Port Macquarie-Hastings Council 2011 - 2015 Delivery ... · 6/30/2013 · Port Macquarie-Hastings Council Delivery Program and Operational Plan end of year report as at 30 June 2013

Port Macquarie-Hastings Council

2011 - 2015 Delivery Program & 2012 - 2013 Operational Plan End of Year Report as at 30 June 2013

Port Macquarie-Hastings Council Delivery Program and Operational Plan end of year report as at 30 June 2013

A Message from the General Manager

The development of the 2012-2013 Operational Plan (OP) outlined how the organisation was to deliver outcomes for the community in line with the Community Strategic Plan (CSP). The OP focused on delivering essential services to the highest quality within the budget framework. For the financial year, the Council received approval from IPART to apply a Special Rate Variation (SRV). The first was the application of a 7.3% increase on a permanent basis that generated an additional $2.51 million in revenue. The second was the application of a 4.43% increase for five years and in addition, raised $1.7 million in revenue. Even with these increases, a deficit of $730,000 was forecast for the financial year. Stringent

financial management throughout the year resulted in the forecast deficit becoming a small surplus by year end. The SRV’s have allowed Council to concentrate on delivering a roads maintenance schedule that focused on resealing, maintenance and repairs to sealed roads together with grading and re-sheeting rural unsealed roads. The additional funds have enabled Council to deliver improvements across our road network, parks and recreation areas. The additional funds were expended in the following areas:

• Road maintenance – Reseal program $1,154,761 • Road maintenance – heavy patching program $502,062 • Road maintenance- unsealed roads program $351,444 • Parks, reserves & sporting fields maintenance $421,732 • Tree maintenance program $50,206 • Bushfire management program $20,082 • Beach safety program $10,041 Total $2,510,328

During the financial year, significant capital works have been carried out which include; King Creek Road, Ocean Drive, Pembroke Road - replacement of Saltwater Creek Bridge, Port Macquarie Airport upgrade, Burrawan Street drainage, Cairncross Waste Depot, Southern Arm water trunk main, slipping of the Hibbard Ferry and the Small Towns Sewage program were commenced or completed to deliver improved assets for the community. Completion of the All Abilities Playground in Wauchope during the year also delivers a much needed facility for youth of all ages and abilities. A similar facility is also planned for the region at Westport Park in Port Macquarie in the coming financial year. These facilities will provide long term benefits, not only for our youth, but also for the broader community. Integrated Planning and Reporting Framework continues to be a major focus for Port Macquarie-Hastings Council and is a process that, through engagement with the community enables Council to focus on delivering projects and services that the community has identified as being a higher priority.


With the newly elected Council in September 2012, development of a new Delivery Program and Operational Plan was required for the coming years. The plans were developed in consultation with the community and are focused on community assets, roads, parks, bridges and drainage. We are confident that as an organisation, we will deliver outcomes the community will value. Tony Hayward General Manager


Integrated Planning and Reporting overview The Integrated Planning and Reporting (IPR) framework was legislated by the Department of Local Government in 2009. It provides councils with a planning framework which is guided by the vision of their community. Under the framework Council prepares a long-term Community Strategic Plan and Resourcing Strategy, which encompasses the Long Term Financial Plan, Workforce Management Strategy and Asset Management Plan. These overarching documents, written in consultation with the community, local organisations and state agencies form the framework for Council’s Four Year Delivery Program and Annual Operational Plan. The four year Delivery Program details the key objectives over the four year Council term, whilst the annual Operational Plan includes activities/actions that will be undertaken in the financial year to meet the Delivery Program objectives. Reporting back to our community The 2011 - 2015 Delivery Program and 2012 - 2013 Operational Plan detailed what Council committed to deliver in working towards achieving the overall community aspirations developed in the Community Strategic Plan. It reports on the outcomes of individual targets, performance measures and provides a status review for projects undertaken within each focus area. The preferred reporting practice is to provide quarterly updates to ensure timely reporting on the progress and outcomes of the plans. This report is the final quarter, which represents the end of year report detailing the final outcomes and achievements of what has been delivered for the 2012 - 2013 financial year. In a separate attachment, the end of year outcomes against the 2012 - 2013 Works Program are also listed.


2011-2015 Delivery Program and 2012-2013 Operational Plan End of year report as at 30 June 2013

Table of Contents

Delivery Program and Operational Plan - End of year report Focus Area Ensuring good governance………………………………………………………………………………..………………………………………..…..………1 Focus Area Looking after our people………………………………………………………………………...………………………………………………….…....…….11 . Focus Area Helping our community prosper.……………………………………...………………………………...……………………………………………….…....33 Focus Area Looking after our environment…………………………………………………………………………...…………………………….………….………..…41

Focus Area Planning and providing our infrastructure……………………………………………………………………………...…………….………….…………...47

Community Strategic Plan: 1.1 Engage the community in decision making by using varied communication channels that are relevant to residents

Delivery Program Objective: 1.1.1 Use a variety of tools to engage with the community in a manner that is representative, transparent and reflected in decision making.

Operational Plan Activity 2012 - 2013

Lead Responsibility

Success Measures Target YTD Actual Comment on Progress

1.1.1.1 Undertake a review of the communication channels used for engagement of the community

Community Engagement & Planning

1. Review effectiveness of communication channels used.

1. 100% 1. 100% Achieved. A wide range of channels have been continually used to convey Council's key messages to a variety of stakeholders. Annual breakdown of channels used includes Media releases (267) E News Drops (40); Media statements (93) Printed marketing material (124); Print advertising campaigns (20) Radio advertising campaigns (15); Website unique visitors (216,118) and Social Media Posts (394), Facebook likes (1164) and Twitter followers (183).

1.1.1.2 Continue liaison and consultation with the Community Reference Group (CRG)


1. Number of CRG consultation processes undertaken

1. 2# 1. 2# Achieved. The Community Reference Group (CRG) were offered the opportunity to participate in the engagement concerning the development of the integrated planning and reporting suite of documents as well as other opportunities during the year.

Ensuring good governance Page 1

Community Strategic Plan: 1.1 Engage the community in decision making by using varied communication channels that are relevant to residents

Delivery Program Objective: 1.1.1 Use a variety of tools to engage with the community in a manner that is representative, transparent and reflected in decision making.


Lead Responsibility


2. Publish quarterly newsletter to the CRG

2. 4# 2. 4# Achieved. Electronic newsletters distributed each quarter including promoting the integrated planning and reporting engagement in April and the website and waste surveys in June. CRG membership has held steady in final quarter of 2013.

1.1.1.3 Publish weekly ‘Council Matters’ information page


1. Publish weekly ‘Council Matters’ column

1. 48# 1. 53# Achieved. Advertising page compiled and published weekly. Target has been exceeded due to some weeks requiring production of multiple pages in order to accommodate content specifically targeting Wauchope and Camden Haven residents.

1.1.1.4 Publish four (4) ‘Community Connect’ newsletters annually


1. Publish ‘Community Connect’ newsletters

1. 4# 1. 4# Achieved. Newsletters published and distributed with each of the quarterly rates notices.

Community Strategic Plan: 1.2 Create professional development opportunities and networks to support future community leaders

Delivery Program Objective: 1.2.1 Develop and implement corporate leadership practices that support the achievement of community goals


Lead Responsibility


1.2.1.1 Conduct biennial Employee Opinion Survey Employee Engagement

1. Employee Opinion Survey undertaken

1. 100% 1. 100% Achieved. Survey completed week of 16 November 2012, currently reports are being reviewed for specific and organisational actions.

1.2.1.2 Develop a centralised process for the application of attendance at conferences in line with budget centralisation

Employee Engagement

1. Conference application process implemented

1. 100% 1. 100% Achieved. Process implemented and supported via a centralised budget, System currently well supported and utilised.

1.2.1.3 Conduct skills gap analysis to plan induction, training and ongoing support services for new Councillors

Governance & Executive Services

1. Annual Councillor training plan developed

1. 100% 1. 90% Not achieved. The Councillor development plan is in draft.


Community Strategic Plan: 1.2 Create professional development opportunities and networks to support future community leaders

Delivery Program Objective: 1.2.1 Develop and implement corporate leadership practices that support the achievement of community goals


Lead Responsibility


2. Review Councillor Induction Policy

2. 100% 2. 100% Achieved. Councillor Induction Policy has been reviewed and is scheduled to be presented to the July 2013 Council Meeting.

1.2.1.4 Develop and implement a community participation strategy to allow community members optimal participation in Council decision making processes


1. Develop a 'Participation in Council Decision Making' participation strategy

1. 100% 1. 100% Achieved. In March 2013 Council adopted an Engaging and Communicating with our Community program, which has the purpose of creating opportunities for ratepayers to be further involved in Council's decision making processes.

2. Implement 'Participation in Council Decision Making' participation strategy

2. 100% 2. 100% Achieved. In March 2013 Council adopted an Engaging and Communicating with our Community program, which has the purpose of creating opportunities for ratepayers to be further involved in Council's decision making processes.

Community Strategic Plan: 1.3 Create strong partnerships between all levels of government and their agencies so that they are effective advocates for the community.

Delivery Program Objective: 1.3.1 Participate in active alliances that allows other agencies to make effective decisions that consider the needs of our community.


Lead Responsibility


1.3.1.1 PMHC to continue to participate in the Mid North Coast Group of Councils meetings and sub-alliance groups.


1. Ongoing participation in MIDROC

1. 100% 1. 100% Achieved. General Manager attendance at all scheduled General Manager Advisory Committee meetings and Mid North Coast Regional Organisation of Council Board meetings for 2012/2013.

1.3.1.2 Regular attendance by senior management at Business Network Meetings


1. Regular attendance at Business Network meetings.

1. 100% 1. 100% Achieved. Meetings with Port Macquarie Chamber of Commerce, Wauchope Chamber of Commerce, Camden Haven Chamber of Commerce and Northside Progress Association have taken place throughout the year.


Community Strategic Plan: 1.3 Create strong partnerships between all levels of government and their agencies so that they are effective advocates for the community.

Delivery Program Objective: 1.3.1 Participate in active alliances that allows other agencies to make effective decisions that consider the needs of our community.


Lead Responsibility


1.3.1.3 Senior management attendance at quarterly meetings with State and Federal Members of Parliament


1. Quarterly meetings with State and Federal members

1. 4# 1. 16# Achieved. 16 meetings have been held in total which includes meetings with the following State and Federal members: State Member for Oxley, Andrew Stoner, State Member for Port Macquarie, Leslie Williams and Federal Member for Lyne Rob Oakeshott.

Community Strategic Plan: 1.4 Demonstrate conscientious and receiptive civic leadership

Delivery Program Objective: 1.4.1 Comply with Local Government legislation, policies and agreed standards and communicate the impacts of this to the community


Lead Responsibility


1.4.1.01 Produce PMHC Annual Report in line with the legislation


1. Annual Report adopted by Council & submitted to DLG

1. 100% 1. 100% Achieved. The Annual Report for 2011/2012 was presented to the November 2012 Ordinary Council Meeting. The report is available for viewing on Council's website, hard copies have been placed in all Customer Service offices and Library Branches and a copy has also been provided to the Division of Local Government (LG Act s428).

1.4.1.02 Report progress against the Delivery Program to Council bi-annually


1. Report Delivery Program status to Council

1. 4# 1. 4# Achieved. This is the fourth quarterly report to Council on the Delivery Program for 2012-2013.

1.4.1.03 Report progress against the annual Operational Plan to Council bi-annually


1. Report Operational Plan status to Council

1. 4# 1. 4# Achieved. This is the fourth quarterly report to Council on the Operational Plan for 2012-2013.

1.4.1.04 Implement the 2012-2013 Internal Audit Plan. Governance & Executive Services

1. Implement the Internal Audit Plan

1. 100% 1. 66% Not achieved. Four (4) out of six (6) audit projects have been completed. The Asset Management Audit has been carried over to 2013-2014. Outstanding audits have been delayed due to external resourcing complications.



Delivery Program Objective: 1.4.1 Comply with Local Government legislation, policies and agreed standards and communicate the impacts of this to the community


Lead Responsibility


1.4.1.05 Develop and adopt the 2013-2014 Internal Audit Plan


1. Adoption of the 2013-2014 Internal Audit Plan

1. 100% 1. 100% Achieved. The 2013-2014 Audit Plan was adopted by the Audit Committee in May.

1.4.1.06 Review and update the Compliance Register Governance & Executive Services

1. Annual Review of Compliance Register

1. 100% 1. 100% Achieved. Annual review completed.

1.4.1.07 Ensure the Workplace Health and Safety policy. Practices and systems are current and in line with the 2012 WHS revised legislation

Employee Engagement

1. WHS policy and systems updated

1. 100% 1. 90% Achieved. All policies being updated with review plan based on urgency of change required by new WH&S legislation. PMHC compliant with new legislation.

1.4.1.08 Review of the Privacy Management Plan Governance & Executive Services

1. Review of the Privacy Management Plan

1. 100% 1. 100% Achieved. Council's Privacy Management Plan has been reviewed and is in draft, with an associated implementation plan being developed. The plan will be presented to Council in due course.

1.4.1.09 Review of Council policy register Governance & Executive Services

1. Annual Review of Council Policy Register

1. 100% 1. 100% Achieved. Annual review completed.

1.4.1.10 Conduct two (2) off-site Council meetings during 2012-2013


1. Off-site Council Meetings conducted

1. 2# 1. 3# Achieved. Off-site Council Meetings held in July and August 2012, at Wauchope and Laurieton respectively. Additionally, a third off-site Council Meeting was held at Wauchope in June 2013.

Delivery Program Objective: 1.4.2 Manage Council’s financial assets & to provide accurate, timely and reliable financial information for management purposes.


Lead Responsibility


1.4.2.1 Monitor and report on Council’s financial position

Financial Services 1. Monthly Review of Financial Position and Major Projects Report

1. 12# 1. 12# Achieved. Review of Financial Position submitted to Council each month. Major Projects report presented to Executive Team on a monthly basis.





Lead Responsibility


2. Quarterly Budget Review Statement (QBRS) to Council

2. 4# 2. 3# Not achieved. Quarterly Budget Review Statements (QBRS) covering the September 2012, December 2012 and March 2013 quarters submitted to Council in October 2012, February 2013 and April 2013 respectively. There is no requirement to complete a QBRS for the June quarter as a Annual Report is delivered.

1.4.2.2 Optimise Council’s investment returns (within policy, the Local Government Act and Regulations)

Financial Services 1. Investment return to exceed benchmark

1. 100% 1. 100% Achieved. Investment returns exceeded the benchmark each month in 2013-14.

2. Monthly Investment Report to Council

2. 11# 2. 11# Achieved. During 2012-2013 Investment Report submitted to Council for the months June 2012 to May 2013 inclusive.

3. Review Investment Policy

3. 100% 3. 100% Achieved. Investment Policy reviewed June 2013 and no amendments deemed necessary to the current policy.

1.4.2.3 Ensure all statutory financial reports and returns are completed in an accurate and timely manner

Financial Services 1. Audited Financial Statements lodged with the DLG

1. 100% 1. 100% Achieved. Audited financial statements lodged November 2012.

2. BAS, Payroll Tax, FBT return and ABS return lodged by relevant due dates

2. 100% 2. 100% Achieved. All tax and statutory returns lodged by due date. Annual FBT return lodged June 2013.

3. Financial statements prepared and audited

3. 100% 3. 100% Achieved. Annual financial statements prepared and audited September 2012.

1.4.2.4 Develop Annual Budget and update Long Term Financial Plan

Financial Services 1. 2013-2014 Budget adopted by Council

1. 100% 1. 100% Achieved. 2013-2014 budget adopted by Council June 2013.

2. Develop draft 2013-2014 Annual Budget

2. 100% 2. 100% Achieved. Draft budget developed and presented to Councillors in March 2013.

3. Table the draft 2013-2014 budget at the April 2013 Council meeting for placing on public exhibition

3. 100% 3. 100% Achieved. Draft budget adopted at April 2013 Council Meeting.





Lead Responsibility


4. Update the Long Term Financial Plan in line with the draft 2013-2014 draft budget

4. 100% 4. 100% Achieved. 2013-2023 Long Term Financial Plan updated March.

Delivery Program Objective: 1.4.3 Provide procurement, tendering and purchasing (including Store) services to the organisation


Lead Responsibility


1.4.3.1 Review current procurement processes to achieve cost savings across the organisation

Financial Services 1. Establishment a Procurement Steering Group

1. 100% 1. 100% Achieved. Two steering groups have been established. Contract Plan Working Group and the Procurement Working Group.

2. Implement the actions as listed in the procurement roadmap

2. 100% 2. 75% Not achieved. Several actions in the roadmap have been deferred to 2013-2014. The project is progressing well.

3. Review the procurement policy and procedure

3. 100% 3. 100% Achieved. Revised procurement policies and procedures adopted by Council in May 2013.

Delivery Program Objective: 1.4.4 Management of risk for Council and the community


Lead Responsibility


1.4.4.1 Review the Corporate Risk Register on a quarterly basis

Governance and Executive Services

1. Quarterly Review of the Risk Register and report results to the Audit Committee

1. 4# 1. 4# Achieved. Risk Register reported quarterly to the Audit Committee (August/November 2012, February/May 2013).

1.4.4.2 Annual review of insurance coverage Governance & Executive Services

1. Annual Review of Insurance Coverage completed and renewals in place

1. 100% 1. 100% Achieved. Annual review of insurance policies has been completed and all renewals in place for 2013-2014.



Delivery Program Objective: 1.4.5 Create a workplace that reflects Equal Employment Opportunity (EEO) principles


Lead Responsibility


1.4.5.1 Update the Human Resources System (HRS) to allow recording and reporting of Equal Employment Opportunities (EEO)

Employee Engagement

1. Update the Human Resources System

1. 100% 1. 40% Not achieved. System review delayed, however research and scoping complete.

1.4.5.2 Conduct training to ensure staff awareness of EEO and Anti Discrimination policies

Employee Engagement

1. All employees to attend Equal Employment Opportunity & Anti-Discrimination training

1. 100% 1. 90% Achieved. EEO training delivered to 90% of current staff with follow up for all new starters at induction

1.4.5.3 Ensure EEO principles are reflected in learning and development, recruitment and selection practices

Employee Engagement

1. Learning & Development Policies reviewed

1. 100% 1. 100% Achieved. All policies reviewed and in process of being endorsed, adopted and approved.

1.4.5.4 Identify and provide where possible employment and development opportunities for EEO target groups

Employee Engagement

1. Establish organisational benchmarks for Equal Employment Opportunities

1. 100% 1. 100% Achieved. Benchmarks established and data regarding current workforce being gathered to enable more accurate reporting. All new employees required to complete as part of new starter pack.

Community Strategic Plan: 1.5 Implement innovative, fact based business practices

Delivery Program Objective: 1.5.1 Efficiently address community needs with responsive front line counter and call centre customer services that meet agreed standards


Lead Responsibility


1.5.1.1 Measure customer satisaction against the Standard of Service targets every six months

Community Development

1. Customer satisfaction level to be >75%

1. 75% 1. 90% Achieved. Customer satisfaction rates remain very high in this quarter which has maintained the excellent results from the previous three quarters of this reporting year.

1.5.1.2 Provide a Duty Planner & Surveyor for customer enquiries at the Customer Service counter Monday-Thursday 8:30am – 1:00pm

Development Assessment

1. Relevant staff available at the designated times and days

1. 100% 1. 100% Achieved. Duty Planner and Surveyor available Monday to Thursday each week.



Delivery Program Objective: 1.5.1 Efficiently address community needs with responsive front line counter and call centre customer services that meet agreed standards


Lead Responsibility


1.5.1.3 Calls answered within service level agreements standards


1. 75% of calls answered within service level agreement standards.

1. 75% 1. 75% Achieved. In the last quarter of this reporting year the monthly results are April 75%, May 74%, June 76% giving a quarterly average of 75%. It is noted that in this quarter the average call length increased in April & May coinciding with changes in water restriction levels, increased storm activity and community angst re changes to bus routes and bus stops. Over the 12 months of this reporting year there was an average of 77% of calls answered within service levels. Analysis of the entire period shows the impact of the average call time on the percentage of calls answered within service standards. Those months with shorter average call times result in a higher percentage of calls handled within service levels.

2. Abandoned calls less than 3%

2. 3% 2. 2% Achieved. Consistent abandoned call rate of 2% across the fourth quarter which continues the year to date trend over this reporting year where an average of 2% of all calls were abandoned.

1.5.1.4 Undertake a review of the Customer Service Charter


1. Review of Customer Service Charter undertaken

1. 100% 1. 100% Achieved. Revised Customer Service Policy and new Customer Experience Charter have been finalised and tabled for adoption at the July 2013 Council meeting.

1.5.1.5 Undertake a review of the Complaints Management policy and procedure.


1. Review completed and changes tabled at a meeting of Council for consideration

1. 100% 1. 50% Not achieved. The Complaints Management Policy and Procedure will be reviewed once the Customer Service Policy and Customer Experience Charter have been approved at the July 2013 Council meeting.



Delivery Program Objective: 1.5.2 Provide and maintain information management system that meets user requirements


Lead Responsibility


1.5.2.1 Implementation of the TRIM document management system

Employee Engagement

1. Implementation of the TRIM document management system

1. 100% 1. 100% Achieved. TRIM is implemented now need to move on to the utilisation and transfer of data from other systems to trim.

Delivery Program Objective: 1.5.3 Ensure ratepayer value for money through continual improvement in quality and efficiency of Council services


Lead Responsibility


1.5.3.1 Ensure efficient processing of development applications, construction certificates and complying development certificates.


1. Average Complying Development Certificates processed within 7 days

1. 7d 1. 5d Achieved. 23 Complying Development Applications determined for the period, with a average net processing days of days 5 days.

2. Average Construction Certificates processed within 14 days

2. 14d 2. 15d Achieved. 104 Building Construction Certificates determined for the period, with a average net processing time of days 15 days.

3. Average Gross Development Applications processed within 90 days

3. 90d 3. 67d Achieved. 181 Development Applications determined for the period, with a average gross processing days of days 67 days (Note: does not include Section 96 Applications).

4. Median Development Applications processed within 40 days

4. 40d 4. 28d Achieved. 181 Development Applications determined for the period with a median processing days of 28 days. (Note: does not include Section 96 Applications).


Community Strategic Plan: 2.1 Create an environment and culture that allows the Port Macquarie-Hastings community to feel safe

Delivery Program Objective: 2.1.1 Provide leadership in implementing safety initiatives.


Lead Responsibility


2.1.1.1 Undertake crime risk assessments and CPTED assessments on new developments or on request


1. Assessments completed within one month of application

1. 100% 1. 100% Achieved. All crime risks assessments requested completed within specified timeframe.

2.1.1.2 Act as a consent authority for liquor licences and make assessment on liquor licence applications


1. All application processed within 14 days

1. 14d 1. 14d Achieved. All liquor consent applications processed within the appropriate time frame.

2.1.1.3 Improve existing public spaces and ensure future public spaces are safe and accessible


1. Number of interactions involving Recreation and Building & Community Development projects

1. 5# 1. 4# Not achieved. Planning meetings and support given to Recreation and Buildings to obtain funding for Smoke Free Zone signage for sporting fields and public buildings. Funding secured from Cancer Council. Signage installed on public buildings, bus shelters and Hay Street Forecourt.

2. Number of other public areas implemented as smoke free

2. 3# 2. 3# Achieved. All bus shelters, public buildings and Hay Street Forecourt are now smoke free.

3. Percentage of playgrounds implemented as smoke free

3. 100% 3. 100% Achieved. All playgrounds are smoke free.

2.1.1.4 Manage and deliver approved lifeguard services Recreation & Building

1. Deliver approved lifeguard services

1. 100% 1. 100% Achieved. Services provided at six (6) beaches until end of season 25 April 2013.

Looking after our people Page 11


Delivery Program Objective: 2.1.1 Provide leadership in implementing safety initiatives.


Lead Responsibility


2. Deliver lifeguard education programs to schools and community groups

2. 1,250# 2. 3,902# Achieved. School education program delivered to 3902 students at 21 infants/primary schools across the local government area as part of the 2012-13 Lifeguard Education Program.

Delivery Program Objective: 2.1.2 Advocate for, support and coordinate emergency management services


Lead Responsibility


2.1.2.1 Coordinate the PMH Local Emergency Management Committee

Infrastructure & Asset Management

1. Conduct quarterly Local Emergency Management Committee Meetings

1. 4# 1. 4# Achieved. Local Emergency Management Committee meeting held in the final reporting period. Overall, four have been conducted in 2012-2013.

2.1.2.2 Provide and maintain buildings for Rural Fire Service (RFS) and State Emergency Service (SES)

Recreation & Buildings

1. Condition based reports prepared for RFS & SES assets

1. 100% 1. 100% Achieved. Condition based reports have been prepared for all RFS and SES facilities.

2. Inspect RFS and SES assets

2. 100% 2. 100% Achieved. Staff attend recurrent Asset Working Group meetings with Rural Fire Service staff (RFS). Maintenance of assets undertaken on a needs basis. Significant improvements to Telegraph Point RFS building have been undertaken in 2012-2013. A Development Application has been prepared and lodged for provision of a new storage facility at RFS head quarters in Wauchope.

2.1.2.3 Coordinate the emergency disaster plan (DISPLAN)


1. Complete a review of the DISPLAN

1. 100% 1. 90% Ongoing. DISPLAN review being completed by Local Emergency Management Committee.

2.1.2.4 Implement Council actions included within the LGA Bush Fire Risk Management Plan


1. Implement Risk Management Plan actions for current financial year

1. 100% 1. 100% Achieved. Risk management plan actions being implemented.



Delivery Program Objective: 2.1.3 Implement inspection, compliance and education practices that ensure acceptable levels of public and environmental health; as well as building and fire safety standards


Lead Responsibility


2.1.3.1 Monitor and report on compliance with building standards, including fire safety requirements

Compliance 1. Annual Report ( for the 2011-2012 period ) prepared on the building & fire safety audit inspection regime

1. 100% 1. 100% Achieved. Annual Report for the 2011-2012 reporting year completed in the first quarter.

2. Percentage of Building related complaints responded to within set customer service standards.

2. 80% 2. 59% Not achieved. Due to the very large number of building complaints received in this reporting period and an increase in Swimming Pool certification necessitated by change in legislation, the optimum service standard has been difficult to achieve.

2.1.3.2 Provide Ranger and law enforcement services to achieve compliance with legislation and regulations

Compliance 1. Annual Report (for the 2011-2012 period) prepared on community compliance with legislation and regulations

1. 100% 1. 100% Achieved. Annual Report for the 2011/2012 reporting year completed in the first quarter.

2. Percentage of complaints regarding regulatory and companion animals responded to within the set customer service standards

2. 80% 2. 94% Achieved. Staff continually working to maintain above average service standards.

2.1.3.3 Advise residents on and achieve compliance with, Council’s Tree Management requirements within the Development Control Plan


1. Educational material and Delivery Program developed and implemented.

1. 100% 1. 100% Achieved. Information being provided to customers on a needs basis during this reporting period. Media release regarding approval requirements also circulated during the year.

2. Investigations undertaken in relation to all reported illegal tree works.

2. 100% 2. 100% Achieved. All reported breaches of Council's Tree Management Provisions have been investigated by staff.



Delivery Program Objective: 2.1.3 Implement inspection, compliance and education practices that ensure acceptable levels of public and environmental health; as well as building and fire safety standards


Lead Responsibility


2.1.3.4 Provide for the effective, responsible care and management of companion animals

Compliance 1. Companion Animal education programs conducted for schools and the public

1. 20# 1. 17# Not achieved. Slightly lower number of events held as a result of lower than expected school participation. Programs included School education visits, Microchipping/education days, Library visits, Local Government week and Seniors Week programs.

2.1.3.5 Undertake building and plumbing inspections to ensure compliance with relevant legislation, standards and approvals


1. Critical stage inspections carried out

1. 100% 1. 100% Achieved. 100% of critical stage inspections carried out.

2.1.3.6 Deliver water and sewer services to ensure public health and safety

Water & Sewer 1. Number of environmental issues relating to the operation of the sewer network

1. 0# 1. 4# Not achieved. Four major recorded surcharges from sewer system reported to environmental hotline during 2012-2013 as a result of significant wet weather events. A number of minor incidents also reported for precautionary purposes.

2. Number of public health issues relating to water quality

2. 0# 2. 0# Achieved. No public health issues recorded for the 2012-2013 period.

Community Strategic Plan: 2.2 Provide young people with a range of leisure activities and opportunities for personal development

Delivery Program Objective: 2.2.1 Build capacity in the community to support young people


Lead Responsibility


2.2.1.1 Coordinate and mentor the Youth Advisory Committee (YAC)


1. Training/mentoring opportunities provided

1. 4# 1. 4# Achieved. Regular YAC meetings have been held providing capacity building and skills development opportunities. These included developing and planning the 2013 Youth Week Program, applying for funding grants, and engagement processes and procedures.





Lead Responsibility


2. YAC Meetings held 2. 12# 2. 12# Achieved. Regular YAC meetings have been held during this period. YAC meetings held in Port Macquarie, Wauchope and Laurieton.

2.2.1.2 Provide a range of public programs that encourage participation and engagement for young people

Cultural Development

1. Develop and deliver school holiday workshop programs

1. 4# 1. 28# Achieved. Four (4) workshops conducted in the July School Holiday Program, six (6) workshops conducted in the October School Holiday Program and 11 workshops conducted in the January School Holiday Program. Seven (7) workshops were conducted during the April 2013 School Holiday Program. A total of 28 workshops were delivered to young people in our community through the Glasshouse School Holiday Program.

2. Hold weekend youth workshops

2. 100% 2. 100% Achieved. A total of 103 participants have engaged with weekend youth workshops in the year. This includes 52 participants in Project Creative - A 2 week program showcasing high school students artwork in the studio.

2.2.1.3 Support and facilitate youth focused events/programs


1. Evaluation of all events undertaken

1. 100% 1. 100% Achieved. Evaluations of all events and capacity building projects during the period have been undertaken and completed.

2. Youth Advisory Committee sponsored events/programs

2. 3# 2. 3# Achieved. The 2013 National Youth Week program developed and managed by the YAC was delivered on time and within budget.





Lead Responsibility


2.2.1.4 Undertake skills building activities with Aboriginal young people


1. Two (2) skills building activities undertaken

1. 100% 1. 100% Achieved. A day was held at Birpai Local Aboriginal Land Council (LALC) on the 21 March 2013. This day provided young Aboriginal women 14-18 to participate in and learn the skills of felting. Each participant created an individual square which was later combined to create a wall hanging. This wall hanging was presented to Birpai LALC for display.

2.2.1.5 Provide a range of capacity building opportunities for young people


1. Capacity building activities to be undertaken

1. 4# 1. 4# Achieved. Several capacity building activities undertaken including two seasons of the Wauchope Friday Night Youth Program.

Community Strategic Plan: 2.3 Provide medical and social services for all members of the community

Delivery Program Objective: 2.3.1 Advocate for health and social services in accordance with the Social Strategy


Lead Responsibility


2.3.1.1 Implement healthy lifestyle programs Community Development

1. Healthy lifestyle initiatives implemented

1. 2# 1. 3# Achieved. All funding requirements have been met for the Move, Eat, Live Well program. Council approved the Community Garden being located at Central Road. The Aboriginal Move, Eat, Live Well program also held a successful "Close the Gap" day at the Birpai Local Aboriginal Lands Council.

2.3.1.2 Advocate for increased social & health services i.e. housing, education, integrated transport, employment, medical and participate in the medical health network


1. Social and/or health advocacy activities undertaken

1. 2# 1. 1# Ongoing. Advocacy through the Social Strategy, Social Impact Assessments advice/evaluation for two developments projects have been undertaken during the 2012-2013 period.


Community Strategic Plan: 2.4 Develop partnerships within the community to build on existing strengths and improve areas of social disadvantage

Delivery Program Objective: 2.4.1 Work with community groups to build capacity on social justice issues


Lead Responsibility


2.4.1.1 Advocate for special needs groups in the community and develop partnerships relating to special needs groups.


1. Emerging issues addressed

1. 2# 1. 2# Achieved. Advocacy for the Homeless Persons Information and Support Centre and the issue of limiting gaming machines in local government area are being addressed.

2.4.1.2 Review the 2010-2015 Social Strategy Community Development

1. Review of the Social Strategy

1. 100% 1. 100% Achieved. A review was undertaken of the 2011-2015 Social Strategy and a new one has been developed, Public Exhibition period completed and a report submitted to the June 2013 Council for final approval.

2.4.1.3 Implement and monitor the Disability Discrimination Act Action Plan 2008-2018 subject to budgetary approval


1. Annual report of achievements for the previous financial year tabled at a Council meeting

1. 100% 1. 100% Achieved. Annual report of achievements received as a Council Report at the February Council meeting.

2. Number of strategies implemented on time and on budget

2. 100% 2. 100% Achieved. Highlights include the Dementia Program at the Glasshouse, two new wheelchair seating places in the auditorium, construction of the Lord St pedestrian refuges, construction of Wauchope all abilities playground, Lank Bain Sporting Complex construction of disability access bathroom and celebrating International Day of People with Disabilities.

3. Quarterly reports prepared for Executive Group

3. 4# 3. 4# Achieved. Three reports submitted and the annual report was also presented to Council.

2.4.1.4 Coordinate and facilitate the Access Committee Community Development

1. Access Committee Meetings held

1. 6# 1. 10# Achieved. 10 Access Committee meetings have been held.


Community Strategic Plan: 2.4 Develop partnerships within the community to build on existing strengths and improve areas of social disadvantage

Delivery Program Objective: 2.4.1 Work with community groups to build capacity on social justice issues


Lead Responsibility


2. Number of staff trained in Australian sign language (AUSLAN)

2. 6# 2. 10# Achieved. Staff from Council's Visitor Information Centre, Customer Service Centre, Libraries, Event Coordinator and Aged & Disability Officer training in Auslan sign language to communicate with our deaf community.

2.4.1.5 Work with the Bearlay Interagency to identify and prioritise strategies in the Aboriginal Reconciliation Action Plan 2008-2012


1. By the 31st August 2012, identify the Reconciliation action Plan strategies to be implemented in 2012-2013

1. 100% 1. 100% Ongoing. A report of achievements against the PMHC Aboriginal Reconciliation Action Plan 2008 - 2012 was presented to the December Bearlay Interagency Meeting and to the December 2012 Council Meeting. This forms the basis for the discussion with the community on the development of the 2013 - 2017 Aboriginal Reconciliation Strategy.

2. Implementation of the identified Reconciliation Action Plan Strategies

2. 100% 2. 100% Ongoing. Working with Bearlay Interagency to develop a framework for the new Aboriginal Reconciliation Strategy. Community engagement will be conducted during NAIDOC Week Family Fun Day.

2.4.1.6 Review and implement the 2013-2018 Aboriginal Reconciliation Action Plan


1. Aboriginal Reconciliation Action Plan reviewed

1. 100% 1. 100% Achieved. Review of the Aboriginal Reconciliation Action Plan was finalised during this quarter and a copy provided to the Bearlay Interagency. A report was provided to Council.

2.4.1.7 Coordinate community development funding programs


1. 15 Community grants provided in accordance with the community grants program guidelines, within approved budgets and within designated timeframes.

1. 100% 1. 100% Achieved. Community Grants were approved for the 2012-13 period.


Community Strategic Plan: 2.5 Create events and activities that promote interaction and education

Delivery Program Objective: 2.5.1 Provide sponsorship and expertise to community groups coordinating social and community events


Lead Responsibility


2.5.1.01 Seniors Week program developed and implemented


1. Seniors week program developed

1. 100% 1. 100% Achieved. The inaugural Port Macquarie-Hastings Council Seniors Lifestyle Expo was delivered on 18 March at Panthers with 76 information stalls, 25 free workshops and seniors entertainment. The event was a hit and very popular with seniors. The Young at Heart Seniors Short Film Festival was successfully delivered on 22 March with the Glasshouse.

2.5.1.02 Evaluate the Seniors Week programs for participation rates and activities supported


1. Evaluation of Seniors Week undertaken

1. 100% 1. 100% Achieved. 95% of stallholders completed a survey with overwhelming majority supporting Expo to be an annual event. The Seniors Working Group and Panthers Venue Manager provided indepth evaluation of the event.

2.5.1.03 NAIDOC Week program developed and implemented


1. NAIDOC Week program implemented

1. 100% 1. 100% Achieved. A very successful NAIDOC week calendar of events was held in July 2012.

2.5.1.04 Evaluate the NAIDOC Week programs for participation rates and activities supported


1. Evaluation undertaken

1. 100% 1. 100% Achieved. Evaluation of NAIDOC week has now been completed in conjunction with the Bearlay Interagency sub-committee.

2.5.1.05 Reconciliation Week program of activities developed and implemented


1. Reconciliation Week program implemented

1. 100% 1. 100% Achieved. Comprehensive program was delivered including a community walk and an exhibition at the Glasshouse Regional Gallery and short film program presented.





Lead Responsibility


2.5.1.06 Evaluate the Reconciliation Week programs for participation rates and activities supported


1. Evaluation of Reconciliation Week undertaken

1. 100% 1. 100% Achieved. Developed a nine week program of events in collaboration with the Glasshouse "Lets Talk Recognition" which provided a focus on Indigenous arts & culture. Reconciliation Walk held on 26 May 2013 which saw over 200 participants involved in the walk. Public Art Water Trail Bus Tour involving 30 Aboriginal people including Elders attended this event and Free Film Screening of Mabo where approx 30 people attended this event.

2.5.1.07 Develop and implement a program of activities for the International Day for People with a Disability (IDPwD)


1. IDPwD program implemented

1. 100% 1. 100% Achieved. Two events celebrated International Day of People with Disability on Friday 30 November 2012. The Wheelchair Cavalcade event with Mayor and Councillors joining the Access Committee for a roll and stroll along a key unconnected route. The Bago Magic Party on the Pier disco event for young adults with a disability who also assisted in the event coordination.

2.5.1.08 Evaluate the IDPwD programs for participation rates and activities supported


1. Evaluation of IDPwD undertaken

1. 100% 1. 100% Achieved. Evaluation of the International Day of People with Disability has been undertaken with the Hastings Access Committee.

2.5.1.09 Seek grant funding to undertake an intergenerational forum for Aboriginal women for International Women’s Day if grant funding achieved


1. Grant funding application submitted

1. 100% 1. 0% Not achieved. There has been a name change formally known as the Office for Women, now known as Women NSW. No funding grant opportunities available this year.

2. Measure the event participation rate

2. 100% 2. 100% Achieved. Council assisted in organising a successful international women's day event which was held at the Birpai Local Aboriginal Lands Council. Grant funding not available this year.





Lead Responsibility


2.5.1.10 Develop and implement a program of activities for Youth week


1. Evaluation of Youth Week undertaken

1. 100% 1. 100% Achieved. A full program of activities and events was developed by the YAC - Youth Advisory Council. Over 16 events were held during Youth Week around the Hastings Region. All events were well attended. Evaluations of all the activities and events were undertaken proving the 2013 Hastings Youth Week Program was a great success

2. Youth Week program developed

2. 100% 2. 100% Achieved. The 2013 National Youth Week Program was developed and managed by the YAC. It was delivered on time and within budget. It was well attended by the Hastings community, and local young people in particular. It was the biggest and most popular Youth Week Program in recent events.

2.5.1.11 Coordinate the development of the Heritage Festival program and promotion of the festival

Community and Organisational Development

1. Evaluation of Heritage Festival Program undertaken

1. 100% 1. 0% Not achieved. To be progressed by the Museums Heritage Group.

2. Heritage Festival program developed

2. 100% 2. 100% Achieved. Program completed and distributed on time.

2.5.1.12 Deliver the annual Glasshouse Community Grants Scheme

Glasshouse 1. Community grants program advertised by May and allocated on time and within budget allocations.

1. 100% 1. 100% Achieved. Report presented to October 2012 Council meeting.



Delivery Program Objective: 2.5.2 Deliver cultural and heritage education programs


Lead Responsibility


2.5.2.1 Seek external grant funding to supplement Glasshouse resources

Glasshouse 1. Minimum of four grant applications applied for

1. 4# 1. 16# Achieved. An application was prepared for funding from the Community Energy Efficiency Program for the Gallery, however this was unsuccessful. The Playing Australia program provides funding support to assist the touring of performing arts across state and territory boundaries, where it is otherwise not commercially viable and there is a demonstrated public demand. Regional and remote touring is a priority and may include the touring of regional productions across borders. The Glasshouse Performing Arts program has received the benefit of this funding enabling productions to be presented at the Glasshouse that would not otherwise be accessible to our community. This funding offsets the cost of presenting the work to our community enabling these productions to be purchased by the Glasshouse at a lower presentation price. During the 2012-2013 period, 14 of the 18 productions were presented as a part of this program and were supported by this funding. In June 2013, an application was made for 2014 Arts NSW Annual Program Funding for the Gallery.

2.5.2.2 Implement school education programs for performing and visual artists engagements

Glasshouse 1. Number of participants in School Education Programs

1. 6,180# 1. 6,946# Achieved. A total of 6,946 participants in Education Programs occurred during 2012-2013, this represents a 15% increase on the previous period.

2. Number of School Education Programs delivered

2. 123# 2. 84# Not achieved. However, whilst the actual number of programs delivered has decreased on previous year, programs delivered were larger in size, resulting in a 15% overall growth in participants.





Lead Responsibility


2.5.2.3 Coordinate training opportunities relevant to heritage volunteers, performing and visual artists

Glasshouse 1. Number of participants (Minimum 15 participants per program)

1. 15# 1. 46# Achieved. 46 participated in the training opportunities offered.

2. Number of program opportunities

2. 2# 2. 3# Achieved. Opportunities include Nava Professional Development for Visual Artists; Arts Mid North Coast Funding for Artists and Exhibition Development Day- Djon Mundine to TAFE - Aboriginal & Cultural Arts.

2.5.2.4 Implement cultural appreciation and audience development through public programs

Glasshouse 1. Education program developed

1. 100% 1. 100% Achieved. Education Program developed and distributed to target education groups November 2012.

2. Number of participants in cultural appreciation programs

2. 311# 2. 342# Achieved. 342 events delivered during 2012-2013 including Public Programs, Disability Programs and Education Programs.

2.5.2.5 Implement professional development opportunities for artists working in the creative industries

Glasshouse 1. Development opportunities undertaken

1. 2# 1. 2# Achieved. Nava Professional Development for Visual Artists, and Drawing Workshop with Wendy Stokes.

2. Number of participants in the development opportunities (Minimum 10 participants per event)

2. 10# 2. 68# Achieved. 68 Participants in Nava and Drawing Workshops.

2.5.2.6 Engage with educational establishments to deliver relevant training opportunities for teachers and students

Glasshouse 1. Number of programs supported

1. 74# 1. 84# Achieved. 84 programs delivered during 2012-2013.

2.5.2.7 Provide support to the Hastings Museums Program


1. Number of actions delivered from the Hastings Muesums Program

1. 4# 1. 4# Achieved. Four projects completed which included Sundial, Projection window panel, Migration Heritage and review of joint pamphlet.





Lead Responsibility


2.5.2.8 Seek external grant funding to assist in the maintenance of heritage sites

Glasshouse 1. Minimum number of grant applications applied for

1. 4# 1. 2# Not achieved. Two grant applications completed during 2012-2013 period.

Community Strategic Plan: 2.6 Provide social and community infrastructure and services

Delivery Program Objective: 2.6.1 Work with rural communities to evaluate and identify needs


Lead Responsibility


2.6.1.1 Participate in the rural communities network Community Development

1. Rural network meetings

1. 6# 1. 6# Achieved. Rural Network meetings are being organised and attended. This provides a useful forum to discuss community development and halls issues in these rural communities.

Delivery Program Objective: 2.6.2 Create access to community facilities that allow a range of social, health and wellbeing activities


Lead Responsibility


2.6.2.1 Seek grant funding to sustain and improve public halls and community buildings


1. Grant applications supported for Public Halls and Community Buildings

1. 5# 1. 5# Achieved. Five grant applications have been submitted/supported.

2.6.2.2 Support S355 committees in the operation of existing community facilities


1. Attend a minimum of two S355 committee meetings per facility

1. 100% 1. 100% Achieved. S355 committee meetings have been attended as outlined in the Operational Plan.

2. Number of facilities managed/inspected annually

2. 100% 2. 100% Achieved. 100% of Council owned facilities are inspected annually and are being maintained.

3. Quarterly financial reports provided to s355 Committee

3. 100% 3. 100% Achieved. Financial reports are being provided to s355 committees as requested.





Lead Responsibility


2.6.2.3 Complete the Masterplan for the Environment and Creativity Centre (ECC)


1. Environment and Creativity Centre Masterplan completed

1. 100% 1. 50% Not achieved. Project delayed due to site constraints. DA being developed to place excess fill on the site to enable it to be incrementally site ready for future works as funding becomes available and post community engagement. ECC project report provided to November 2012 Council meeting outlining constraints on site and cost indications to Council. Second Report provided to Council in February 2013 noting the background and the constraints in detail and indicative costing.

2.6.2.4 Work with the community on the Headspace initiative to support its implementation in the local government area


1. Relevant Headspace initiative meetings attended

1. 100% 1. 100% Achieved. Council staff have been working closely with the Headspace Port Macquarie to assist with its establishment and ongoing operations. Council is part of the Consortium supporting Headspace Port Macquarie and has attended all of the relevant meetings.

2.6.2.5 Undertake Social Impact Assessments on relevant Development Applications


1. Assessments analysed within 30 days of receipt

1. 100% 1. 95% Achieved. The majority of Social Impact Assessments were undertaken within the service target and there are no outstanding social impact assessments at end of year.

2.6.2.6 Develop & implement accessible public programs that encourage participation and engagement in the arts for people with a disability/socially disadvantaged groups


1. Accessible Public Programs implemented

1. 2# 1. 2# Achieved. Two public programs includin the Access Mobility Map showcasing disability friendly navigation for the Wauchope, Laurieton and Port Macquarie townships and Yellow Brick Road which received a $21,000 grant.





Lead Responsibility


2. Minimum number of 10 participants in each program

2. 10# 2. 22# Achieved. Art & Alzheimers Program run over the year with over 270 participants (although less than 10 participants attend each session, participation averages over 22 per month on average). Creatability Mental Health Workshops delivered in the first quarter as a pilot program with 12 participants.

2.6.2.7 Provide access to Glasshouse facilities through venue hire opportunities


1. Number of community hire groups

1. 10# 1. 25# Achieved. Council has adopted a tiered pricing structure with the provision of a 40% discount to eligible community groups to encourage community use of the Glasshouse. The Glasshouse has been hired on 25 occasions by community groups.

Delivery Program Objective: 2.6.3 Provide a range of cemetery and crematorium facilities and services in a sustainable manner


Lead Responsibility


2.6.3.1 Deliver crematorium and cemetery services and facilities within budget

Commercial & Business Services

1. Services are delivered within budget

1. 100% 1. 100% Achieved. Crematorium and Cemetery services and facilities delivered within budget.

2.6.3.2 Provide perpetual maintenance in cemeteries according to adopted service standards

Commercial & Business Services

1. Undertake maintenance schedule

1. 100% 1. 100% Achieved. Maintenance schedule remained on target throughout the year and schedule for 2012-2013 is completed.


Community Strategic Plan: 2.7 Empower the community to be active and involved in community life

Delivery Program Objective: 2.7.1 Encourage and build capacity for community groups to be active and self sustaining


Lead Responsibility


2.7.1.1 Develop & implement volunteer policy and programs for Council facilities


1. Number of volunteers

1. 380# 1. 519# Achieved. Council has a strong base of volunteers working across a range of areas including the Library, Glasshouse, Landcare and environment projects, tourism and events, and Community and Sporting facilities.

2.7.1.2 Offer NSW Sport & Recreation capacity building programs


1. Training programs offered within the Local Government Area

1. 2# 1. 0# Not achieved. There has been little demand from the sporting community for additional training requirements this year.

2.7.1.3 Build capacity within community and cultural groups by working with these groups to access grant funding


1. Number of community, sporting, cultural and recreational groups given support/assistance

1. 100% 1. 100% Achieved. Community groups continue to receive information.

2.7.1.4 Facilitate access to open spaces and Council recreation facilities for community events


1. Number of events utilising Council open spaces and facilities

1. 344# 1. 447# Achieved. A total of 447 event/ceremony applications were approved during the 2012-2013 period.

Community Strategic Plan: 2.8 Promote cultural and artistic expression

Delivery Program Objective: 2.8.1 Implement arts and cultural programs that engage the community and deliver a range of high quality performing and visual arts and cultural development services.


Lead Responsibility


2.8.1.01 Develop and implement an artistic and cultural program which supports best arts practice in line with state and national arts industry bodies

Glasshouse 1. Number of participants

1. 125,000# 1. 93,196# Not achieved. Reduction in Gallery visitation is partially due to some lengthy exhibition change-overs in the period. In the prior period, the Gallery also presented Art Express which was a high profile exhibition with high visitation and as content in exhibitions can vary significantly, visitation can vary from year to year.





Lead Responsibility


2. Number of programs delivered

2. 420# 2. 401# Not achieved. A total of 401 programs including Performing Arts, Public Programs, Education and Gallery Exhibitions have been delivered during the 2012-2013 period at the Glasshouse.

2.8.1.02 Build and develop links with the local community, business networks, regional and national government bodies to deliver cultural program

Glasshouse 1. Evaluation feedback obtained (80% satisfaction)

1. 80% 1. 100% Achieved. Public programs feedback form indicated 100% would recommend the program to others.

2. Number of community groups worked with and number of attendees

2. 55# 2. 32# Not achieved. Council has resolved to implement a tiered pricing structure to enable a 40% discount to be applied to eligible community groups to encourage community use of the Glasshouse.

2.8.1.03 Manage Council art and heritage collection including acquisition, cataloguing and conservation

Glasshouse 1. Ensure all works are included in the gallery collection catalogue and online

1. 100% 1. 100% Achieved. The basic Collection catalogue is up to date. The Gordon Darling grant activities involves the whole Collection being professionally photographed.

2. Number of times works from the Council’s art collection exhibited in Glasshouse during 2012-2013

2. 4# 2. 4# Achieved. Council's Collection has been exhibited four times, specifically continuous Foyer Displays, Fun with Colour (Dec-Feb); Hand Picked (Jan-Mar) and Works on Paper from the Collection (May-July).

2.8.1.04 Develop an annual exhibition program that shows a diverse mix of contemporary art

Glasshouse 1. Six Annual Exhibitions

1. 6# 1. 23# Achieved. A total of 23 exhibitions have occurred during the 2012-2013 period.

2.8.1.05 Develop and deliver a heritage program based on the history of the Glasshouse site & local area

Glasshouse 1. Heritage Programs implemented

1. 2# 1. 2# Achieved. Stage 1 of Audio-Visual Interpretation Project completed; and Exterior Projections onto the Glasshouse wall also completed.

2. Minimum participants in the heritage programs

2. 250# 2. 328# Achieved. 328 Participants in the Public Programs associated with Of Love and War.





Lead Responsibility


2.8.1.06 Contribute to the exhibition program with heritage content

Glasshouse 1. Two Heritage exhibitions

1. 2# 1. 2# Achieved. Of Love and War presented during August-September 2012 and Vintage The Lost Works of Max Dupain presented during March-April 2013.

2.8.1.07 Develop and deliver an annual professional performing arts season

Glasshouse 1. Theatre programs performed

1. 12# 1. 37# Achieved. 37 shows have been presented by the Glasshouse over the 2012-2013 period.

2.8.1.08 Promote participation and engagement of arts and cultural activities through marketing strategy

Glasshouse 1. Attendance at events increased

1. 3% 1. 0% Not achieved. Data is not currently available to measure this target.

2. Public relations value received

2. 3% 2. 0% Not achieved. Data is not currently available to measure this target.

3. Website visitation 3. 74,124# 3. 81,540# Achieved. Website received a total of 81,540 visits during the 2012-2013 period. A significant spike in website traffic was experienced in June predominantly due to several high profile shows.

2.8.1.09 Implement Glasshouse business plan focussing on catering, retail, visitor services, conferencing, visitations and increase revenue streams

Glasshouse 1. Increase retail and catering turnover

1. 3% 1. 0% Not achieved. The Management Rights for Food & Beverage Services is now outsourced following a resolution of Council at the November Ordinary Council Meeting, which accepting the tender from Qsine Group Pty Ltd for the Management Rights for Food and Beverage Services at the Glasshouse. Qsine commenced operation at the Glasshouse in mid January 2013.

2. Number of conferences

2. 3% 2. 43% Achieved. The number of commercial events (including conferences) has increased by 43% on the previous period.

3. Number of visitations 3. 3% 3. 0% Not achieved. Data is not currently available to measure this target (overall Glasshouse visitation).





Lead Responsibility


4. Revenue 4. 3% 4. 6% Achieved. Revenue from Commercial Hire has increased by 5.6% on the previous financial year period.

2.8.1.10 Provide venue hire opportunities that support cultural and artistic expression

Glasshouse 1. Number of commercial hirers

1. 10# 1. 63# Achieved. A total of 63 commercial hirers have hired the Glasshouse in the period 1 July to 30 June 2013.

2. Number of community hirers

2. 10# 2. 25# Achieved. A total of 25 community events have been held at the Glasshouse in the period 1 July to 30 June 2013.

2.8.1.11 Provide ticketing and box office services to the Glasshouse

Glasshouse 1. Increase revenue from ticket sales

1. $118,150 1. $117,822 Achieved. Ticketing revenue for the period 1 July 2012 to 30 June 2013 was $117,822 and is within targeted range.

2. Number of external ticketed events

2. 7# 2. 6# Not achieved. Six external separate events have engaged the Glasshouse for external ticketing services (noting that these events have multiple performances).

3. Number of tickets sold

3. 59,250# 3. 50,432# Not achieved. However, ticket sales were consistent compared to the same period last year.

2.8.1.12 Develop partnerships with leading cultural organisations to enhance existing arts and cultural programs

Glasshouse 1. New partnerships developed

1. 2# 1. 2# Achieved. Partnerships entered into with Nava and Accessible Arts North Coast.

Community Strategic Plan: 2.9 Promote a healthy lifestyle, through education, support networks and facilities

Delivery Program Objective: 2.9.1 Provide a range of sporting and recreational opportunities


Lead Responsibility


2.9.1.1 Conduct promotional activities to encourage the use of aquatic facilities, boat ramps, wharves and jetties


1. Promotional activity undertaken

1. 1# 1. 2# Achieved. Promotion of McInherney Park and North Haven boat ramp and pontoon improvement programs have been undertaken during this financial year.



Delivery Program Objective: 2.9.1 Provide a range of sporting and recreational opportunities


Lead Responsibility


2.9.1.2 Conduct promotional activities to encourage the use of sports grounds, beaches, parks, playgrounds, reserves, picnic areas, skate parks, amenities, and dog leash free areas.


1. Promotional activity undertaken

1. 1# 1. 4# Achieved. Beach safety/Lifeguard Patrols were the subject of an ongoing media campaign between September 2012 and April 2013. Media releases associated with new facilities including the Bain Park Accessible Playground and public amenities at North Shore aimed to increase public usage of open space facilities. Council has also financially supported free skateboard coaching clinics for the community at facilities across the LGA during 2012/13.

2.9.1.3 Administer the PMHC Sporting Fund Community Development

1. Report on the Sporting Funds activities for 2011/2012

1. 100% 1. 100% Achieved. Report on the annual activities of the Port Macquarie-Hastings Sporting Fund was presented at the September 2012 Council Meeting.

Delivery Program Objective: 2.9.2 Provide library services in PMQ, Laurieton & Wauchope


Lead Responsibility


2.9.2.1 Provide library programs and lending services across the LGA


1. Circulation figures within 10% of previous year

1. 785,004# 1. 781,171# Achieved. Figure is within 10% of target.

2. Minimum of 20 activities per quarter

2. 20# 2. 318# Achieved. Regular programs at all three libraries.

3. Visits within 10% of previous years

3. 413,904# 3. 410,081# Achieved. Visits within 10% of previous year.

2.9.2.2 Commence planning for Library services at Thrumster


1. Thrumster library plan completed

1. 100% 1. 100% Achieved.

2.9.2.3 Develop and explore the concept of a mobile library service


1. Concept developed 1. 100% 1. 100% Achieved. Literacy Van has been running for two terms, visiting eight schools on a fortnightly roster.

2.9.2.4 Review the Collection Development Policy (CDP) annually


1. CDP reviewed 1. 100% 1. 100% Achieved. CDP review completed in the second quarter of the 2012-2013 period.



Delivery Program Objective: 2.9.2 Provide library services in PMQ, Laurieton & Wauchope


Lead Responsibility


2. Public access to internet supplied.

2. 100% 2. 100% Achieved. Internet access and Wi-Fi available at three libraries.

3. Reference Databases provided.

3. 15# 3. 15# Achieved. Database subscriptions renewed.

2.9.2.5 Seek external grant funding to supplement library resources


1. New grant applications submitted

1. 1# 1. 2# Achieved. However submitted grant application was unsuccessful.

2.9.2.6 Promote 2012 as the National Year of Reading including placement of books at the Glasshouse


1. 2% increase in Library membership

1. 30,793# 1. 30,359# Not achieved. However, figures are within 10% of target.

2. Branded activities with a minimum of 50 participants

2. 2# 2. 3# Achieved. Target reached in the second quarter of the 2012-2013 period.

Delivery Program Objective: 2.9.3 Plan and provide innovative Library Services that cater for new technology and growth areas


Lead Responsibility


2.9.3.1 Continue to phase in E books Community Development

1. E-books utilisation rates in 2012/13

1. 80% 1. 80% Achieved. E-book collection has been increased.


Community Strategic Plan: 3.1 Create opportunities for lifelong learning and skill enhancement with availability of a broad range of education and training facilities

Delivery Program Objective: 3.1.1 Investigate and plan for expansion of the higher education industry


Lead Responsibility


3.1.1.1 Continue to work with Universities and North Coast TAFE to achieve outcomes

Economic Development

1. Continued participation in discussions between Universities and TAFE

1. 100% 1. 100% Ongoing. Discussions have been held with seven universities regarding the future of the Mid North Coast University Portal, and future funding commitments from the universities. Council has project managed the Mid North Coast University Portal since its inception. A review of the outcomes of the project is now taking place with the various stakeholders and the contractor to determine next steps. The Mid North Coast Tertiary Work Placement Program (Brolga Project) is now complete with a few students completing placements into July. A Steering Committee was formed to work with the Contractor and Council to achieve the required outcomes. Council also participates in the Hastings Education & Skills Forum.

Helping our community prosper Page 33

Community Strategic Plan: 3.2 Promote and support an increase in business capacity in order to generate ongoing economic growth

Delivery Program Objective: 3.2.1 Implement and evaluate support programs that assist the growth of existing business


Lead Responsibility


3.2.1.1 Undertake a review of the Peer Solutions and Business Visitation Programs to ensure they continue to meet industry demands


1. Review undertaken 1. 100% 1. 100% Ongoing. The Peer Solutions Program has been transferred over to the Edmund Barton Centre to manage. The decision to move the Peer Solutions Program involved extensive consultation with all three Peer Solutions groups. The Business Visitation Program is on hold pending the development of an overarching Economic Development Strategy; however business visitation continues to occur on an ad hoc basis.

3.2.1.2 Provide two (2) professional development opportunities for tourism industry businesses

Tourism & Events 1. Professional development opportunities undertaken

1. 2# 1. 2# Achieved. A one day Business Tourism Communications workshop was organised for industry. Also working together with North Coast Destination Network we coordinated a stakeholder engagement workshop for the North Coast Destination Management Plan. This gave our industry and operators the opportunity to discuss and brainstorm destination management issues through a formal workshop process.

3.2.1.3 Provide four (4) training opportunities for tourism industry businesses

Tourism & Events 1. Training opportunities undertaken

1. 4# 1. 4# Achieved. Four training opportunities were provided to industry and partners during the 2012-2013 financial year. These workshops included; Generating Profitable Ideas, Public Relations, Social Media and Tourism Awards.


Community Strategic Plan: 3.2 Promote and support an increase in business capacity in order to generate ongoing economic growth

Delivery Program Objective: 3.2.1 Implement and evaluate support programs that assist the growth of existing business


Lead Responsibility


3.2.1.4 Undertake a review of the Customer Care program


1. Review undertaken and completed

1. 100% 1. 100% Ongoing. A survey of Customer Care (CC) businesses conducted in 2011 revealed a decrease in program participation by 72% since the $100 annual membership fee was introduced (from 386 endorsed businesses to 140 as of October 2012). General feedback on the program is mixed, with many businesses citing inadequate value for money in their membership investment. Better/more promotion of their business, reinforcing the customer care brand to customers, and more networking events were seen as the key priorities for members. While the "mystery shopping" concept was ranked highly by members, the contracted company for this project had their agreement with Council terminated due to quality assurance issues. This was the result of numerous complaints being received by Council from Customer Care businesses. A Communications and Marketing plan for this program has been finalised. This was presented to the CC task force at the end of 2012.

Delivery Program Objective: 3.2.2 Facilitate growth in retail and commercial business through the provision of appropriately zoned land


Lead Responsibility


3.2.2.1 Prepare a Development Control Plan for Wauchope town centre

Strategic Land Use Planning

1. Completion of area specific Development Conrtol Plan (DCP) provisions

1. 100% 1. 90% Ongoing. Exhibition of draft DCP completed. Report to Council in July 2013.


Community Strategic Plan: 3.3 Expand tourism business opportunities and benefits through collaborative planning and promotion

Delivery Program Objective: 3.3.1 Maximise economic and therefore positive tourism impact, of major conferences and events


Lead Responsibility


3.3.1.1 Develop a major events strategy Tourism & Events 1. Strategy developed 1. 100% 1. 100% Ongoing. The draft major events strategy is complete. It has been provided to Councillors to review and provide feedback.

3.3.1.2 Implement the major events strategy Tourism & Events 1. Major events strategy implemented

1. 100% 1. 100% Ongoing. The major events strategy is complete and has been reviewed by the Executive Group and Councillors. It has also been circulated to the Greater Port Macquarie Tourism Association for comment and feedback. Some inclusions, amendments and updates will be required to rework this strategy. This is currently being worked through by the Events Manager. However a Sponsorship Matrix has been developed to assist with processing event applications, as per the recommendations.



Delivery Program Objective: 3.3.2 Produce a long term tourism industry strategy that guides market development, investment and infrastructure, in public and private sectors


Lead Responsibility


3.3.2.1 Draft a Tourism Development Plan 2012-2016 which will identify strategies to grow the tourism sector

Tourism & Events 1. Tourism Development Plan drafted and implemented

1. 100% 1. 25% Not achieved. The Tourism Development Plan was 'on hold' until the Tourism and Economic Development review was completed and the outcomes of the review known. However, as a result of state funding requirements a Destination Management Plan is being developed. This document is a new state government requirement and a pre-requisite for accessing state and federal funding. The purpose of the document is to take a holistic look at tourism in the region and involves extensive stakeholder engagement. This process has been initiated and consultants appointed. Workshops will commence within the next month.



Delivery Program Objective: 3.3.3 Implement innovative and effective strategies that position Greater Port Macquarie as a distinct and competitive tourism destination


Lead Responsibility


3.3.3.1 Undertake destination advertising and promotions to increase awareness in target markets

Tourism & Events 1. Increase of 3% in annual nights

1. 3% 1. -7% Not achieved. By year end March 2013 Greater Port Macquarie market share of total visitor nights (domestic and international visitor nights) declined by 7% compared to the same time last year. In March 2013 Greater Port Macquarie achieved 2.7 million nights compared to 2.9 million nights in March 2012. The % change in nights vs year end March 2012 is not statistically significant; however, it is one of the lower estimates for a few years. This indicator is one to watch and address where possible. This decrease can be largely attributed to the decrease in domestic overnight visitors, this is supported by a corresponding increase in domestic day visitors.

2. Increase of 3% in annual visitor numbers

2. 3% 2. 6% Achieved. In March 2013 Greater Port Macquarie (GPM) total visitor numbers (domestic and international) increased by 6% compared to the same time last year. This was chiefly due to a significant increases in domestic day visitors and international overnight visitors. 1.6 million Visitors came to GPM in March 2013. This figure highlights a growing trend of domestic day visitors accessing regional hub services and also the emerging importance of international travellers. This international increase may also be a result of concerted collaborative marketing efforts to attract international visitation.



Delivery Program Objective: 3.3.3 Implement innovative and effective strategies that position Greater Port Macquarie as a distinct and competitive tourism destination


Lead Responsibility


3.3.3.2 Develop and implement targeted campaigns that prompt a call to action

Tourism & Events 1. Increase market share of Mid North Coast and regional NSW tourism by 2% (noting that the current market share is 24%)

1. 2% 1. -2% Not achieved. The latest National Visitor Survey Data for year end March 2013 indicates Greater Port Macquarie has achieved 22% of the market share of the Mid North Coast Region - 2% less than last year. However, in a challenging marketplace that is flat overall, this data change versus year end March 2012 is not statistically significant.

3.3.3.3 Increase industry and corporate partnerships through development of a marketing prospectus

Tourism & Events 1. Increase financial contribution by 5% to the GPM Partnership Program over 2011-2012

1. 5% 1. 30% Achieved. Membership to the Tourism and Events Program was finalised in October 2012. To date $166K in memberships has been secured, which represents a 30% increase compared to last financial year.

2. Increase industry memberships

2. 155# 2. 213# Achieved. 213 businesses have signed up to the Partnership Program Agreement. This represented an increase of 60 operators that joined the Partnership Program for 2012-2013 as compared to 153 in the 2011-2012 financial year.

Community Strategic Plan: 3.4 Maximise innovation and economic competitiveness by providing high quality communication technology throughout the Port Macquarie-Hastings region.

Delivery Program Objective: 3.4.1 Advocate and lobby government for increased broadband capacity


Lead Responsibility


3.4.1.1 Proactive seek Government funding support for increased broadband capacity across the LGA

Commercial and Business Services

1. Seek Government funding support

1. 100% 1. 0% Not achieved. No funding support yet provided. NBN rollout not scheduled for Port Macquarie for another 3 years.


Community Strategic Plan: 3.5 Target and encourage business enterprise by providing favourable business conditions including infrastructure and transport options.

Delivery Program Objective: 3.5.1 Develop, manage and maintain Port Macquarie Airport as a key component of the regional transport network and continue to grow the airport’s contribution to the regional economy


Lead Responsibility


3.5.1.1 Continue to facilitate a range of regular public transport (RPT) airline services at Port Macquarie Airport


1. Increase in aircraft numbers

1. 5,500# 1. 5,400# Not achieved. Data based on statistics available from the Avdata reporting system and is close to target.

2. Increase in passenger numbers

2. 235,000# 2. 227,271# Not achieved. The result does however represent a 1.9% increase on the 2011-12 financial year period.

3.5.1.2 Completion of Stage 1 upgrade works at the airport (subject to regulatory approval)


1. Completion of Stage 1 of upgrade works

1. 100% 1. 75% Not achieved. The project has been delayed due to wet weather since the start of the project in January 2013. The project is due for completion in September 2013.

Delivery Program Objective: 3.5.2 To facilitate a range of high quality, safe and competitive commercial transport services


Lead Responsibility


3.5.2.1 Complete the development of a Transport Strategy for the local government area

Technical Services

1. Completion of the Transport Strategy

1. 100% 1. 20% Not achieved. Delayed due to Transport & Traffic resource shortages. Project being undertaken as an operational activity by Council staff in the absence of capital budget. Will carry over to 2013/14.

Delivery Program Objective: 3.5.3 Identify new businesses or industries that will provide benefit to the region in longer term and create relevant support initiatives


Lead Responsibility


3.5.3.1 Review of the Economic Development Strategy (Business Plan) & Economic Development Programs


1. Reviews undertaken 1. 100% 1. 0% Not commenced. An Economic Development Steering Group has been appointed and will assist Council in the development of an overarching Economic Development Strategy and action items.


Community Strategic Plan: 4.1 Protect and restore natural areas

Delivery Program Objective: 4.1.1 Implement a range of proactive programs for the environmental management of Council and privately owned land and waterways


Lead Responsibility


4.1.1.1 Carry out weed management program according to the Mid North Coast Invasive Plant Species Strategy 2012

Environmental Services

1. Annual invasive species target met: 250ha of land treated for invasive weeds

1. 250# 1. 619# Achieved. Target exceeded.

2. Annual invasive species target met: 800klm of weed incursion pathways treated

2. 800# 2. 1,555# Achieved. Target exceeded.

3. Annual invasive species target met: 300 properties inspected for invasive weeds

3. 300# 3. 796# Achieved. Target exceeded.

4. Annual invasive species target met: All plant nurseries in the LGA inspected for invasive weeds

4. 100% 4. 100% Achieved.

4.1.1.2 Implement funding support initiatives for Landcare and Dunecare Programs within allocated budget amounts


1. 100% of budgeted funding provided

1. 100% 1. 100% Achieved.

4.1.1.3 Undertake feral animal control activity on Council controlled land


1. Feral animal control undertaken on two Council sites

1. 2# 1. 5# Achieved. Control being undertaken on five sites.

Looking after our environment Page 41

Community Strategic Plan: 4.1 Protect and restore natural areas

Delivery Program Objective: 4.1.1 Implement a range of proactive programs for the environmental management of Council and privately owned land and waterways


Lead Responsibility


4.1.1.4 Prepare the Hastings River Floodplain Risk Management Plan


1. Management plan completed

1. 100% 1. 90% Ongoing. Draft Floodplain Risk Management Plan prepared. Draft to be exhibited.

4.1.1.5 Complete construction of Stage 1 of the Dunbogan Flood Access


1. Construction completed

1. 100% 1. 0% Not commenced. Project delayed pending consultants redesign of works to comply with Federal Government EPBC Act.

4.1.1.6 Complete the Lake Cathie Coastal Zone Management Plan


1. Management plan completed

1. 100% 1. 90% Ongoing. Draft plan reported to Coasts and Estuary Committee. Report to Council for exhibition July 2013.

4.1.1.7 Implementation of the Riparian Restoration Works


1. Control undertaken for riparian vine weed on 70km of fresh & estuarine waterways

1. 70km 1. 70km Achieved.

4.1.1.8 Coordinate the Floodplain Management Sub Committee, and Coast and Estuaries Management Sub Committee


1. Minimum of two meetings held

1. 2# 1. 2# Achieved. Meetings held for both Committees.

Community Strategic Plan: 4.3 Implement total water cycle management practices

Delivery Program Objective: 4.3.1 Operate the sewerage system to maximum efficiency to ensure that effluent released into the environment meets acceptable quality standards


Lead Responsibility


4.3.1.1 Operate sewerage schemes to meet Environmental Protection Licences

Water and Sewer 1. Percentage of Compliance with Environmental Protection Licences collection, reporting & monitoring of data in accordance with EPL requirements

1. 100% 1. 100% Achieved. 100% compliance with environmental protection licences.

4.3.1.2 Improve effluent quality through actively investigating innovative treatment practices

Water and Sewer 1. Percentage compliance for all effluent discharge

1. 90% 1. 95% Achieved. Effluent discharged for the quarter 95.5% compliant within licence limits.


Community Strategic Plan: 4.3 Implement total water cycle management practices

Delivery Program Objective: 4.3.1 Operate the sewerage system to maximum efficiency to ensure that effluent released into the environment meets acceptable quality standards


Lead Responsibility


4.3.1.3 Indentify and monitor trade waste discharges Water and Sewer 1. Percentage compliance with Trade Waste Policy

1. 85% 1. 85% Achieved. Trade Waste inspections and compliance notices being undertaken as necessary, in excess of 85% compliance with discharge conditions.

Delivery Program Objective: 4.3.2 Increase availability and community awareness of reclaimed water and reused effluent


Lead Responsibility


4.3.2.1 Construct additional reclaimed water infrastructure in accordance with anticipated demand

Water and Sewer 1. Increase of 20 additional connections to the reclaimed water and reused effluent networks

1. 20# 1. 11# Not achieved. Four additional agreements for the period April - June 2013. Total for 2012-2013 period was 11.

4.3.2.2 Implement the WaterWise Education Program Water and Sewer 1. WaterWise program implemented

1. 100% 1. 100% Achieved. Education programs delivered to community and school groups for the period.

Delivery Program Objective: 4.3.3 Incorporate integrated water management and water sensitive urban design principles into new development areas


Lead Responsibility


4.3.3.1 Implement the Water Sensitive Urban Design (WSUD) Development Control Plan (DCP)

Water and Sewer 1. Development Control Plan provisions implemented

1. 100% 1. 100% Achieved. Developments being approved in accordance with WSUD DCP.

Delivery Program Objective: 4.3.4 Adopt water conservation practices to reduce potable water consumption


Lead Responsibility


4.3.4.1 Ensure water pricing continues to reflect the value of the resource

Water and Sewer 1. Decrease in potable water consumption per capita

1. 0% 1. 0% Ongoing. Interpretation of data inconclusive due to step 4 water restrictions for significant part of 2013.


Community Strategic Plan: 4.4 Continue to improve waste collection and recycling practices

Delivery Program Objective: 4.4.1 Reduce waste to landfill in line with NSW targets utilising appropriate education, facilities and strategies


Lead Responsibility


4.4.1.1 Prepare a Commercial and Industrial Education Strategy to encourage source separation of waste


1. Strategy completed 1. 100% 1. 75% Ongoing. Draft strategy in preparation. Business survey being undertaken as part of Midwaste Group.

4.4.1.2 Implement resident education program on waste separation


1. Percentage of municipal waste diverted from Landfill in source separation undertaken by residential customers

1. 66% 1. 61% Ongoing. Education strategy to be developed in conjunction with new waste collection contract to increase diversion rate.

Delivery Program Objective: 4.4.2 Participate in regional cooperation for effective waste management and resource recovery


Lead Responsibility


4.4.2.1 Participate in regional programs as part of the Midwaste Regional Group of Councils


1. Minimum of 6 meetings attended

1. 6# 1. 8# Achieved. Eight meetings attended. Participating in regional programs including Business Waste Project, Love Food Hate Waste and staff training.

Community Strategic Plan: 4.6 Create a culture that supports and invests in renewable energy

Delivery Program Objective: 4.6.1 Investigate and implement cost effective renewable energy generation for Council assets


Lead Responsibility


4.6.1.1 Develop a Council wide renewable energy strategy


1. Strategy Developed 1. 100% 1. 50% Ongoing. Draft strategy in preparation. Delay due to staff resource capacity.


Community Strategic Plan: 4.6 Create a culture that supports and invests in renewable energy

Delivery Program Objective: 4.6.1 Investigate and implement cost effective renewable energy generation for Council assets


Lead Responsibility


4.6.1.2 Increase the use of renewable fuels in Council plant and vehicle fleet by developing a renewable fuel strategy


1. Renewable fuel strategy developed

1. 100% 1. 0% Not commenced. It has been determined through an independent fleet review that there is no immediate value in developing a renewable fuel strategy for Council's fleet at this stage due to the fact most renewable fuels are currently very expensive. Council's light fleet generally use E10 type fuels. Council will continue to trial various bio-diesel products on our major plant as they improve and become available.

Community Strategic Plan: 4.7 Increase awareness of and plan for the preservation of local flora and fauna

Delivery Program Objective: 4.7.1 Promote the conservation of key habitats


Lead Responsibility


4.7.1.1 Prepare Koala Plan of Management (KPoM) for existing urban areas and those being considered


1. Koala Plan of Management for existing urban areas developed

1. 100% 1. 25% Ongoing. Draft koala habitat mapping completed and Koala Plan of Management scoping undertaken.

4.7.1.2 Prepare a draft Biodiversity Strategy to determine environmental priorities for conservation and restoration


1. Draft Biodiversity Strategy completed

1. 100% 1. 30% Ongoing. Project delayed due to additional work on vegetation mapping. Draft plan due for completion February 2014.

Community Strategic Plan: 4.8 Plan for and take action to minimise the impact of natural events and climate change

Delivery Program Objective: 4.8.1 Carry out a range of studies to determine the likely extent of natural events and the impact of climate change, develop relevant mitigation strategies


Lead Responsibility


4.8.1.1 Complete the climate change management strategy


1. Climate change strategy completed

1. 100% 1. 20% Ongoing. Consultants appointed to undertake sea level rise mapping. Strategy document to be prepared.


Community Strategic Plan: 4.9 Manage development outcomes to minimise the impact on the natural environment

Delivery Program Objective: 4.9.1 Strategically and financially plan for the infrastructure that will cater for population growth


Lead Responsibility


4.9.1.1 Review Council’s Development Contributions Plans


1. Plans reviewed and draft prepared

1. 100% 1. 60% Ongoing. Draft Plans in preparation. Some delay with preparation of work schedules due to staff resource capacity.

4.9.1.2 Commence review of Port Macquarie-Hastings Urban Growth Management Strategy (UGMS)


1. Complete review of Port Macquarie-Hastings Urban Growth Management Strategy (UGMS)

1. 100% 1. 100% Achieved. Review commenced in accordance with reports to Council.

Delivery Program Objective: 4.9.2 Undertake DevAss in accordance with relevant legislation


Lead Responsibility


4.9.2.1 Process Development Applications (DA) and Complying Development Certificates (CDC) in accordance with legislation

Develop Assessment

1. All applications processed in accordance with legislation.

1. 100% 1. 100% Achieved. Applications processed in accordance with legislation.

2. Number of successful legal challenges relating to process errors.

2. 0# 2. 0# Achieved. Development Application auditing identified no errors in processing during 2012-2013 period.

Delivery Program Objective: 4.9.3 Implement and maintain a transparent DevAss process


Lead Responsibility


4.9.3.1 Ensure the Development Assessment Panel (DAP) operates in accordance with their Charter and all applications are accurately determined.


1. Number of successful legal appeals relating to process errors.

1. 0# 1. 0# Achieved. No appeals have been recorded for the 2012-2013 period.

4.9.3.2 Coordinate pre-lodgement meetings including providing an accurate record of meetings to the applicants.


1. Record of meetings provided to applicants within seven days of the meeting

1. 7d 1. 5d Achieved. Average processing time of 5.5 days. In total, 58 applications have been determined for the 2012-2013 period.


Community Strategic Plan: 5.1 Create and maintain an integrated roads and transport system that eases access between population centres and services

Delivery Program Objective: 5.1.1 Plan, investigate and design for the delivery of Road and Transport assets


Lead Responsibility


5.1.1.1 Complete surveys and engineering designs for the delivery of road and transport infrastructure works

Technical Services

1. Surveys and Designs are completed ahead of Construction Scheduling

1. 100% 1. 46% Ongoing. 46 scheduled transport designs estimated construction value $67.7 million, 21 were 100% complete, Six (6) > 75% complete, four (4) > 50% complete , three (3) < 50% complete. Delays in design delivery are mainly due to scope changes, unexpected extent of agency/community consultations, environmental investigations and limited control of design consultants resourcing. Whilst 100% target has not been achieved, all designs have progressed with 3 out 46 programmed designs less than 50% complete.

2. Surveys and Designs are completed within approved budgets

2. 100% 2. 100% Achieved. Design cost estimate $2.74 million, available budget $ 2.2 million actual costs to date $1.8 million.

5.1.1.2 Complete land surveys and legal requirements for all road openings and closures

Technical Services

1. Land surveys registered and titles exchanged.

1. 100% 1. 100% Achieved. Completed for all surveys required as part of Council programed roadworks.

5.1.1.3 Port Macquarie Link Road - monitor the number of traffic related Koala kills or serious injuries within the area of works

Technical Services

1. Nil incidents of Koala kills or injuries

1. 0# 1. 0# Achieved. Nil incidents of Koala kills reported within Link Road corridor. Monitoring of incidents will continue for 2013-2014.

Planning and providing our infrastructure Page 47


Delivery Program Objective: 5.1.1 Plan, investigate and design for the delivery of Road and Transport assets


Lead Responsibility


5.1.1.4 Monitor the presence of Koala’s in the Link Road area

Technical Services

1. Koala numbers monitored within planted corridors.

1. 100% 1. 0% Not commenced. Project deferred to 2013-2014 due to staff resourcing shortages.

5.1.1.5 Ongoing monitoring of traffic noise on the Link Road

Technical Services

1. Noise levels within EPA Guidelines.

1. 100% 1. 0% Not commenced. Project deferred to 2013-2014 due to staff resourcing shortages.

5.1.1.6 Collect condition data for asset replacements and upgrades

Asset Services 1. Condition data collected

1. 100% 1. 80% Ongoing. Data collection on various asset types underway and being updated. Road condition inspections were scheduled to be undertaken in May 2013 however tender called in May for inspection in August-September 2013.

5.1.1.7 Undertake stage 2 timber bridge condition ratings

Asset Services 1. Timber bridge ratings completed

1. 100% 1. 20% Not commenced. Level 2 bridge inspection training/accreditation proposed for March 2013 however this has not occurred. Delayed due to staff resourcing. Restructure now completed and vacancy advertised.

Delivery Program Objective: 5.1.2 Construct Road and Transport assets


Lead Responsibility


5.1.2.1 Undertake the construction of road and transport assets in line with the 2012-2013 capital works program (Refer to the separate attachment for the 2012-2013 capital works program)

Infrastructure Delivery

1. Works constructed within budget (as detailed in the Captial Works program)

1. 100% 1. 90% Ongoing. See attached Major Works Program spreadsheet for project status.

2. Works constructed within the timeframes as detailed in the capital works program

2. 100% 2. 85% Ongoing. See attached Major Works Program spreadsheet for project status.



Delivery Program Objective: 5.1.3 Develop and implement the annual maintenance and preventative Works Programs for Roads and Transport assets


Lead Responsibility


5.1.3.1 Implement sealed road mainenance program including pothole repairs, jet patching and shoulder maintenance


1. Maintenance works completed in accordance with approved program budgets

1. 100% 1. 83% Ongoing. The risk based approach to sealed road maintenance has seen jet patching and pothole repairs continuously undertaken throughout the reporting period. Make safe, urgent and high priority works have generally been attended to within the service standards of 24 hours, two days and two week respectively. Medium priority works have a service standard of three months with the current status being 21 open at the start of the reporting period. 241 total received, 113 completed and 28 outstanding. Low priority tasks have a service standard of six months with the current status being two (2) open at the start of the reporting period, 14 total received, eight (8) completed and six (6) outstanding.

2. Maintenance works completed in accordance with the approved program timeframes

2. 100% 2. 75% Ongoing. The high priority maintenance works within this performance indicator are being generally completed in accordance with the specified time lines. Some medium and all low priority works are not being completed in accordance with the adopted time frames and programs due to limitations on resources and the existence of other relatively higher priority works within other key road maintenance areas (ie, heavy patching or road drainage repairs).





Lead Responsibility


5.1.3.2 Implement unsealed road maintenance program including gravel resheeting and rural maintenance grading


1. Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget

1. 100% 1. 97% Achieved. Unsealed road maintenance (Maintenance grading, gravel resheeting) operational budget overall 97% expended at 30 June 2013. All higher traffic unsealed roads contained within the six monthly grading program being attended to twice during the reporting period. The fourth maintenance grading crew resultant from the special rate variation has contributed significantly to this outcome. The natural disaster events of early 2013 have impacted negatively on the maintenance grading programs also, however due to the majority of the unsealed road network being graded within the 12 months preceding the disaster events, many roads came through the flooding and wet weather in better condition than previously as a result of the improved maintenance preceding the storms and floods.

2. High priority unsealed roads graded twice within reporting period

2. 100% 2. 97% Achieved. The high priority program achieved two grades within the reporting period. The other roads program is being improved by virtue of the fourth fulltime maintenance grading crew funded by the Special Rate Variation. Despite the severe weather of early 2013, the majority of unsealed roads within the network will be graded once during 2012-2013 period.

5.1.3.3 Implement sealed road repairs program including heavy patching, kerb and gutter repairs, road reseals, footpaths and cycleways


1. Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget

1. 100% 1. 115% Ongoing. The Bitumen resealing program of specific roads have been adopted by Council and bitumen spraying commenced in January 2013. This $2.3M program is funding in part by the Special Rate Variation (SRV) and commenced in September 2012 and was programmed to


be completed by March 2013. Major weather events comprising two declared natural disasters have significantly affected this program with preparation and bitumen spraying unable to be completed to program. The seasonal restrictions regarding the need for warm weather did not allow the completion of the entire road resurfacing program however resealing works were completed on Randall and Cameron Street Wauchope, Pacific Drive and Gordon Street Port Macquarie, Ocean Drive lake Cathie and Panorama Drive and Beech Street in Bonny Hills. The Special Rate Variation was fully expended on sealed road resurfacing despite the natural disaster events in early 2013. Heavy patching works have also continued over the reporting period with the operational budget overall 115% expended at 30 June 2013. Due to the backlog of the heavy patching works in response to customer requests given their high relative priority to other works, Council's Executive have acknowledged this over expenditure and confirmed that the risk based approach to the prioritisation and completion of works should continue notwithstanding the limitations of the operational budget. The natural disaster events have also impacted on the heavy patching backlog by creating additional works and slowing/stopping physical patching due to wet weather or the need to undertake emergency flood clean ups or repairs. Heavy patching current status being 139 open at the start of the reporting period, 26 total received, eight (8) completed and 147 outstanding.

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Lead Responsibility


2. Percentage of sealed road network resealed

2. 100% 2. 60% Ongoing. The Bitumen resealing program and specific roads have been adopted by Council and preparatory works are underway and bitumen spraying commenced in November 2012. This $2.3M program is funding in part by the Special Rate Variation (SRV). The asphalt cement (AC) sealed road rejuvenation program which is also funded by the SRV has not commenced and is at risk of remaining incomplete at the end of the 2012-2013 period due to the impact of the natural disaster events in early 2013 other confidential matters associated with procurement. Bitumen resurfacing was effectively completed on Randall and Cameron Streets in Wauchope, Pacific Drive and Gordon Street in Port Macquarie, Ocean Drive at Lake Cathie and Panorama Drive and Beach Street in Bonny Hills. The SRV was fully expended on sealed road resurfacing in accordance with the adopted program.





Lead Responsibility


5.1.3.4 Implement roadside vegetation management program including median maintenance, roadside mowing and slashing, tree maintenance


1. Completed in accordance with approved programs, the Roads & Parks Maintenance Hierarchy and within operational budget

1. 100% 1. 106% Achieved. Ongoing roadside vegetation management including outreach mowing, weed control and slashing has been undertaken continuously throughout the 2012-2013 period. Operational budget overall at 30 June 2013 is 106% which is due to the completion of high priority customer request backlog of vegetation repair works. The operational budget was increased during the period (with Executive endorsement) to meet the back log of customer requests. Roadside vegetation management including outreach mowing, weed control and slashing has been undertaken continuously throughout the reporting period with programs constrained by the available financial and staffing resources. The best practice risk based approach to prioritisation has been implemented with the end of financial year, status being six (6) open at the start of the reporting period, 47 total received, 30 completed and 17 outstanding. There continues to be a high level of unmet demand.

5.1.3.5 Implement roadside furnishing program including barriers, guideposts, line marking, signs, bus stops and seats


1. Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget.

1. 100% 1. 92% Ongoing. Roadside furnishings (including linemarking, signs, traffic barriers, graffiti removal) Operational budget overall 92% expended at 30 June 2013. Roadside furnishings maintenance has been undertaken in accordance with the best practice risk based prioritisation process with the current status being seven (7) open at the start of the reporting period, 64 total received, 42 completed and 29 outstanding.





Lead Responsibility


5.1.3.6 Implement Bridges and Culverts maintenance and repair program including inspections, monitoring and bridge repair works


1. Completed in accordance with approved programs, the Roads/bridges Maintenance Hierarchy and within operational budget.

1. 100% 1. 78% Ongoing. Bridge and culvert maintenance has been undertaken continuously throughout the 2012-2013 period with programs constrained by the available resources. The apparent under expenditure as at 30 June 2013 is resultant from the bridgework's crews focus on the reconstruction of the Saltwater Creek Bridge on Pembrooke Road. This bridge reconstruction was programmed to utilise the whole bridgeworks staff resource. Operational bridge and culvert maintenance has been continuously undertaken since the completion of the Saltwater Creek bridge.

5.1.3.7 Implement roads drainage maintenance program including inspections, repairs, cleaning and clearing


1. Completed in accordance with approved programs, the Roads Maintenance Hierarchy and within operational budget.

1. 100% 1. 130% Ongoing. Road drainage maintenance has been undertaken continuously throughout the 2012-2013 period, with programs constrained by the available resources. Operational budget overall 130% expended at 30 June 2013 due to the large number of assessed high priority repair works completed and the backlog of these works. The natural disaster events have significantly impacted the road drainage network and though the need for additional high priority repairs and more general clean up works has contributed to see this focus area over expended at financial year end. Council's Executive are aware and have acknowledged this likely over expenditure for 2012-2013.


Community Strategic Plan: 5.2 Ensure transport options are safe, functional and meet access needs across the Local Government Area

Delivery Program Objective: 5.2.1 Plan and implement traffic and road safety programs and activities


Lead Responsibility


5.2.1.1 Implement pedestrian access and mobility activities (PAMPS) as scheduled in the Roads & Transport delivery program


1. Access ramps constructed

1. 6# 1. 9# Achieved. Two (2) access ramps have been constructed on Kennedy Drive at Crisp Street. Ramp constructed at intersection of Lord and Burrawan Streets, Four (4) ramps constructed at Kew in association with the new roundabout construction. Two (2) kerb ramps constructed in Port Macquarie in conjunction with the Lord Street landscaping upgrade capital works project.

2. Construction of 200m of footpaths

2. 200m 2. 306m Achieved. 121 metres of footpath constructed on Kennedy Drive between Hill and Crisp Streets completing the footpath linkage between the Koala Crossing and Hill Street. 100 metres of footpath constructed on Ocean Drive at Bonny View Drive in conjunction with the road rehabilitation and formalisation of the the bus stop. 25 metres of footpath constructed at Hillcrest and Yaranabee (Hastings School) Approx 50 metres of footpath constructed at Kew associated with the new roundabout works. Approx 10 metres of new footpath constructed in conjunction with the Lord Street Landscaping upgrade capital works project.





Lead Responsibility


5.2.1.2 Implement Road Safety education & awareness programs as scheduled in the Road Safety Action Plan

Technical Services

1. Completed in accordance with the approved Road Safety action Plan

1. 100% 1. 100% Achieved. Completion included the following key activities; 1. Attend Local Traffic Committee meetings to increase profile of road safety 2. Increase road safety awareness for cyclists i.e, lead up to Ironman events 3. Incorporate road safety audits into concept designs for capital roadworks 4. Engage with NSW Police on post accident investigations and report road related matters to Council as required. 5. Drink driver campaigns i.e, night rider 6. Promote seat belt wearing 7. Increase road safety awareness of motorised scooter operators.

5.2.1.3 Implement Local & Regional Bike Plan activities as scheduled in the Roads & Transport delivery program

Technical Services

1. Completed in accordance with the approved Local and Regional Bike Plan

1. 100% 1. 100% Achieved. Regional cycleways implemented as part of 1. Ocean Drive upgrades, Houston Mitchell Drive to Bonny Hills; 2. King Creek Road upgrades Oxley Highway to Narran Close; 3. Various other on road cycleways upgraded as part of resealing and line marking program.

5.2.1.4 Implement local area traffic management schemes (LATMS) as scheduled in the Roads & Transport delivery program

Technical Services

1. 10% reduction in local area accidents

1. 10% 1. 5% Not achieved. Only minor traffic management works implemented during 2012-2013. No capital works programmed that are targeted towards traffic accident reductions. RTA traffic data collected for LGA 2010-2011. 2011-2012 indicates a 5% reduction in accidents, however an increase in three (3) fatal accidents (two (2) state highways) was recorded.





Lead Responsibility


5.2.1.5 Implement bus route facilities as scheduled in the Roads & Transport Delivery

Technical Services

1. Completed in accordance with the bus route facilities program.

1. 100% 1. 90% Ongoing. Implemented in accordance with Council approved programs. 2012-2013 shelters implemented under the NSW Governments Country Passenger Transport Infrastructure Grants Scheme Program. Bus stop facilities to service Busways planned routes currently under review.

5.2.1.6 Install & maintain street lights in accordance with the Street Lighting program

Technical Services

1. Completed in accordance with the Street Lighting program

1. 100% 1. 90% Ongoing. Delays in service provider installations.

Community Strategic Plan: 5.3 Develop and enhance quality open space and recreational facilities

Delivery Program Objective: 5.3.1 Plan, investigate and design for the delivery of open spaces and recreational facilities


Lead Responsibility


5.3.1.1 Conduct research, review and consultation on open space and recreational needs

Recreation and Buildings

1. Number of community engagement activities delivered.

1. 2# 1. 5# Achieved. Community engagement processes for Town Beach Reserve Master Plan, Indoor Stadium/PCYC, Shelly Beach Reserve Concept Plan, Westport Park Inclusive Playground and Flynns Beach Seawall upgrade projects have been completed for the 2012-2013 period.

2. Number of research projects undertaken.

2. 2# 2. 2# Achieved. Significant research associated with customer satisfaction and levels of service for parks, sportsfields and beaches has been completed as part of the Hastings Horizons project. Research was also undertaken in relation to maritime infrastructure requirements to support recreational boating projects being delivered during the 2012-2013 period.



Delivery Program Objective: 5.3.1 Plan, investigate and design for the delivery of open spaces and recreational facilities


Lead Responsibility


5.3.1.2 Complete surveys and engineering designs for the delivery of road and upgrade of open spaces and recreational facilities


1. Surveys and Designs are completed ahead of Construction Scheduling

1. 100% 1. 57% Not achieved. A number of designs have not been completed to allow for construction for the 2012-2013 period. Parks Works Program have been modified to include design allocations within the financial year preceding construction from 2013-2014 on.

2. Surveys and Designs are completed within approved budgets

2. 100% 2. 90% Achieved. The coordination of outsourced detailed designs has been well managed by design engineers in relation to project briefs and cost tracking.

Delivery Program Objective: 5.3.2 Construct new and upgrade existing open spaces and recreational facilities


Lead Responsibility


5.3.2.1 Undertake the construction & upgrade of existing open spaces and recreational facilities in line with the 2012-2013 capital works program


1. Works constructed within budget

1. 100% 1. 75% Not achieved. For most of those projects it was understood that works would exceed allocated budget and budget adjustments will be made through the over-expenditure reporting process.


2. 100% 2. 75% Not achieved. There have been a number of projects that have been scheduled for completion prior to end of year which have been impacted by recent wet weather events. Other projects have been delayed due to design complexity or additional community engagement requirements.



Delivery Program Objective: 5.3.3 Develop and implement programs for the annual maintenance and operations for open spaces and recreational facilities


Lead Responsibility


5.3.3.1 Deliver maintenance program for open space and sporting fields as identified in the parks and recreation asset management plan, and to meet the needs of events


1. Parks and recreation asset maintenance works completed in accordance with approved programs, and within operational budget.

1. 100% 1. 100% Achieved. Works being delivered as per Open Space Hierarchy and Maintenance schedule. Operational budgets exceeded as a result of the impact of major flooding events experienced in early 2013. This over expenditure was approved by Executive given the circumstances.

5.3.3.2 Implement maintenance programs for aquatic facilities, boat ramps, wharves and jetties


1. Maintenance works completed in accordance with approved programs, and within operational budget.

1. 100% 1. 100% Achieved. Reactive and scheduled maintenance activities associated with aquatic facilities, boat ramps, wharves and jetties have been undertaken as required throughout the year.

5.3.3.3 Deliver tree management services in accordance with the Tree Preservation Order (TPO)


1. Tree management undertaken in accordance with TPO

1. 100% 1. 100% Achieved. All tree works undertaken during this quarter comply with Development Control Plan requirements and relevant Australian Standards. Volume of tree management works during the third and fourth quarters has been significant due to natural disaster and significant storm events.

5.3.3.4 Deliver Lifeguard services, education programs and beach facilities


1. Programs and beach facilities provided by 30th June 2013

1. 100% 1. 100% Achieved. Services provided at six (6) beaches for varying periods between September 2012 and 25 April 2013. School education program delivered to 3902 students at 21 infants/primary schools across the Local Government Area as part of the 2012-2013 Lifeguard Education Program.


Community Strategic Plan: 5.4 Plan settlements to accommodate a range of compatible land uses and projected population growth

Delivery Program Objective: 5.4.1 Plan settlements to accommodate a range of compatible land uses and projected population growth


Lead Responsibility


5.4.1.1 Investigate land use at Fernbank Creek Road for potential industrial development and amend Local Environmental Plan 2011 accordingly


1. Investigations for land use at Fernbank Creek Road complete

1. 100% 1. 100% Achieved. Investigations complete and planning proposal exhibited with draft planning agreements.

2. LEP 2011 updated 2. 100% 2. 75% Not achieved. Draft LEP and DCP exhibited. Delayed due to need for landowner input on planning agreement.

5.4.1.2 Investigate land use for a business park near Port Macquarie Airport


1. Investigations finalised and Airport Structure Plan completed

1. 100% 1. 75% Ongoing. Investigations undertaken in consultation with Landowner Reference Group. Awaiting completion of Airport Master Plan review.

Delivery Program Objective: 5.4.2 Undertake planning for a series of prioritised residential land releases including urban consolidation initiatives in major centres


Lead Responsibility


5.4.2.1 Review draft neighbourhood plan for Thrumster (Area 13) and amend the Development Control Plan (DCP) accordingly


1. DCP amendment completed

1. 100% 1. 75% Ongoing. Initial DCP preparation by landowner reps delayed. Draft DCP nearing completion for exhibition.

5.4.2.2 Complete an urban consolidation policy for Port Macquarie CBD fringe


1. Policy developed 1. 100% 1. 90% Ongoing. Draft policy developed for Council review prior to exhibition.

Delivery Program Objective: 5.4.3 Review planning framework for decisions regarding land use and development


Lead Responsibility


5.4.3.1 Undertake Stage 1 of a review of the Port Macquarie Hastings LEP 2010 in accordance with NSW Standard instrument


1. Stage 1 review undertaken and LEP amendments adopted

1. 100% 1. 100% Achieved. Staged amendment of LEP finalised.

5.4.3.2 Undertake a staged review of Development Control Plan (DCP) policy having regard to relevant legislation and Council’s StratPlan


1. Policy reviewed and staged DCP amendment completed

1. 100% 1. 75% Ongoing. Draft DCP completed for exhibition commencing July 2013. Delayed due to amended legislation.


Community Strategic Plan: 5.4 Plan settlements to accommodate a range of compatible land uses and projected population growth

Delivery Program Objective: 5.4.3 Review planning framework for decisions regarding land use and development


Lead Responsibility


5.4.3.3 Use ABS data to review housing and land monitoring in relation to the Urban Growth Management Strategy (UGMS)


1. Review of the UGMS completed

1. 100% 1. 75% Ongoing. Regular review of housing and land statistics in train. Supply and demand forecasts underway with i.d. consulting for completion July 2013. Federal government to provide corrected ABS statistics.

Community Strategic Plan: 5.5 Create and maintain public infrastructure that delivers sustainable water, sewer and stormwater services

Delivery Program Objective: 5.5.01 Plan, investigate and design for the delivery of water supply assets


Lead Responsibility


5.5.1.1 Undertake hydrologic and hydraulic modelling to determine current service adequacy and new assets required to service future growth.

Water and Sewer 1. Asset requirements for growth areas determined

1. 100% 1. 100% Achieved. Development of Capital programs being undertaken in line with organisational requirements and local development needs.

2. Bulk Water assets fed into capital works program

2. 100% 2. 100% Achieved. Development of Capital programs being undertaken in line with organisational requirements and local development needs.

3. Mike Urban model 50% completed

3. 50% 3. 50% Achieved. Work underway, 50% complete. Full development will be undertaken when staff resource available.

5.5.1.2 Develop 30 year Capital Works Program for the delivery of water supply assets

Water and Sewer 1. Capital Works program developed for Water Supply

1. 100% 1. 100% Achieved. With available information, water capital works plan being developed in conjunction with asset management plans, growth projections and renewals programs.

5.5.1.3 Monitor, model and adjust water cash flow projections

Water and Sewer 1. Fees & Charges set 1. 100% 1. 100% Achieved. Existing fees and charges set, now fees and charges proposed as required.

2. Financial model updated

2. 100% 2. 100% Achieved. Model being updated as part of the draft Capital Works program attached to the Operational Plan and Delivery Program.



Delivery Program Objective: 5.5.02 Construction of Water Supply Assets


Lead Responsibility


5.5.2.1 Undertake the construction of water supply assets in line with the 2012-2013 capital works program(Refer to the separate attachment for the 2012-2013 capital works program)

Water and Sewer 1. Works constructed within budget

1. 100% 1. 100% Achieved. However, several projects are underway and ongoing, eg Strategic Business Plans, Sancrox 20ML reservoir.


2. 100% 2. 100% Achieved. However, several projects are underway and will continue into the 2013-2014 period.

Delivery Program Objective: 5.5.03 Develop and implement the annual maintenance and preventative works program for Water Assets


Lead Responsibility


5.5.3.1 Implement water assets maintenance programs (Refer to the separate attachment for the 2012-2013 capital works program)

Water and Sewer 1. Maintenance works completed in accordance with approved program budgets

1. 100% 1. 100% Achieved. Maintenance programs being delivered to maintenance requirements in line with budget constraints. Additional staff resources have assisted in this area.



Delivery Program Objective: 5.5.04 Plan, investigate and design for the delivery of Sewerage assets


Lead Responsibility


5.5.4.1 Undertake hydraulic modelling to determine current service adequacy and new assets required to service future growth.

Water and Sewer 1. Complete Construction of Port Macquarie Mike Urban Model

1. 100% 1. 90% Ongoing. Full Port Macquarie Mike Urban sewer model 90% complete, 30 works program requirements identified, requires additional scrutiny to prioritise.



Delivery Program Objective: 5.5.04 Plan, investigate and design for the delivery of Sewerage assets


Lead Responsibility


5.5.4.2 Develop 30 year Capital Works Program for the delivery of sewer supply assets.

Water and Sewer 1. Capital Works program developed for Sewer

1. 100% 1. 100% Achieved. Sewer capital works plan continuing to be developed in conjunction with asset management plans, growth projections, hydraulic model and renewals programs.

5.5.4.3 Monitor, model and adjust sewer cash flow projections

Financial Services 1. Fees & charges set 1. 100% 1. 100% Achieved. Draft 2013-2014 Fees and Charges document developed March 2013.

2. Financial model updated

2. 100% 2. 100% Achieved. 2013-2023 Long Term Financial Plan developed March 2013.

Delivery Program Objective: 5.5.05 Construction of Sewerage Assets


Lead Responsibility


5.5.5.1 Undertake the construction of sewerage assets in line with the 2012-2013 capital works program(Refer to the separate attachment for the 2012-2013 capital works program)

Water and Sewer 1. Works constructed within budget

1. 100% 1. 100% Achieved. Works completed where possible. Some major projects, eg, Thrumster underbore underway but not yet completed


2. 100% 2. 100% Achieved. However, several projects will continue in 2013-2014.

Delivery Program Objective: 5.5.06 Develop and implement the annual maintenance and preventative works program for Sewerage Assets


Lead Responsibility


5.5.6.1 Implement sewerage water assets maintenance programs (Refer to the separate attachment for the 2012-2013 capital works program)

Water and Sewer 1. Maintenance works completed in accordance with approved program budgets




Delivery Program Objective: 5.5.06 Develop and implement the annual maintenance and preventative works program for Sewerage Assets


Lead Responsibility



2. 100% 2. 100% Achieved. Maintenance programs delivered to meet requirements.

Delivery Program Objective: 5.5.07 Deliver water and sewerage supply services to ensure public health and safety and environmental protection


Lead Responsibility


5.5.7.1 Draw water from rivers in accordance with water abstraction licences

Water and Sewer 1. Compliance with Licence conditions

1. 100% 1. 100% Achieved. All river water extraction undertaken in accordance with licences conditions.

5.5.7.2 Manage and monitor water supply catchments Water and Sewer 1. Monitoring and Maintenance programs completed to approved schedules and budgets

1. 100% 1. 100% Achieved. Maintenance undertaken as per program, monitoring undertaken in accordance with recognised guidelines.

5.5.7.3 Maintain National Association Testing Authority (NATA) Corporate Accreditation at the Environmental Laboratory

Environmental Laboratory

1. All sampling, analysis & reporting of Env and Regulatory requests completed in accordance with approved budgets

1. 100% 1. 100% Achieved. All samples completed in accordance with required protocols.

2. NATA Corporate Accreditation Maintained

2. 100% 2. 100% Achieved. NATA accreditation maintained for the 2012-2013 period. Next audit is due in July 2013.

5.5.7.4 Treat drinking water to meet Australian Drinking Water Guidelines (ADWG)

Water and Sewer 1. Compliance with NSW Health Memorandum of Understanding (MOU)

1. 100% 1. 100% Achieved. Total compliance with Department of Health MOU. MOU details notification procedures, periodic meetings with Department of Health and reporting mechanisms for the reporting year.

5.5.7.5 Implement and update dam safety emergency plans for Port Macquarie and Cowarra dams

Water and Sewer 1. Dam Safety Emergency Plan completed and trialled

1. 100% 1. 85% Not achieved. Draft document completed. Feedback on draft received. Awaiting final document with a view to consult with emergency services and finalisation.



Delivery Program Objective: 5.5.07 Deliver water and sewerage supply services to ensure public health and safety and environmental protection


Lead Responsibility


5.5.7.6 Operate sewerage schemes in accordance with Environmental Protection Licences

Water and Sewer 1. Compliance with Environmental Protection Licences

1. 100% 1. 100% Achieved. Total compliance for environmental protection licences.

Delivery Program Objective: 5.5.08 Plan investigate and design for the delivery of Stormwater assets


Lead Responsibility


5.5.8.1 Develop 20 year capital works program for the delivery of stormwater assets including stormwater flood relief works and quality controls

Technical Services

1. Capital Works program developed for Stormwater

1. 100% 1. 100% Achieved. Completed on time to enable preparation of 2013-2014 Operational Plan to include planned stormwater works within available funding.

5.5.8.2 Undertake surveys and complete engineering designs for the delivery of stormwater infrastructure works

Technical Services

1. Surveys and Designs are completed ahead of Construction Scheduling,

1. 100% 1. 72% Ongoing. 14 scheduled stormwater designs estimated construction value $1.8 million, 10 =100% complete, 0 > 75% complete, 1 > 50% complete , 3 < 50% complete. Delays in design delivery are mainly due to unexpected extent of agency/community consultations, environmental investigations and limited control of design consultants resourcing.

5.5.8.3 Construction of drainage remediation/improvement works, for emergency works

Technical Services

1. Plan completed to approved schedules and budgets

1. 100% 1. 100% Achieved. Works completed as scheduled survey and designs in progress for 2013-2014 works. Ongoing operational activity as part of Council's stormwater management services.

5.5.8.4 Collect condition rating data for all stormwater assets – Stage 2

Technical Services

1. Condition data collected and available in Asset Management Systems

1. 100% 1. 100% Achieved. Budget expended on CCTV of damaged stormwater pipes. Data to be uploaded into stormwater asset inventory. Needs ongoing budget allocations to collect and upload stormwater condition data.



Delivery Program Objective: 5.5.09 Construction of Stormwater assets


Lead Responsibility


5.5.9.1 Undertake the construction of stormwater assets in line with the 2012-2013 capital works program(Refer to the separate attachment for the 2012-2013 capital works program)


1. Works completed 1. 100% 1. 100% Achieved. See attached Major Works spreadsheet including stormwater project status.

Delivery Program Objective: 5.5.10 Develop and implement the annual maintenance and preventative works program for Stormwater Assets


Lead Responsibility


5.5.10.1 Implement Stormwater Maintenance and repairs program including inspections, cleaning and clearing (Refer to the separate attachment for the 2012-2013 capital works program)


1. Maintenance works completed in accordance with approved program budgets

1. 100% 1. 130% Ongoing. Council's Executive agreed to pursue an active program to deal with emerging issues. Road drainage maintenance has been undertaken continuously throughout the reporting period with programs constrained by the available resources. Executive agreed to pursue an active program to deal with this emerging issue. The best practice risk based approach to prioritisation has been implemented with the current status being 83 open at the start of the reporting period, 180 total received, 136 completed and 127 outstanding. The large number of road drainage requests and backlog in this quarter are attributable to the natural disaster events of the early 2013.



Delivery Program Objective: 5.5.10 Develop and implement the annual maintenance and preventative works program for Stormwater Assets


Lead Responsibility



2. 100% 2. 75% Ongoing. Road Drainage maintenance has been undertaken continuously throughout the reporting period with programs constrained by the available resources. The best practice risk based approach to prioritisation has been implemented with the current status being (83) open at the start of the reporting period, (180) total received, (136) completed and (127) outstanding. The large number of Road drainage requests and backlog in this quarter are attributable to the natural disaster events of the early 2013.


Documents

Port Macquarie-Hastings Council 2011 - 2015 Delivery ... · 6/30/2013 · Port Macquarie-Hastings Council Delivery Program and Operational Plan end of year report as at 30 June 2013