information that requires research Professional Staff Per hour F $139.00 $139.00 - $139.00

Minimum charge F $67.00 $67.00 - $67.00

Administrative Staff Per hour F $57.00 $57.00 - $57.00Minimum charge F $29.00 $29.00 - $29.00


ADMINISTRATION CHARGES

ROBERT HOOPER COMMUNITY CENTRE (new NFP contributions and reduced daily rate for CC rooms)

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

ADMINISTRATION CHARGES (continued) (CPI increase)Supply of MapInfo Map F $15.70 $15.70 - $15.70

Cheque Dishonour Fee F $31.00 $28.18 2.82$ $31.00

Debt RecoveryLodgement of Statement of Liquidated Claim F Actual Cost Actual CostService of Statement of Liquidated Claim F Actual Cost 10% Actual CostLodgement of Writ/Garnishee F Actual Cost Actual CostAdvertising F Actual Cost 10% Actual Cost


Tiger Territory - The History of Oberon Rugby League F $41.00 $37.27 3.73$ $41.00

Thematic History of Oberon by Phillip Gammel-Smith 2013/14 F $30.00 $13.64 1.36$ $15.00

Fall Hill Lookout - Transmitter Shed Useage Annual Fee F $1,518.18 151.82$ $1,670.00Electricity Useage F Actual Cost Actual Cost


(Plus Bank Fees)

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

ACCESS TO PUBLIC INFORMATIONAccess to records (GIPA Act)

Application Fee S $30.00 $30.00 - $30.00Processing Charge per hour or part thereof S $30.00 $30.00 - $30.00

Application for Internal Review (GIPA Act) S $40.00 $40.00 - $40.00

All Other RequestsApplication Fee F $39.00 $39.00 - $39.00Processing Charge per hour or part thereof F $39.00 $39.00 - $39.00

HIRE OF SOUND EQUIPMENT Bond - for all Users D $210.00 $210.00 - $210.00

Hire ChargesCommunity & Not For Profit P $0.00 $45.45 4.55$ $50.00Commercial - ½ Day P $69.00 $62.73 6.27$ $69.00

Commercial - Full Day P $139.00 $126.36 12.64$ $139.00

Hire of Lecturn $25.00 $22.73 2.27$ $25.00

NOTE: The GIPA Act provides that applicants are entitled to a 50% reduction of processing charges on financial hardship grounds or if the information required is of special benefit to the public generally.

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

Usage of ComputersCTC Clubs Per person/session P $5.40 $5.05 0.50$ $5.55

Internet access and General Computer Usage First hour No ChargePer hour thereafter P $2.70 $4.55 0.45$ $5.00

Communications/Printing


Scanning to email Per item F $2.10 $2.00 0.20$ $2.20

Public Fax Charges ( Limit 15 pages per transmission)(a) Outgoing Faxes

Local F $2.40 $2.27 0.23$ $2.50STD F $3.60 $3.36 0.34$ $3.70International F $6.40 $5.91 0.59$ $6.50

(b) Incoming Faxes Per page $2.40 $2.27 0.23$ $2.50



VISITOR INFORMATION AND COMMUNITY TECHNOLOGY CENTRE (CPI increase and introduction of internet usage after first hour to enhance computer use)

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

TrainingBy External Trainers per hour F $70.00 $63.64 6.36$ $70.00By CTC Staff per hour F $36.00 $32.73 3.27$ $36.00One to One Computer Tutoring per hour P $0.00 $13.64 1.36$ $15.00Computer Trouble Shooting per hour P $0.00 $4.55 0.45$ $5.00Updating operating systems & software on computers, tablets, phones and other devices

per hour P $0.00 $20.00 2.00$ $22.00

Venue HireNon-Oberon LGA Not for Profit Organisations Per hour P $0.00 $10.00 1.00$ $11.00

Per day P $88.00 $80.00 8.00$ $88.00Oberon Not for profit Organisations Per annum P $0.00 $136.36 13.64$ $150.00

Per day P $0.00 $80.00 8.00$ $88.00Self Help Community Groups Per annum P $22.00 $20.00 2.00$ $22.00

Training Room with Computers Per hour P $39.00 $22.73 2.27$ $25.00Per day P $170.00 $136.36 13.64$ $150.00

Training Room without Computers Per hour P $32.00 $20.00 2.00$ $22.00Per day P $142.00 $118.18 11.82$ $130.00

Meeting Room with Computers Per hour P $29.00 $22.73 2.27$ $25.00Per day P $120.00 $136.36 13.64$ $150.00

Meeting Room without Computers Per hour P $22.00 $20.00 2.00$ $22.00Per day P $90.00 $118.18 11.82$ $130.00

Conference Room with Computers Per hour P $32.00 $22.73 2.27$ $25.00Per day P $142.00 $136.36 13.64$ $150.00

Conference Room without Computers Per hour P $25.00 $20.00 2.00$ $22.00Per day P $113.00 $118.18 11.82$ $130.00

Small Office Per hour P $22.00 $20.00 2.00$ $22.00Per day P $90.00 $118.18 11.82$ $130.00

Brochure DisplaysOPTA and OBA Financial Members No charge $0.00 $0.00 - $0.00Within the LGA Per Annum $110.00 $100.00 10.00$ $110.00Outside the LGA Per Annum $165.00 $150.00 15.00$ $165.00

VISITOR INFORMATION AND COMMUNITY TECHNOLOGY CENTRE (Continued) (CPI increase, new NFP contributions, and introduction of computer repairs and tutoring)

Amount GST Total




PricingPrinciple

2013/2014Fee/Charge

DETAILS

In accordance with Office of Local Government guidelines. P - - - -

Letter of approval Per application P $0.00 $90.91 9.09$ $100.00

Road closures Per negotiation F - - - -

DISADVANTAGED TRANSPORT PROGRAM (Transport funding requirements used to guide increases)Subsidy (Client pays any amount exceeding $5.00 voucher) $5.00 fare P $1.10 $0.00 -$ $0.00

Community Transport Vehicle (Subsidised Eligible Care Car Clients)- Bathurst P $14.00 $16.36 1.64$ $18.00- Orange P $25.00 $27.27 2.73$ $30.00- Lithgow P $14.00 $16.36 1.64$ $18.00- Penrith/Westmead P $30.00 $36.36 3.64$ $40.00- Sydney/Other P $0.00 $45.45 4.55$ $50.00

Bus Hire - 57 Seat - Local (Orange to Katoomba) per bus P $5.00 (pp) $363.64 36.36$ $400.00- 57 Seat - Outside Region per bus P $5.00 (pp) $545.45 54.55$ $600.00- 24 Seat - Local (Orange to Katoomba) per bus P $5.00 (pp) $181.82 18.18$ $200.00- 24 Seat - Outside Region per bus P $5.00 (pp) $318.18 31.82$ $350.00- 21 Seat - Local (Orange to Katoomba) per bus P $5.00 (pp) $181.82 18.18$ $200.00- 21 Seat - Outside Region per bus P $5.00 (pp) $318.18 31.82$ $350.00

FILM CENTRAL NSW CHARGES

FEEDBACK SHEET – DRAFT Oberon Community Strategic Plan 2014

Public Exhibition - Submissions The DRAFT Oberon Community Strategic Plan 2014 (CSP) will be on Public Exhibition from 26 May to 23 June 2014. WRITTEN SUBMISSIONS are to be addressed to General Manager Oberon Council PO Box 84 OBERON NSW 2787 You mail email your comments to [email protected] OR Send to PO Box 84, Oberon NSW 2787 OR drop off this FEEDBACK SHEET at Oberon Library, Corner Dart St & Fleming St, Oberon Oberon Visitor Information Centre, Corner Ross St and Edith Rd, Oberon Oberon Council Administration Office at 137-139 Oberon Street, Oberon. Want to provide further comments? You can contact the Mayor or General Manager on (02) 6329 8151

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FEEDBACK SHEET – DRAFT Oberon Community Strategic Plan 2014

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The DRAFT Oberon Community Strategic Plan 2014 (CSP) will be on Public Exhibition from 26 May to 23 June 2014. Have more comments? Please attach additional pages

Documents

DRAFT Oberon CSP 2014€¦ · Draft Workforce Management Plan May 2014 51 – 76 6. Draft Road Asset Management Plan May 2014 77 – 180 7. Draft Delivery Program 2014/2015 181 –