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Page (i)

TABLE OF CONTENTS

Item Subject Page No

1 Attendance ................................................................................................................. 2

2 Apologies ................................................................................................................... 2

3 Confirmation Of Minutes .......................................................................................... 2

4 Declaration of Interests.............................................................................................. 2

5 Reports ....................................................................................................................... 2

5.1 Investments as at 30 April 2015 ............................................................... 3

5.2 Draft Operational Plan 2015/2016 ........................................................ 10

5.3 Compliance Report - Roads to Recovery Program ................................ 11

5.4 Motor Vehicle Claims Report ................................................................. 13

5.5 Quarterly Budget Review Statement ....................................................... 14

6 Closure of Finance and Performance Committee Meeting ..................................... 15

7 Attachments ............................................................................................................. 16

5.2 Draft Operational Plan 2015/2016 ........................................................ 17

1 Draft Operational Plan 2015/2016 ................................................. 17

5.5 Quarterly Budget Review Statement ..................................................... 109

1 Quarterly Budget Review Including Responsible Accounting Officer's Report ............................................................................ 109


Page 2

1 ATTENDANCE

2 APOLOGIES

3 CONFIRMATION OF MINUTES

COMMITTEE RECOMMENDATION

THAT: The Minutes of the Finance and Performance Committee held on 15 April 2015 be received and confirmed as a true record of proceedings.

4 DECLARATION OF INTERESTS

5 REPORTS


Page 3

5.1 INVESTMENTS AS AT 30 APRIL 2015

File No: S15/72

Responsible Officer: Gary Goodman - Chief Financial Officer

Date of Preparation: 7 May 2015

EXECUTIVE SUMMARY

To report the balance of investments held as at 30 April 2015.

Report

The investment returns for April 2015 exceeded the respective benchmarks for the month. Included in this report are the following items that highlight Council’s investment portfolio performance for the month to 30 April 2015 and an update of the investment environment:

a) Council’s investments as at 30 April 2015

b) Application of Investment Funds

c) Investment Portfolio Performance

d) Investment Commentary

Financial Impact

The actual interest income for the month of April 2015 is $158,670.00.

Policy Impact

The Investment Policy and Strategy has been drafted and is being reviewed by the Chief Financial Officer and Deputy General Manager.

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Page 4

NED COMPAR

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20 MMAY 2015


Page 5

a) Council Investments as at 30 April 2015

Inv Name Rating Amount

Monthly

Net Return

Monthly Net

Return

Annualised Maturity Date

Investment

Date

Term

(months)

Cash Funds

Colonial First State AA $2,547,929 0.18% 2.20% 0

Commonwealth Bank AA $4,750,000 0.18% 2.20% 0

Total $7,297,929 0.18% 2.20%

Transferable Certificate Of Deposit(TCD)

Bank of China(90days BBSW A $1,000,000 0.29% 3.51% 09/04/2018 09/04/2015 36

Term Deposits

ME Bank A2 $1,000,000 0.29% 3.50% 05‐May‐15 06‐Aug‐14 9

Commonwealth Bank AA $1,950,000 0.30% 3.60% 08‐May‐15 09‐May‐14 12

Bendigo Bank A $2,000,000 0.31% 3.70% 16‐Jun‐15 03‐Jun‐14 12

Bendigo Bank A $2,000,000 0.31% 3.72% 23‐Jun‐15 05‐Jun‐14 12

IMB A $1,000,000 0.29% 3.43% 07‐Jul‐15 06‐Jan‐15 6

ME Bank A2 $2,000,000 0.31% 3.71% 14‐Jul‐15 13‐Jun‐14 12

ME Bank A2 $1,000,000 0.24% 2.90% 21‐Jul‐15 17‐Apr‐15 3

IMB A $2,000,000 0.28% 3.40% 28‐Jul‐15 27‐Jan‐15 6

Bank of Queensland A $1,000,000 0.26% 3.06% 04‐Aug‐15 03‐Mar‐15 6

National Australia Bank AA $2,000,000 0.35% 4.15% 13‐Aug‐15 13‐Aug‐13 24

ING Bank A $2,000,000 0.30% 3.55% 08‐Sep‐15 28‐Aug‐14 12

Bank of Queensland A $2,000,000 0.29% 3.50% 15‐Sep‐15 02‐Sep‐14 12

National Australia Bank AA $2,000,000 0.32% 3.80% 22‐Sep‐15 24‐Mar‐14 18

Bank of Queensland A $2,000,000 0.29% 3.50% 29‐Sep‐15 19‐Sep‐14 12

Credit Union Australia A $2,000,000 0.30% 3.60% 13‐Oct‐15 09‐Oct‐14 12

National Australia Bank AA $1,000,000 0.29% 3.52% 20‐Oct‐15 21‐Oct‐14 12

National Australia Bank AA $3,000,000 0.29% 3.53% 26‐Nov‐15 26‐Nov‐14 12

IMB A $2,000,000 0.29% 3.50% 02‐Dec‐15 02‐Dec‐14 12

Westpac Bank AA $4,000,000 0.35% 4.15% 29‐Dec‐15 29‐Oct‐13 26

AMP Bank A $2,000,000 0.28% 3.30% 26‐Feb‐16 10‐Feb‐15 12

Rabobank Aust AA $2,000,000 0.29% 3.50% 08‐Mar‐16 29‐Aug‐14 18

ME Bank A2 $1,000,000 0.24% 2.90% 15‐Mar‐16 17‐Mar‐15 12

Commonwealth Bank AA $1,000,000 0.38% 4.50% 09‐May‐16 10‐May‐13 36

National Australia Bank AA $2,000,000 0.33% 3.91% 17‐May‐16 14‐May‐14 24

AMP Bank A $1,000,000 0.28% 3.30% 09‐Aug‐16 11‐Feb‐15 18

Westpac Bank AA $2,000,000 0.34% 4.12% 19‐Sep‐16 19‐Sep‐13 36

Total $46,950,000 0.30% 3.59%

Total Investments $55,247,929 0.28% 3.34%

Benchmark : 30 day Bank Bill Index 0.18%

Benchmark : Bloomberg Bank Bill Index 2.18%

Commonwealth Bank Balance $1,179,790

TOTAL INVESTMENTS AND CASH $56,427,719

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Certification of Responsible Accounting Officer

I hereby certify that the investments listed in the attached report have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government Regulations 2005 and Council’s Investment Policy. Gary Goodman Chief Financial Officer

RECOMMENDATION

THAT: The report be received and noted.


Page 10

5.2 DRAFT OPERATIONAL PLAN 2015/2016

File No: 09/206

Attachments: Draft Operational Plan 2015/2016

Responsible Officer: Ms Lorraine Cullinane - Deputy General Manager


EXECUTIVE SUMMARY

The Draft Operational Plan for 2015/2016 has been completed and is referred for Council’s consideration and public exhibition.

Report

Following consideration by Council the Draft Operational Plan for 2015/2016 will be placed on public exhibition for a period of 28 days. The Draft Operational Plan will be resubmitted to Council in June, together with the details of any submissions received, for further consideration and adoption.

RECOMMENDATION

THAT: The 2015/2016 Draft Operational Plan be placed on public exhibition for a period of 28 days.


Page 11

5.3 COMPLIANCE REPORT - ROADS TO RECOVERY PROGRAM

File No: 10/39



EXECUTIVE SUMMARY

This report details the result of an Infrastructure Investment Assurance and Compliance Assessment completed in respect of the Roads to Recovery Program. The Assessment was undertaken by Deloitte Touche Tohmatsu on behalf of the Department of Infrastructure and Regional Development.

Report

Council participates in the Roads to Recovery Program, administered by the Department of Infrastructure and Regional Development. The Program is administered over a five-year period. Council was chosen to participate in an independent Assessment of its compliance with the terms and conditions of the 2009/2010 – 2013/2014 Program. In May 2014 Deloitte’s undertook a site visit to review Council’s records and interview staff from the Finance and the Assets Section. Council was assessed against the following five key categories:

Adequacy and accuracy of the financial and management systems used by the Council

Delivery of Projects

Council’s knowledge of Program Guidelines

Stakeholders

Benefit Realisation Council received the draft report of the Assessment on 5 May 2015 for management comment prior to the final report being issued by the Department. The overall conclusion against the assessment objectives concluded that:

Council’s financial system for capturing costs related to the Roads to Recovery projects is adequate and the expenditure forecasts are extremely accurate.

Council sources contractors from a SSROC panel of suppliers for the supply and lay asphalt. As part of the SSROC agreement contractors are required to meet defined quality standards and demonstrate their levels of expertise and capacity to meet the contract based on past performance. The Council’s contract management practices in place to oversee the


Page 12

contractors appear to be extremely robust. Projects have come within budget, to the set timeframes and no evidence was found to suggest projects were not completed to the agreed scope and quality.

The Council’s method of procurement demonstrates value for money for the Commonwealth and requires that contractors demonstrate their compliance to relevant legislation.

Conclusion

The outcome of the Assessment demonstrates Council’s achievements of the following key areas of our ‘Responsible Governance’ contained within our Community Strategic Plan: 2.20 Sound financial management and business practices

2.30 Ensure the implementation of a robust governance framework based upon the

principles of accountability, openness and transparency, integrity, ethics, responsibility, efficiency and leadership

RECOMMENDATION

THAT: The Report be received and noted.


Page 13

5.4 MOTOR VEHICLE CLAIMS REPORT

File No: 10/13



EXECUTIVE SUMMARY

This report details the benchmarking of Council’s motor vehicle claims history against member councils of United Independent Pools.

Report

The motor vehicle insurer to United Independent Pools, Vero Commercial Motor, has provided member councils with an analysis of claims history for 2013/2014 and the current half year to 30 April 2015. The report shows that Botany Bay City Council had the lowest number of claims during 2013/2014 among the nineteen (19) members of the Pool. The total number of claims for the period totalled 571, with the lowest number of claims being 2 (Botany Bay) and the highest being 66 claims. For the six months ending 30 April 2015, Botany Bay City Council once again recorded the lowest number of claims (1) out of a total number of 279 claims.

Conclusion

The analysis of UIP motor vehicle claims history of member councils demonstrates Botany Bay City Council’s commitment to risk management and safe driving practices.

RECOMMENDATION

THAT: The report be received and noted.


Page 14

5.5 QUARTERLY BUDGET REVIEW STATEMENT

File No: 11/143

Attachments: Quarterly Budget Review Including Responsible Accounting Officer's Report



EXECUTIVE SUMMARY

The Local Government (General) Regulation 2005 requires Council to review its budget on a quarterly basis. The review for the third quarter of 2014/2015 has been completed and is referred for the information of the Council.

Report

The Quarterly Budget Review Statement (QBRS) has been completed with no overall change to the Council’s projected operating surplus for 2014/2015. As at 31 March 2015, Council’s financial position is considered adequate and the budget review procedures are operating satisfactorily. A copy of the QBRS is attached.

RECOMMENDATION

THAT: The Quarterly Budget Review Statement for the period ending 31 March 2015 be received.


Page 15

6 CLOSURE OF FINANCE AND PERFORMANCE COMMITTEE MEETING


Page 16

7 ATTACHMENTS

FINANCE AND PERFORMANCE COMMITTEE 20 MAY 2015

5.2 - DRAFT OPERATIONAL PLAN 2015/2016 DRAFT OPERATIONAL PLAN 2015/2016

Page 17

CITY OF BOTANY BAY

Our Community – Our Plan

Operational Plan 2015-2016



Page 18

Index Page Council Page 3

Organisational Structure Page 5

Our values Page 6

Our Delivery Program and Operational Plan Page 7

An Inclusive Community Page 10

A Liveable City Page 34

A City of Natural Beauty Page 46

A Place to be Proud of Page 57

A City Built on Trust and Community Engagement Page 66

Funding our services and projects Page 81

Statement of Revenue Policy Page 82

Fees and Charges Page 87



Page 19

COUNCIL The Council of the City of Botany Bay comprises seven elected representatives:

His Worship the Mayor, Cr Ben Keneally

Deputy Mayor, Cr George Glinatsis

Cr Mark Castle

Cr Christina Curry

Cr Stan Kondilios

Cr Greg Mitchell

Cr Brian Troy The Mayor and Councillors are elected to office every four years. The current Council was elected in September 2012 for the term ending in September 2016. The Mayor’s role is to exercise, in cases of necessity, the policy‐making functions of the governing body of the Council between meetings of the Council; to exercise such functions of the Council as the Council determines, to preside at meetings of the Council, to carry out the civic and ceremonial functions of the Mayoral office.

Council and Committee meetings The role of Council is leadership and policy determination. Council meets on at least ten occasions each year, usually on the fourth Wednesday of the month at 7.00pm. Standing Committees generally meet on the first and third Wednesday of the month at 6.30pm. Meetings are held in the Council Chambers and Committee Rooms at the Botany Town Hall on Edward Street in Botany. To enhance the community’s opportunity to see and hear the deliberations at Council and Committee Meetings, proceedings are broadcast live on the internet. To view proceedings just click on the icon on Council’s Web Site at www.botanybay.nsw.gov.au. Council has adopted a number of policies and codes such as the Code of Meeting Practice and Code of Conduct to guide the behaviour and conduct of elected representatives and Council officers. These documents ensure the highest standards of probity, transparency and accountability are adhered to at all times.



Page 20

Council’s schedule of committee meetings is as follows: Standing Committees

Policy and Priorities

Development

City Services

Community Engagement

Finance & Performance

Sub Committees

Local Traffic Advisory Committees

Access

Botany Historical Trust

Recreation

Senior Citizens

The Council Administration The General Manager is responsible for the day‐to‐day management of the Council. The role of the General Manager is outlined in the Local Government Act as being responsible for the efficient and effective operation of the Council’s organisation and for ensuring the implementation, without delay, of decisions of the Council.



Page 21

ORGANISATIONAL STRUCTURE

COMMUNITY

STANDING

COMMITTEES ADVISORY

COMMITTEES HIS WORSHIP THE MAYOR

AND COUNCIL

DEPUTY GENERAL MANAGER /

DIRECTOR CORPORATE &

COMMUNITY SERVICES

DIRECTOR CITY

INFRASTRUCTURE

DIRECTOR CITY PLANNING &

ENVIRONMENT

COUNCILLOR SUPPORT

SPECIAL PROJECTS EXECUTIVE SERVICES

MAYOR’S OFFICE

GENERAL MANAGER



Page 22

OUR VALUES Leadership We are inspired by a shared vision, lead by example and encourage and support others to do the same Collaboration We are committed to working collaboratively across the whole organisation for the common good of the Council and the community we serve Customer Service We are committed to understanding and responding to customers’ needs Accountability We hold ourselves accountable for our actions, celebrate our success and learn from our mistakes Integrity We are committed to acting ethically, fairly, selflessly, impartially, honestly and with Integrity in everything we do Communication We are committed to communicating openly, transparently and clearly

Excellence

We will strive for excellence in all that we do Innovation We value innovation, initiative, resourcefulness and creativity Respect We respect our differences, celebrate our similarities and treat everyone with courtesy



Page 23

OUR OPERATIONAL PLAN Our Delivery Program and Operational Plan is part of our suite of integrated planning and reporting documents. It complements our Community Strategic Plan and provides

the community with greater details about the actions we will be undertaking over the next four years to achieve our theme goals and our vision of the City of Botany Bay as

being a great place to live and work.

Our five main themes are: ‐

An inclusive community

A liveable city

A city of natural beauty

A place to be proud of

A city built on trust and community engagement

Within each of our themes are the actions we will undertake as part of our ongoing services to our community, as well as those specific tasks and projects we intend to

undertake over the next 12 months.

Within each of our themes are the actions we will undertake as part of our ongoing services to our community, as well as those specific tasks and projects we intend to

undertake over the next 12 months.

Our key projects for 2015/2016 include: ‐

Continued strong focus on supporting the delivery of high quality customer service

Enhanced on‐line services

Implementation of new green waste service



Page 24

An additional $1,250,00 for the further implementation of the Street Tree Master Plan

Extension of Mascot Child Care Centre to cater for children 0‐2 years of age

Design and construct new community facilities

Construction of club facilities and public amenities for use by sporting groups

Skate Park

Additional off leash dog facilities

Additional basketball and fitness stations in local parks

Upgrades to playground facilities in local parks including the addition of shade structures

Local shopping centre upgrades

Road resheeting and maintenance works

Drainage and kerb and gutter upgrades

Footpath maintenance and pram ramp construction to improve accessibility

New bus shelter sheds

Cycleway extensions

Completion of a Public Transport Assessment Study

Provision of additional car parking in key locations

Commuter Car Park

An annual community events program to provide enhanced opportunities for community connectedness and to inspire a stronger sense of community

The refurbishment of our Central Library at Eastgardens

Community facility upgrades to improve accessibility, enhance functionality and ensure longevity

Parks and Reserves improvements and upgrades



Page 25

We will regularly provide Council and the community on our progress in undertaking our standard or ongoing activities, as well the specific tasks and projects earmarked

for 2015/2016, through regular reporting through Standing Committees. Reporting will include benchmarking against Council’s current service delivery standards and

industry standards and, where appropriate, against target timeframes and dates. We will also formally provide a statutory six monthly report to Council covering all

activities under the Plan.



Page 26

AN INCLUSIVE COMMUNITY GOAL A culturally diverse and cohesive community based on tolerance, understanding and respect and supports and encourages all community

members to fully participate in community life. Key Themes Opportunities to participate in community life A community where cultural diversity is valued, celebrated and respected A community that values and celebrates its history A cohesive community operating for the good of all members A strong sense of community through community events program A safe community A healthy active community Valuing life‐long learning Opportunities to participate in community life

CSP No

Strategy

Delivery Program Responsible

Directorate

Key targets

2015/2016

4.10 Ensure all community members have fair and equitable access to

4.11 Apply social justice principles to all programs, services and activities

Corporate & Community Services

Community consultation and feedback



Page 27

CSP No

Strategy


Directorate

Key targets

2015/2016

programs, services and activities

4.12 Monitor changes in the demographics of the City and maintain up‐to‐date information on our community to support planning and program development


Ongoing

4.13 Collaborate with government agencies and local service providers to identify gaps in service deliveries


Ongoing

4.14 Introduce and host six monthly interagency meetings of organisations providing services n the City of Botany Bay


Ongoing

4.20 Identify and implement strategies to reduce barriers to participation

4.21 Progress items identified under the Disability Action Plan


Complete Draft Disability Inclusion Plan December 2015

4.22 Identify priorities for key documents to be made available in community languages and/or alternative formats


Ongoing



Page 28

CSP No

Strategy


Directorate

Key targets

2015/2016

4.23 Prepare and produce key documents in alternative formats


Ongoing

4.24 Progress strategies for an ageing population through Council’s Ageing Strategic Plan


Ongoing

4.25 Monitor and respond to issues as they arise


Ongoing

4.30 Develop the capacity of local community groups and organizations to provide best practice community programs

4.31 Assist local groups in the promotion of their services and activities


Ongoing

4.32 Support community groups through participation on management committees


Ongoing

4.33 Provide support and in‐kind assistance


Ongoing

4.34 Maintain a community grants program


Ongoing



Page 29

CSP No

Strategy


Directorate

Key targets

2015/2016

4.40 Provide programs, services and activities for residents of all ages and abilities

4.41 Continue to provide a wide range of equitable, affordable and licensed / accredited services, programs and activities and to meet the needs of men, women, children, youth, families, Aboriginal and Torres Strait Islander, CALD and People with a Disability


Ongoing

4.50 Ensure all community members are afforded the opportunity to fully participate in community life

4.51 Investigate options to enhance the marketing and promotion of Council activities, services and programs


Ongoing

4.52 Review and develop business plans for all key facilities and programs to ensure affordability as well as long term financial sustainability


Ongoing



Page 30

A community where cultural diversity is valued, celebrated and respected

CSP No

Strategy


Directorate

Key targets

2015/2016

5.10 Acknowledge and celebrate our cultural heritage, including our Indigenous and multicultural heritage

5.11 Identify key indigenous and multicultural leaders and groups to facilitate greater community engagement


Completed 2014/2015

5.12 Develop strategic partnerships with indigenous and multicultural groups


Ongoing

5.20 Encourage tolerance, understanding and respect through a better‐informed community

5.21 Improved access to information


New Website launched 2014/2015.

Ongoing

5.22 Encourage participation in National Days of significance


National Days of Significance Register established 2014/2015.

Ongoing

5.30 Develop strategies to provide an increased opportunity for communities to mix together, build trust

5.31 Support programs within the community that celebrate our culturally diverse community


Ongoing



Page 31

CSP No

Strategy


Directorate

Key targets

2015/2016

and understanding and enhance social cohesion

5.32 Promote interaction between different groups in the community


Ongoing

5.33 Host, participate in and promote National Days of significance


Ongoing

5.40 Facilitate residents to become Australian citizens

5.41 Conduct Citizenship Ceremonies


Ongoing

5.50 Foster international relationships that provide opportunities for sharing of cultural knowledge and experience

5.51 Maintain a Sister City relationship


Ongoing



Page 32

A community that values and celebrates its history

CSP No

Strategy


Directorate

Key targets

2015/2016

6.10 Document and preserve our City’s history and heritage for current and future generations

6.11 Maintain a Heritage Register


Ongoing

6.12 Maintain and develop the City’s archives and acquisitions


Ongoing

6.13 Complete local history research projects


Ongoing

6.14 Facilitate the documenting of the City’s history through ‘Mornings at the Museum’


Ongoing

6.15 Maintain a record of items and records held by the Botany Historical Trust on behalf of the Council


Ongoing

6.20 Encourage a greater understanding among the community of our history and heritage

6.21 Provide local studies services


Ongoing

6.22 Establish an Aboriginal Advisory Group


Established May 2015



Page 33

CSP No

Strategy


Directorate

Key targets

2015/2016

6.23 Provide support and assistance to the Botany Historical Trust


Ongoing

6.30 Promote and celebrate our history and heritage

6.31 Celebrate History Week Corporate & Community Services

May 2016

6.32 Celebrate NAIDOC Week Corporate & Community Services

July 2015

6.33 Prepare and promote exhibitions at the George Hanna Memorial Museum


Ongoing



Page 34

A cohesive community operating for the good of all members

CSP No

Strategy


Directorate

Key targets

2015/2016

7.10 Encourage community involvement in decision‐making

7.11 Maintain Advisory Committees – Seniors, Access, Historical Trust and Aboriginal and Torres Strait Islander Committee


Ongoing

7.12 Investigate and report on opportunities to establish Advisory Committees in the areas of youth and cultural diversity


June 2016

7.13 Encourage community involvement in services and activities ‐ Maintain a community grants program


Ongoing

7.14 Develop a Volunteer Program


December 2015

7.15 Identify and promote volunteering opportunities


Ongoing



Page 35

CSP No

Strategy


Directorate

Key targets

2015/2016

7.16 Recognise and celebrate the achievement of individuals and groups who have made a significant contribution to their community


Ongoing

7.17 Develop a community recognition strategy


December 2015

7.18 Promote the achievements of others through media and Council publication opportunities


Ongoing

7.19 Host community recognition events


Ongoing



Page 36

A strong sense of community through community events program

CSP No

Strategy


Directorate

Key targets

2015/2016

7.20 Increase community connectedness and strengthen cohesiveness through holding community events

7.21 Develop and administer an annual community events program


Ongoing

A safe community

CSP No

Strategy


Directorate

Key targets

2015/2016

7.30 A community where members have the opportunity to safely participate community life

7.31 Maintain clean and attractive public spaces

City Infrastructure Ongoing

7.32 Support programs that aim to reduce anti‐social behaviour

Corporate / City Planning & Environment

Ongoing

7.33 Safe and continuous paths of travel

City Planning & Environment

PAMP – December 2015

Ongoing



Page 37

CSP No

Strategy


Directorate

Key targets

2015/2016

7.34 Improved street lighting and lighting in public spaces


7.35 Raise awareness of need to ensure personal safety and encourage greater responsibility for personal behaviour


Ongoing

7.36 Manage, enforce and investigate the need for additional Alcohol Free Zones


Ongoing

7.37 Advocate for the adequate emergency services (Police, Ambulance, Fire, SES) as the population increases


7.38 Develop strategies to instil a greater community pride and respect for each other, community assets and personal property


Ongoing



Page 38

CSP No

Strategy


Directorate

Key targets

2015/2016

7.39 Maintain a strong commitment to WHS and risk management in carrying out works in the community


Ongoing

7.40 Ensure the design of public spaces, community facilities and major developments incorporate safer by design principles

7.41 Refer appropriate development applications to the local Police Crime Prevention Officer


Ongoing

7.42 Incorporate safer by design principles in capital works programs


Ongoing

7.50 Promote water safety 7.51 Undertake swimming pool inspections


Ongoing

7.52 Undertake community education


7.53 Provide Learn to Swim classes


7.60 To increase perceptions of the City of Botany Bay being a safe place to live, work or visit

7.61 Develop and maintain key partnerships to reduce crime and improve community safety

Corporate & Community Services / City Infrastructure

Ongoing



Page 39

CSP No

Strategy


Directorate

Key targets

2015/2016

7.62 Community education Corporate & Community

Services / City Infrastructure

Ongoing

7.63 Monitor crime statistics Corporate & Community Services / City Infrastructure

Ongoing

7.64 Participate in NSW Police Community Committee


Ongoing

7.65 Develop a Community Safety Plan / Crime Prevention Plan


December 2015

7.70 Encourage responsible pet ownership

7.71 Enforce the Companion Animals Act


Ongoing

7.72 Monitor and respond to enquiries and complaints about companion animals


Ongoing

7.73 Monitor and respond to enquiries and complaints relating to dog attacks


Ongoing



Page 40

CSP No

Strategy


Directorate

Key targets

2015/2016

7.74 Undertake community education about responsible pet ownership


Ongoing

7.75 Manage off‐leash dog areas City Infrastructure Ongoing

7.76 Investigate the need for additional off‐leash areas


7.80 Safer streets 7.81 Undertake traffic analysis City Infrastructure Ongoing

7.82 Administer the Local Traffic Committee


7.83 Undertake parking enforcement


Ongoing



Ongoing

7.86 Engage with local Police and RMS


7.90 Empower through community education

7.91 Provide education sessions to promote safe driving

Corporate & Community Services / City Planning & Environment

Ongoing



Page 41

CSP No

Strategy


Directorate

Key targets

2015/2016

7.92 Provide education sessions to promote safety in the home


Ongoing

7.93 Provide education sessions to promote safety in community life


Ongoing

7.94 Provide information to the community on a range of safety issues


Ongoing

8.10 Ensure the City is well prepared in the event of a disaster occurring

8.11 Work with other agencies on local emergency management


8.12 Provide support to the Randwick Botany SES


8.13 Provide emergency call out services for flooding, street tree issues, pollution and spills control


8.14 Administer responsibilities for the Local Emergency Management Committee




Page 42

CSP No

Strategy


Directorate

Key targets

2015/2016

8.20 Safe infrastructure and facilities

8.21 Ensure community infrastructure is safe for community use


8.22 Undertake independent audits of playground facilities in parks and reserves


8.23 Participate in Royal Life Saving Audit at Botany Aquatic Centre


A healthy active community

CSP No

Strategy


Directorate

Key targets

2015/2016

9.10 Provide a diverse range of well‐maintained and affordable sporting, recreational and meeting place facilities that meet, and continue to meet, community needs

9.11 Undertake a recreational needs analysis

City Infrastructure December 2015

9.12 Develop a Recreational Strategic Plan on outcomes of Recreational Needs Analysis.

City Infrastructure June 2016



Page 43

CSP No

Strategy


Directorate

Key targets

2015/2016

9.13 Review Plans of

Management in line with outcomes of Recreational Strategic Plan

City Infrastructure June 2016

9.14 Investigate partnerships and funding opportunities to assist in maintaining, upgrading and developing of new recreational facilities and meeting places for the community


9.15 Maintain a Recreation Committee


9.16 Undertake Facilities Management Plan ‐ Investigate opportunities for the sharing of community facilities, such as senior’s centres, to meet the needs of the wider community


June 2016

9.20 Encourage the community to access and participate in a wide range of activities and services to promote good health and wellbeing

9.21 Support existing local sporting and recreation groups to provide services and activities for the community




Page 44

CSP No

Strategy


Directorate

Key targets

2015/2016

9.22 Promote sporting and

recreational facilities to the community


Ongoing

9.23 Develop partnerships with health agencies and service providers to improve access to health and medical services, including mental health support, aged care services and family support


Ongoing

9.24 Information sharing and dissemination


Ongoing

9.30 Increase community health through promotion of healthy lifestyles and disease prevention

9.31 Partner with local health agencies to deliver information sessions promoting healthy lifestyles and disease prevention


Ongoing

9.32 Investigate further opportunities to partner with health agencies to deliver programs, services and activities to promote healthy lifestyles and disease prevention


Ongoing



Page 45

CSP No

Strategy


Directorate

Key targets

2015/2016

9.33 Provide children’s immunisation clinics


Ongoing

9.40 The availability of appropriate, affordable and accessible health services for the community

9.41 Advocate for improved access to appropriate, affordable and accessible health services for the community


Ongoing

9.50 Reduce the likelihood of illness caused by unsafe food and food practices

9.51 Conduct inspections of food outlets in the City


Ongoing

9.52 Administer the Scores on Doors Program


Ongoing

9.53 Respond to complaints and concerns raised by the community


Ongoing

9.54 Provide information to the community about safe food practices


Ongoing

9.60 Reduce the likelihood of illness and disease caused by environmental factors

9.61 Conduct regulatory inspections as required such as cooling towers/warm water systems, skin penetration clinics etc


Ongoing



Page 46

CSP No

Strategy


Directorate

Key targets

2015/2016

9.62 Monitor air and noise pollution


Ongoing

9.63 Participate in Mayoral Aviation Council and other forums with the aim of reducing the impact of aircraft noise

General Manager’s Office

Ongoing

9.64 Respond to complaints and concerns as required


Ongoing

9.70 Ensure compliance with fire safety and health standards

9.71 Maintain a register of annual fire safety certificates


Ongoing

9.72 Ensure compliance with fire safety standards


Ongoing

9.73 Instigate enforcement proceedings as required


Ongoing

9.74 Ensure compliance with health and safety requirements for places of shared accommodation


Ongoing



Page 47

Valuing life‐long learning

CSP No

Strategy


Directorate

Key targets

2015/2016

10.10 Ensure a well‐resourced library service to meet the current, and future, social, recreational and educational needs of the community

10.11 Provide library services at the Central Library at Eastgardens and the Branch Library at Mascot


Ongoing

10.12 Provide a Home Library Service for housebound residents and their carers


Ongoing

10.13 Develop and maintain partnerships and shared services with others ‐ Swift Consortium; SSROC Library Manager’s Group, State Library of NSW


Ongoing

10.14 Manage library collections to meet the needs of the community within policy and budget allocations


Ongoing

10.15 Provide information, educational and recreational activities and programs to reach a broad range of members


Ongoing



Page 48

CSP No

Strategy


Directorate

Key targets

2015/2016

10.16 Provide and develop a range of on‐line library resources


Ongoing

10.18 Maintain Library information on Council’s Webpage


Ongoing

10.19 Benchmark the library services against other metropolitan library services


Ongoing

10.20 Ensure opportunities are provided for community members of all ages and stages of life to participate in programs and activities designed to entertain, inform, empower and educate

10.21 Investigate further opportunities for community members of all ages and stages of life to participate in programs and activities designed to entertain, inform, empower and educate


Ongoing

10.22 Investigate expanding links with education providers to facilitate increased community education opportunities


Ongoing



Page 49

CSP No

Strategy


Directorate

Key targets

2015/2016

10.23 Investigate developing partnerships with NSW TAFE and Community Colleges


Ongoing

10.30 Encourage a strong foundation for life‐long learning at an early age

10.31 Provide Rhymetime and Storytime sessions


Ongoing

10.32 Participate in State and regional events that celebrate reading and learning initiatives


Ongoing



Page 50

A liveable City

GOAL A City with a built environment that has character and architectural integrity; community open space and facilities that are accessible, well maintained and well managed; safe, accessible and well maintained infrastructure that connects communities together and to places; vibrant, sustainable and well supported business precincts that meet the needs of local communities.

Key Themes

Sustainable development outcomes Community facilities Provide areas of open space Safe and less congested roads Greater use of alternate transport options Vibrant and economically viable shopping precincts Sustainable development outcomes

CSP No

Strategy


Directorate

Key targets

2015/2016

11.10 Encourage high‐quality planning and urban design outcomes that enhance the character and local needs of

11.11 Assess development application carefully, thoroughly and professionally


Ongoing



Page 51

CSP No

Strategy


Directorate

Key targets

2015/2016

the community

11.12 Ensure community

members and other interested parties are provided with an opportunity to provide input into the development assessment process


Ongoing

11.13 Promote adequate levels of communal open space in residential developments and private open space in commercial developments


Ongoing

11.14 Improve the quality of affordable housing stock through urban renewal processes


Ongoing

11.15 As Principal Certifying Authority (PCA) conduct inspections of buildings during construction for compliance with consent


Ongoing

11.16 Monitor developments to ensure on‐going compliance with consent conditions


Ongoing



Page 52

CSP No

Strategy


Directorate

Key targets

2015/2016

11.20 Encourage environmentally sustainable developments

11.21 Encourage and promote water and energy saving initiatives in developments


Ongoing

11.30 Identify, preserve and protect items of heritage value



Ongoing

11.32 Support the Botany Historical Trust


Ongoing

11.33 Require independent reports on applications relating to heritage items


Ongoing

11.34 Investigate funding options to support the preservation and restoration of heritage items


Ongoing

Community facilities

CSP No

Strategy


Directorate

Key targets

2015/2016

12.10 Ensure the long‐term sustainability of

12.11 Develop a Community Facilities Strategy


December 2015



Page 53

CSP No

Strategy


Directorate

Key targets

2015/2016

infrastructure and community assets for current and future generations

12.12 Promote and market existing facilities


Ongoing

12.13 Undertake a review of existing community spaces and utilisation rates


June 2015

12.14 Pursue partnerships and opportunities to increase community facilities


Ongoing

12.15 Explore funding opportunities for new spaces and upgrading of existing facilities


Ongoing

12.16 Investigate opportunities for community space in new developments


Ongoing

12.17 Improve accessibility Corporate & Community Services / City Infrastructure

Ongoing



Page 54

CSP No

Strategy


Directorate

Key targets

2015/2016

12.20 Encourage the community to be actively engaged in the planning and design of community infrastructure

12.21 Consult with the community City Planning & Environment

Ongoing

12.30 Ensure community infrastructure is accessible and well maintained

12.31 Undertake maintenance works and complete capital works in accordance with Asset Management Plan and within budget allocation


Ongoing

Provide areas of open space

CSP No

Strategy


Directorate

Key targets

2015/2016

13.10 Encourage new developments to include usable open green space

13.11 Appropriate planning policies and codes


Ongoing

13.12 Review Section 94 Contribution Plans


Ongoing



Page 55

CSP No

Strategy


Directorate

Key targets

2015/2016

13.13 Investigate opportunities for voluntary planning agreements for appropriate developments


Ongoing

13.20 Pursue partnerships and opportunities to increase usable open space

13.21 Investigate opportunities for use of school open space facilities after hours and on weekends


Ongoing

13.32 Facilities maintained to agreed City Service Standards


13.33 Manage the seasonal and other use of facilities


Ongoing

13.34 Undertake Recreational Needs Analysis

City Infrastructure December 2015

13.35 Identify opportunities to improve accessibility


13.36 Maintain a Recreation Committee




Page 56

Safe and less congested roads

CSP No

Strategy


Directorate

Key targets

2015/2016

14.10 Ensure a safe and well‐maintained local road network

14.11 Undertake road maintenance and construction in accordance with Asset Management Plan and within budget allocations


14.20 Monitor and reduce where possible the impact of traffic on local roads

14.21 Undertake traffic analysis, investigate, design and construct traffic management facilities


14.22 Respond to representations made in respect of traffic concerns


14.23 Conduct light traffic patrols and enforcement


14.24 Convene a Local Traffic Committee


14.25 Provide advocacy and representations on traffic issues associated with the development and operations of Port Botany and Sydney Airport




Page 57

CSP No

Strategy


Directorate

Key targets

2015/2016

14.30 Promote road safety 14.31 Undertake community education for motorists


Ongoing

14.32 Undertake community education for pedestrian safety


Ongoing

14.40 Ensure parking is well managed

14.41 Conduct regular parking patrols


Ongoing

14.42 Ensure new developments provide sufficient off‐street parking


Ongoing

14.43 Investigate options to increase access to parking around shopping precincts


14.44 Manage and investigate the need for residential parking schemes


14.50 Lobby for alternate transport option for freight movements to and from Port Botany and Sydney Airport

14.51 Continue to advocate for increase in rail share for freight movements from Port Botany and Sydney Airport


Ongoing



Page 58

Greater use of alternate transport options

CSP No

Strategy


Directorate

Key targets

2015/2016

15.10 Efficient and effective transport options

15.11 Advocate for an integrated, accessible and affordable transport system

City Infrastructure/ City Planning & Environment

Ongoing

15.20 Encourage the use of alternate transport options

15.21 Ensure a safe, well‐connected, well‐maintained and signposted cycleways


15.22 Review City cycleway plan City Infrastructure Ongoing

15.23 Investigate funding opportunities to expand cycleways


15.24 Maintain street and informational signage


15.25 Continue to investigate opportunities to establish a shuttle bus to improve access to local services and facilities


Ongoing

15.30 Ensure a safe, accessible, well‐connected and well‐maintained footpath network

15.31 Maintain footpath network to City Service standards and within budget allocations




Page 59

CSP No

Strategy


Directorate

Key targets

2015/2016

15.32 Improve accessibility City Infrastructure Ongoing

15.40 Ensure safe, accessible bus stops and bus shelter sheds

15.41 Maintain bus stops and bus shelter sheds to City Service standards and within budget allocations


15.42 Monitor ongoing need for bus shelter sheds and seating


15.43 Improve accessibility




Page 60

Vibrant and economically viable shopping precincts

CSP No

Strategy


Directorate

Key targets

2015/2016

16.10 Support local shopping precincts to maintain and develop their character

16.11 Appropriate planning controls


Ongoing

16.20 Encourage a mix of businesses to meet community needs and expectations

16.21 Planning controls that eliminate unnecessary barriers to business development


Ongoing

16.30 Support the creation and development of business and employment opportunities in the City

16.31 Support Botany Bay Business Enterprise Centre (BBEC)


Ongoing

16.40 Support businesses to be economically, environmentally and socially sustainable

16.41 Support Botany Bay Business Enterprise Centre (BBEC)


Ongoing

16.42 Provide information and regulatory services


Ongoing

16.43 Manage parking City Infrastructure Ongoing

16.44 Attractive, well maintained shopping precincts




Page 61

CSP No

Strategy


Directorate

Key targets

2015/2016

16.45 Provide and promote networking opportunities within the business community


Ongoing

16.46 Investigate opportunities to recognise excellence in business


Ongoing

16.50 Implement appropriate economic development strategies

16.51 Review Economic Strategy


December 2015



Page 62

A CITY OF NATURAL BEAUTY

GOAL Clean and green – a natural environment with a future, for the future

Key Themes An environmentally sustainable city Thriving natural habitats Lands free of contamination Clean waterways A water sensitive city An energy efficient city Improved waste management Increase community participation in sustainable practices An environmentally sustainable city

CSP No

Strategy


Directorate

Key targets

2015/2016

19.10 A high standard of environmental sustainability

19.11 Incorporate environmentally sustainable design elements into capital works undertaken by Council.

City Infrastructure / City Planning & Environment

Ongoing



Page 63

CSP No

Strategy


Directorate

Key targets

2015/2016

19.12 Provide and promote environmental education and awareness programs and good practice strategies to the community.


Ongoing

19.13 Advocate for additional Federal and State funding and incentives to encourage residential retrofits to improve environmental performance.


Ongoing

Thriving natural habitats

CSP No

Strategy


Directorate

Key targets

2015/2016

19.20 Protect and preserve the local environment for current and future generations

19.21 Encourage a greater awareness and support among the community for the protection of our natural environment


Ongoing

19.22 Identify and protect local populations of threatened species


Ongoing



Page 64

CSP No

Strategy


Directorate

Key targets

2015/2016

19.23 Protect native flora and fauna through the management of feral and domestic animals


Ongoing

19.24 Maintain and regenerate native areas to increase local populations of plants and animals


19.25 Administer a Tree Preservation Order Program


Ongoing

19.26 Continue the new and replacement tree planting program to increase the tree canopy of the City


Ongoing

19.28 Bushland regeneration City Infrastructure Ongoing

19.29 Undertake maintenance of street trees and trees in parks and reserves


19.30 Assess the impact of proposed development on the natural environment


Ongoing



Page 65

CSP No

Strategy


Directorate

Key targets

2015/2016

19.31 Minimise the environmental impact of users on open space and green space in the City


Ongoing

19.32 Undertake enforcement proceedings for breaches under the Protection of the Environment Act


Ongoing



Page 66

Lands free of contamination

CSP No

Strategy


Directorate

Key targets

2015/2016

19.40 Manage contaminated lands

19.41 Maintain a register of contaminated land


Ongoing

19.42 Ensure changes of land use will not increase the risk to health or the environment


Ongoing

19.43 Avoid inappropriate restrictions on land use


Ongoing

19.44 Work with State Government agencies and developers to remediate contaminated sites and to prevent further contamination


Ongoing

19.45 Remain an active advocate for the clean up of contamination caused by former industrial operations


Ongoing

19.46 Manage and remediation of contaminated land through the planning process


Ongoing



Page 67

Clean waterways

CSP No

Strategy


Directorate

Key targets

2015/2016

19.50 Protection of Waterways 19.51 Improve the quality and reduce the quantity of stormwater discharge into the environment


19.52 Identify key pollutants of local waterways and catchment areas


Ongoing

19.53 Undertake maintenance and upgrade of stormwater infrastructure


Ongoing

19.54 Develop and implement strategies to prevent stormwater pollution at the source


Ongoing

19.55 Undertake manual and mechanical street sweeping in accordance with City Service Standards


19.56 Manage stormwater pollution incidents within the Council’s area of responsibility


Ongoing



Page 68

CSP No

Strategy


Directorate

Key targets

2015/2016

19.57 Undertake enforcement proceedings for breaches under the Protection of the Environment Act


Ongoing

19.58 Undertaken litter management campaigns and enforcement


Ongoing

19.59 Participate in activities and support State government agencies initiatives to promote water quality improvement programs


Ongoing

A water sensitive city

CSP No

Strategy


Directorate

Key targets

2015/2016

19.60 Conserve Water 19.61 Investigate new strategies to lower water use throughout Council operations


Ongoing



Page 69

19.62 Monitor progress under Water Saving Action Plan

City Planning & Environment Ongoing

19.63 Encourage water saving initiatives in the community


19.64 Promote initiatives by State Government agencies aimed at reducing mains water consumption.


19.65 Investigate and implement strategies to capture and conserve stormwater run off


19.66 Encourage and educate the community on the benefits of planting native plants and trees and waterwise gardens


An energy efficient city

CSP No

Strategy


Directorate

Key targets

2015/2016

19.70 Reduce energy consumption

19.71 Monitor progress under Energy Saving Action Plan


Ongoing



Page 70

CSP No

Strategy


Directorate

Key targets

2015/2016

19.73 Promote an improved understanding of energy usage and energy saving strategies both within Council and the wider community


Ongoing

19.74 Improve the environmental performance of Council’s fleet


Ongoing

19.75 Support environmentally sustainable, reliable and affordable integrated transport options to encourage a decreased reliance on the use of private motor vehicles


Ongoing

19.76 Promote initiatives by State Government agencies aimed at renewable and energy efficiency technologies and practices.


Ongoing



Page 71

Improved waste management

CSP No

Strategy


Directorate

Key targets

2015/2016

19.82 Undertake weekly DWM services, including green waste and recycling services


19.90 Ensure efficient recycling services

19.91 Provide and promote recycling, composting, e‐waste and green waste services


19.92 Participate in regional waste avoidance activities and recycling initiatives


Ongoing

19.93 Undertake community education programs to increase recycling and resource recovery rates


Ongoing

19.94 Conduct bin audits in accordance with DECCW


Ongoing

20.10 Ensure efficient clean up services

20.11 Undertake programmed and pre‐booked clean up services




Page 72

CSP No

Strategy


Directorate

Key targets

2015/2016

20.20 Promote services for the appropriate disposal of hazardous waste

20.12 Provide and promote increased recovery for problem waste such as chemical collection days, unwanted/out‐of‐date medicines, batteries etc


20.30 Promote alternate waste disposal options to reduce illegal dumping

20.21 Provide services for illegal dumping collection and disposal


Ongoing

20.22 Promote alternate waste services


Ongoing

Increase community participation in sustainable practices

CSP No

Strategy


Directorate

Key targets

2015/2016

20.40 Develop community networks and capacity to create sustainable neighbourhoods

20.41 Provide information and support to local schools, businesses, community groups and the wider community to adopt sustainable practices


Ongoing



Page 73

A Place to be Proud of GOAL A City that engenders a sense of pride and community spirit – a City where people are proud to say they come from the City of Botany Bay. Key Themes A proud city – welcoming and accessible A proud city ‐ image & uniqueness An attractive city A clean city

A proud city – welcoming and accessible

CSP No

Strategy


Directorate

Key targets

2015/2016

17.10 Engender a sense of community pride

17.11 Attractive, well‐maintained and accessible community facilities and public spaces


17.12 Attractive and well maintained streetscapes


17.13 Maintain a city identity program


Ongoing



Page 74

CSP No

Strategy


Directorate

Key targets

2015/2016

17.14 Encourage community ownership of public spaces


17.15 Community events program Corporate & Community Services

Ongoing

A proud city ‐ image & uniqueness

CSP No

Strategy


Directorate

Key targets

2015/2016

17.20 Promote city identity and community values through corporate branding opportunities

17.21 Enhance our corporate branding


Ongoing



Page 75

An attractive city

CSP No

Strategy


Directorate

Key targets

2015/2016

17.30 Maintain attractive and green streetscapes

17.31 Maintain street trees City Infrastructure Ongoing

17.33 Maintain streetscape plantings


17.34 Continue grass verge and open space mowing


17.35 Continue weed control program


17.40 Maintain attractive streetscape signage, furniture, lighting, public art

17.41 Install and maintain street furniture


17.42 Install and maintain street signage


17.43 Install and maintain public space lighting


17.44 Investigate public art opportunities


Ongoing

17.50 Maintain City infrastructure 17.51 Maintain community assets in accordance with asset management plan and budget allocations




Page 76

CSP No

Strategy


Directorate

Key targets

2015/2016

17.52 Undertake graffiti removal from community and public domain facilities in accordance with agreed service standards


17.53 Undertake capital infrastructure works in accordance with asset management plan and budget allocations


17.60 Partner with the community to enhance our Cityscape

17.61 Work in partnership with the community to improve the visual and residential amenity of local streets


17.62 Promote and host the Garden Competition


Annually



Page 77

A clean city

CSP No

Strategy


Directorate

Key targets

2015/2016

17.70 Maintain clean streets and public spaces

17.71 Undertake street sweeping in accordance with City Service Standards


17.72 Undertake car park cleaning in accordance with City Services Standards


17.73 Undertake public convenience cleaning in accordance with City Service Standards


17.74 Undertake footpath cleaning in accordance with City Service Standards


17.75 Undertake cleaning of park furniture in accordance with City Services Standards


17.76 Undertake stormwater drainage and pit cleaning in accordance with City Service Standards




Page 78

CSP No

Strategy


Directorate

Key targets

2015/2016

17.77 Litter bin collection in accordance with City Service Standards


17.78 Undertake litter enforcement


17.80 Eliminate the incidence of illegal dumping

17.81 Investigate and respond to incidents of illegal dumping


Ongoing

17.82 Maintain illegal dumping database


Ongoing



Ongoing

17.84 Undertake enforcement and prosecution proceedings against individuals found to have illegally dumped items


Ongoing

17.90 A City free of graffiti 17.91 Investigate and respond to incidents of graffiti


17.92 Liaise with local Police regarding ‘tag’ identifications




Page 79

CSP No

Strategy


Directorate

Key targets

2015/2016

17.93 Undertake enforcement and prosecutions proceedings against individuals identified as having placed graffiti on public assets


Ongoing

18.00 A zero tolerance towards vandalism

18.10 Investigate and respond to incidents of vandalism as required


18.11 Undertake enforcement and prosecutions proceedings against individuals identified as having vandalised public assets


Ongoing

18.10 Public areas free of abandoned items

18.11 Investigate and respond to reports of abandoned items


Ongoing

18.12 Undertake enforcement and prosecution proceedings in respect of abandonment of articles in public spaces.


Ongoing



Page 80

Community recognition

CSP No

Strategy


Directorate

Key targets

2015/2016

18.20 Recognise and celebrate the contribution and achievement of community members

18.21 Host and participate in events and activities that recognise community achievements


Ongoing



Page 81

A community that values and celebrates its history

CSP No

Strategy


Directorate

Key targets

2015/2016

18.30 Document and preserve our City’s history and heritage for current and future generations

18.31 Maintain the Botany Historical Trust


Ongoing



Ongoing

18.40 Encourage a greater understanding among the community of our history and heritage

18.41 Undertake Local History Services


Ongoing

18.42 Maintain the George Hanna Memorial Museum


Ongoing

18.43 Promote activities events through the Museum and the Botany Historical Trust


Ongoing

18.50 Promote and celebrate our history and heritage

18.51 Celebrate History/Heritage Week


Ongoing

18.52 Promote the activities of the Botany Historical Trust and Museum Services


Ongoing



Page 82

A City built on trust and community engagement

GOAL An elected body that is reflective of its community; is committed to engaging, communicating, listening to and responding to its community; encourages and inspires creativity and innovation; values honesty and integrity; and works collaboratively to achieve a shared vision.

Key Themes Local democracy Responsible and Ethical Governance Local Democracy

CSP No

Strategy


Directorate

Key targets

2015/2016

1.20 Ensure Councillors are provided with training and development opportunities to assist in understanding their roles and responsibilities

1.22 Implement a Councillor training and development program


Ongoing

1.23 Provide access to training and development opportunities


Ongoing



Page 83

CSP No

Strategy


Directorate

Key targets

2015/2016

1.30 Ensure that Councillors are provided with timely and accurate information to enable informed decision‐making

1.31 Ensure that Councillors are provided with timely and accurate information to enable informed decision‐making


Ongoing

1.32 Prepare quality and informative reports to Council


Ongoing

1.33 Provide access to legislative and industry information via Intranet and Internet facilities


Ongoing

1.34 Provide access to professional development and networking opportunities


Ongoing

1.40 Ensure that Councillors are supported effectively to discharge their civic duties and responsibilities

1.41 Review and adopt a Councillor Expenses and facilities Policy


November 2015

1.50 Represent and advocate on behalf of the community

1.51 Represent the community at civic and ceremonial events


Ongoing



Page 84

CSP No

Strategy


Directorate

Key targets

2015/2016

1.52 Lobby other levels of

Government to achieve positive outcomes for the community


Ongoing

1.53 Support SSROC to advocate on behalf of the region


Ongoing

1.54 Support the Local Government Association to advocate on behalf of the industry


Ongoing

Responsible and Ethical Governance

CSP No

Strategy


Directorate

Key targets

2015/2016

Ensure the financial, environmental and social sustainability of the Council through strategic planning processes

2.13 Prepare and adopt an Operational Plan


June 2016

2.16 Prepare a sixth monthly report to Council on Delivery Program


January 2016 & July 2017



Page 85

CSP No

Strategy


Directorate

Key targets

2015/2016

2.20 Ensure financial sustainability

2.21 Ensure procurement is based upon whole of life and best value considerations


Ongoing

2.22 Maintain an investment strategy


Monthly

2.23 Investigate opportunities to increase Council’s revenue base


QBR Statement

2.24 Investigate grant funding opportunities


QBR Statement

2.25 Apply principles of equity and cost recovery to direct services


QBR Statement

2.26 Maintain and review Council’s Rating Strategy


May 2016

2.27 Effectively manage Council’s business operations


QBR Statement

2.28 Maintain external and internal audit functions


Ongoing

2.29 Annual Financial Statements Corporate & Community Services

October 2015



Page 86

CSP No

Strategy


Directorate

Key targets

2015/2016

2.30 Ensure the implementation of a robust governance framework based upon the principles of accountability, openness and transparency, integrity, ethics and responsibility, efficiency and leadership

2.31 Maintain an up‐to‐date Policy Register


Ongoing

2.32 Regular review of existing Council policies and prepare and develop new policies as required


On going

2.33 Maintain and review Code of Conduct in accordance with DLG Guidelines


Ongoing

2.34 Manage Code of Conduct issues


As required

2.35 Maintain a system for ensuring legislative compliance


Ongoing

2.36 Implement best practice governance strategies


Ongoing

2.37 Maintain an Internal Audit function


Ongoing

2.38 Support and resource an Audit Committee


Ongoing



Page 87

CSP No

Strategy


Directorate

Key targets

2015/2016

2.39 Maintain a system for effective complaints management


Ongoing

2.40 Maintain a good understanding of our community profile

2.41 Ensure accurate and up‐to‐date information is available about the demographics of our City


Ongoing

2.43 Maintain accurate community information


Ongoing

2.44 Update community directories


Ongoing

2.45 Information sharing through interagency meetings


Ongoing

2.50 An engaged community

2.51 Build upon our strong community engagement strategy


Ongoing

2.52 Ongoing consultation with the community to understand their needs


Ongoing



Page 88

CSP No

Strategy


Directorate

Key targets

2015/2016

2.53 Investigate opportunities to increase community participation in the decision making process


Ongoing

2.54 Investigate new opportunities to engage with the community (social media, community languages, alternate formats to communicate with people with a disability)


Ongoing

2.60 Accountable and transparent decision‐making

2.61 Report decisions of the Council to the community in a timely manner


Ongoing

2.62 Business papers and minutes of Council and Committee Meetings on Website


Ongoing

2.63 Broadcast Meetings on Internet


Ongoing

2.70 Communicate clearly and often with the community about Council activities

2.71 Prepare weekly Mayoral Column


Ongoing

2.72 Prepare quarterly “Your City”


Ongoing



Page 89

CSP No

Strategy


Directorate

Key targets

2015/2016

2.73 Report on Council’s Delivery Program


Jan 2016 & July 2017

2.74 Prepare Annual and Community Report


Nov 2015

2.75 Prepare ad hoc community brochures and leaflets as required


Ongoing

2.77 Provide community education on Council policies and regulations


Ongoing

2.78 Provide language aid services and provide translation of key documents in community languages


Ongoing

2.80 Minimise risk 2.81 Ensure a robust framework of risk management across the organisation


Ongoing

2.82 Fully implement ERM Corporate & Community Services

June 2015



Page 90

CSP No

Strategy


Directorate

Key targets

2015/2016

2.83 Maintain a Risk Management Committee


Ongoing

2.84 Review and maintain adequate and appropriate insurance coverage


Oct 2015

2.85 Educate and inform staff of their responsibilities to manage risk


Ongoing

2.86 Investigate and manage claims against the Council


Ongoing

2.87 Participate in Metropool Corporate & Community Services

Ongoing

2.88 Maintain an Internal Audit function


Ongoing

2.89 Implement best practice risk strategies


Ongoing

2.90 Effective Records Management

2.91 Provide an efficient and effective records management service to the organisation


Ongoing



Page 91

CSP No

Strategy


Directorate

Key targets

2015/2016

2.92 Maintain a Records Management Policy


Ongoing

2.94 Maintain an organisational wide electronic document system (TRIM)


Ongoing

2.95 Provide training to staff in records management and TRIM


Ongoing

2.96 Monitor and evaluate compliance with policy and procedures


Ongoing

3.10 Excellence in Customer Service

3.11 Implement strategies to ensure provision of efficient and effective customer service to meet Council and community expectations

Corporate & Community Services/ City Infrastructure

Ongoing

3.12 Enhance the use of technology to provide increased service delivery and information services


Ongoing



Page 92

CSP No

Strategy


Directorate

Key targets

2015/2016

3.13 Ensure courteous, responsive and respectful interactions with people and organisations doing business with the Council


Ongoing

3.14 Ensure the provision of accurate and timely information


Ongoing

3.15 Promote open and transparent government (GIPA)


Review Publication Guide – May 2016

Ongoing

3.20 Innovative, creative, talented staff

3.21 Encourage an innovative, creative and ethical organisational culture


Conduct ‘Botany Way’ training – June/July 2015

3.22 Attract, develop and retain a skilled and motivated workforce


Ongoing

3.23 Maintain and develop appropriate Human Resources Management Policies


Ongoing



Page 93

CSP No

Strategy


Directorate

Key targets

2015/2016

3.24 Ensure staffing skills and capabilities continue to meet changing organisational needs and statutory responsibilities


Ongoing

3.25 Provide networking and staff development opportunities


Ongoing

3.26 Undertake industry benchmarking of salary and conditions to ensure Council remains a competitive employer


June 2016

3.27 Maintain a system to measure and monitor staff performance


Ongoing

3.28 Encourage positive IR relationships


Ongoing

3.29 Maintain a strong commitment to work, health and safety


Ongoing



Page 94

FUNDING OUR SERVICES AND PROJECTS

Income 2015/2016 Expenditure

City Planning & Environment 4,392,000 City Planning & Environment 6,484,000

Business Units Business Units

Community Services 4,302,500 Community Services 4,442,000

Corporate Services 36,891,000 Corporate Services 13,407,200

Engineering 2,051,250 Engineering 4,507,500

Technical Services $370,000 Technical Services 751,000

Library Services 137,000 Library Services 1,554,000

Operational Services 345,000 Operational Services 10,279,700

Recreational Services 1,807,000 Recreational Services 1,829,250

Waste Services 7,543,000 Waste Services 5,950,500

Depreciation 6,200,000

Plant Costs 2,400,000

Revenue Income Total 57,838,750 Revenue Expenditure Total 57,805,150

Capital Income Capital Expenditure

Net Result Revenue $ ‐33,600



Page 95

2015‐2016 OPERATIONAL EXPENDITURE

An Inclusive Community

Community Services 4,442,000

Library Services 1,554,000

Local Emergency Management 5,000

Street Lighting 925,000

Health ‐ Medical Services 75,000

Immunisation Services 41,000

Pensioner Lawn Mowing 112,000

A Liveable City

Development Assessment 2,694,000

Compliance Control 2,688,000

Strategic Planning 1,061,000

Building Asset Maintenance & Improvements 1,127,200

Footpath maintenance 993,500

Kerb and Gutter maintenance 17,000

Drainage maintenance 95,000

Depot Administration 639,000

Plant maintenance 1,484,500

Road maintenance and reinstatements 842,000



Page 96

Playground Maintenance 50,000

Public convenience maintenance 100,000

Sporting fields & Recreational facilities 1,936,250

A City of Natural Beauty

Streetscape maintenance 615,200

Street Cleansing 1,154,000

Street tree program 1,454,000

Sustainability Grant Expenses 430,000

Park maintenance 3,272,500

Cleaning Services 405,000

A Place to be proud of

Community events and recognition 1,000,000

Bus Shelter Shed Maintenance 16,500

Waste Services 5,950,500

Asset Design & Maintenance 1,263,000

Recreation, Operations Management and design 1,558,000



Page 97

A City built on trust and community engagement

Corporate 5,508,000

Finance 2,346,000

Records 473,000

Governance 897,000

Human Resources 652,000

Information Technology 913,000

Customer Services 416,000



Page 98

STATEMENT OF REVENUE POLICY RATING STATEMENT

General Issues The total rate income derived from Ordinary rates has been increased by 2.4 percent in line with the amount approved by IPART.

Rates are calculated on the basis of the most current land valuations (01/07/13), determined by the Valuer General’s Office.

Rating Structure

1. In accordance with the provisions of Section 514 of the Local Government Act 1993, Council has declared each parcel of rateable land in its area to be within one

or other of the following categories/sub‐categories:

* Residential * Business AMS * Business BIA NTH

* Business A * Business BMS * Business BIA NTH (B)

* Business B * Business PB

* Business C * Business BIA

* Business BIA (B)



Page 99

Land is to be categorised as residential if it is a parcel of rateable land valued as one assessment and:

(A) its dominant use is for residential accommodation (otherwise than as a hotel, motel, guest house, or backpacker hostel, or any other form of residential

accommodation (not being a boarding house or lodging house) prescribed by the regulations; or

(B) in the case of vacant land, it is zoned or otherwise designated for use under an environmental planning instrument (with or without development

consent) for residential purposes; or

(C) it is rural residential land.

The category of Business, land that cannot be categorised as farmland, residential or mining, has been sub‐categorised into, Business B, Business C, Business AMS,

Business BMS, Business PB, Business BIA, Business BIA (B) and Business BIA NTH.

Business B comprises of that rateable land within the Council area determined to be ‘major businesses’. Business C comprises of rateable land applying to

community ventures, profit and non‐profit organisations and institutions that provide an economic service to the community. Business AM comprises of

businesses within the Mascot Precinct and Business BM comprises of ‘major businesses’ within the Mascot Precinct. Business BIA NTH (B) comprises of land in the

Banksmeadow Industrial area north of the railway land. Business PB comprises of business activities within the areas that generate significant transport

movements, traffic and demand for services. These areas include the sea ports within the City of Botany Bay and that part of Kingsford Smith Airport that is within

the City of Botany Bay. Business BIA comprises of businesses within the Banksmeadow Industrial Area and Business BIA (B) comprises of ‘major businesses’ within

the Banksmeadow Industrial Area. Business A comprises of that rateable land not being residential, and not included in other Business Sub‐Categories.

2. Council proposed to levy the following types of rates, consisting of an ad valorem amount, for the period 2015/2016:



Page 100

Ordinary Rate ‐ to be levied on each parcel of rateable land within the categories/sub‐categories of Residential, Business A, Business B, Business C,

Business AMS, Business BMS, Business PB Business BIA, Business BIA(B) Business BIA NTH and Business BIA NTH (B).

Special Rate ‐ to be levied on all land in the Mascot Shopping Centre

Mascot Shopping Parking Local Area as defined in the Government

Centre Parking Rate Gazette of January 7, 1983 plus Lot 1, DP 34351 and Part Lot D in DP 62562 for the provision of off street parking within the Mascot

Shopping Centre Area. Excluding Lot 10, DP858424.

Mascot Main Street Rate to be levied on all land as defined in the Mascot Shopping Centre Parking Rate for the provision of services to the Mascot Shopping

Centre Area.

Council will levy a minimum rate and ad valorem rate on all categories and two Special Rates on Mascot Shopping Centre.

In respect of the Kingsford‐Smith Sydney Airport, the amount payable equivalent to rates will be calculated in accordance with the rate in the dollar applicable to Business

PB, a similar centre of activity.

In accordance with the provisions of the Local Government Act, a minimum rate will apply. The Operational Plan provides for an increase of 2.4% on the minimum rate

applying in 2014/2015.



Page 101

DOMESTIC WASTE MANAGEMENT CHARGE

Under the provisions of Section 496 of the Local Government Act, Council is required to make and levy a charge for the provision of domestic waste management services

for each parcel of rateable land for which the service is available. This charge is also made and levied on vacant parcels of land for which the service is available.

A domestic waste management charge has been applied to all rateable properties, satisfying the residential criteria under section 516 of the Local Government Act

For the 2015/2016 year, Council has determined a charge of $468.00 per annum to cover the costs of providing domestic waste management services. A charge of $525.00

per annum has been determined for additional domestic waste management services and for services required by non‐rateable residential properties.

STORMWATER LEVY

The 2015/2016 Operational Plan provides for a stormwater levy to be applied to land categories of Business B, Business BMS, Business PB, Business BIA (B), Business BIA

NTH (B), Business A, Business AMS, Business BIA, Business BIA NTH at the rate of $25 for each 350 square metres or part thereof. In respect of Residential land categories,

a levy of $25 per residential property or $12.50 per residential strata unit has been applied.

2015/2016 RATE LEVY

LAND CATEGORY/

SUB‐CATEGORY

RATE IN DOLLAR MINIMUM AMOUNT

Residential 0.1355 $497.00



Page 102

Business A 0.467 $497.00

Business B 0.4641 $497.00

Business C 0.1355 $497.00

Business AMS 0.467 $497.00

Business BMS 0.4641 $497.00

Business PB 1.017965 $497.00

Business BIA 0.467 $497.00

Business BIA (B) 0.4641 $497.00

Business BIA NTH 0.602083 $497.00

Business BIA NTH (B) 0.4641 $497.00

Mascot Local Parking Rate 0.239275 ‐

Mascot Main Street Rate 0.239275 ‐



Page 103

ANNUAL CHARGES ON RAILS, PIPES, WIRE, POLES, CABLES ETC.

In accordance with section 611 of the Local Government Act, 1993, Council may make annual charge on the person for the time being in possession, occupation or enjoyment

of a rail, pipe, wire, pole, cable, tunnel or structure laid, erected, suspended, constructed or placed on, under or over a public place.

In reference to Section 611 Charges which refers to a m2/annum amount– In areas where the commercial component of a proposal is considered as described in Section 611(1)

and, where in the opinion of the Council, it will have an environmentally degrading element, an amount of 60% of the gross monthly revenue shall be paid monthly to the

Council or an amount as described above, whichever is the greater.

This recognises the partnership provision of a public place and the detrimental effect on the area.

FEES & USER CHARGES

In accordance with Section 608 of the Local Government Act, Council may charge and recover an approved fee for any service it provides under this Act or any other Act or

regulation.

The services for which an approved fee is proposed to be charged include the following services provided under the Local Government Act or any other Act or the

regulations by the Council: ‐

Supplying a service, product or commodity.

Giving information.



Page 104

Providing services in connection with the exercising of the Council’s regulatory functions – including receiving an application for approval, granting an approval,

making an inspection or issuing a certificate.

Allowing admission to any building or enclosure or use of any Council asset.

Those annual charges disclosed elsewhere in this Plan.

Family Day Care Educator (self‐employed) independently by self‐employed reflect the Council’s recommended fees for 2015/2016. Educators under the Scheme may

adopt these fees or independently set their own fees.

Details of the Fees and Charges for the year 2015/2016 are contained in the Fees and Charges Schedule forming an addendum to this document.

PRICING POLICY

The City of Botany Bay, when determining the Schedule of Fees and Charges, has taken the following factors into consideration: ‐

The cost to the Council of providing the service

The price suggested for that service by any relevant industry body or any schedule of charges published, from time to time, by the Department or IPart

The importance of the service to the community

Other factors specified in the regulations

Equity factors



Page 105

Principles of user pay

The disposition of industry, commerce and the residential areas within Council’s area

The fees and charges have been classified as follows: ‐

1 Statutory

2 No Charge

3 Partial Cost Recovery

4 Full Cost Recovery

5 Fee consistent with industry standard

6 Market Price

7 Refundable

Council has determined that not all fees will be charged on a full cost recovery basis.

In accordance with Section 609 of the Local Government Act, a higher fee or an additional fee may be charged for an expedited service provided, for example, in the case of

urgency.

Unless prior arrangements have been made, credit card payments will only be accepted on amounts less than $20,000.00. Additional fees may be incurred on amounts in

excess of $2,000.00.



Page 106

Council may waive payment of or reduce an approved fee if the Council is satisfied that the case falls within a category of hardship, the disadvantaging of a local

community or sporting group, or any other category in respect of which the Council has determined that payment should be waived or reduced. In addition to those

categories/classes specified in the Plan, Council may consider waiving or reducing a fee for applications considered under the Council’s Financial Assistance Policy or in

instances where it has been determined that there is a benefit to the community to do so.

The fees and charges adopted by the Council in respect of the use of community facilities i.e. halls, parks, sporting grounds are to apply for community use by members of

the community. Where the use of these facilities is for commercial purposes, use by a commercial operator or for profit making purposes, and a fee of double the schedule

fee shall apply.

Council entered into an arrangement with respect to domestic waste management services made available to the property known as ‘Greenwood Estate’. This

arrangement is subject to annual review.

OVERDUE RATES & CHARGES

In accordance with Section 566 of the Local Government Act 1993, the interest rate charged on overdue rates and charges will be at the maximum allowed i.e. 8.5% per annum

calculated daily or as otherwise determined by the Minister.

LOAN BORROWINGS

In line with Council’s philosophy of remaining debt free, no new loan borrowings or leasing/financing arrangements are proposed for the ensuing period.



Page 107

SUPPORT & ASSISTANCE

In addition to applications determined under Section 356 of the Local Government Act, Council provides assistance to schools, community organisations and the like where

it has been determined that there is a benefit to the community to do so. These organisations include: ‐

Local schools

Greek Orthodox Church of St Catherine

Local Returned Services League (RSL) Organisations

Annual support of Daceyville School Band, Botany District Band and South Marourba Surf Life Saving Club

Support and assistance to Mascot, Botany and Pagewood Senior Citizens and 55 Plus

Sporting groups providing services to the benefit of residents of the City of Botany Bay

Local community based organisations

Souths Cares

Council provides use of community facilities at discounted rates to community groups in accordance with the Financial Assistance Policy. Consideration is given on an

annual basis to those groups requesting regular use of facilities with casual usage considered as and when required.



Page 108

ACTIVITIES OF A BUSINESS OR COMMERCIAL NATURE

Council is contracted by Sydney Airports Corporation Limited to undertake works in and around Sydney (Kingsford Smith) Airport

Council’s Business Unit provides the abovementioned services as well as other services on a commercial basis

Where it is economically efficient to do so, Council may purchase property within guidelines to be determined by Council

Council supports in principle, and financially, the aims and objectives of the Australian Mayoral Aviation Council

FEES AND CHARGES

Council’s Fees and Charges for 2015/2016 are an addendum to this document.


5.5 - QUARTERLY BUDGET REVIEW STATEMENT QUARTERLY BUDGET REVIEW INCLUDING RESPONSIBLE ACCOUNTING OFFICER'S REPORT

Page 109

City of Botany Bay Responsible Accounting Officers Report for the period ended 311st March 2015 _____________________________________________________________________ The following statement is made in accordance with Clause 203(2) of the Local Government (General) Regulations 2005. All restricted funds are invested in accordance with Councils’ investment policy and relevant State and Federal regulations. The revised estimated revenue surplus for the 2014/2015 Financial Year is $2,329,990, this is an increase of $1,067,000 from the original budget presented to Council. The increased surplus has been allocated to the revenue component of Councils’ capital works program. This component is $2,318,000, thus representing an increase of $37,000 from that originally approved by Council. There are still a number of capital projects that remain outstanding. Projects that remain outstanding at the 30th June will be re-allocated to the 2015/2016 Financial Year Budget. Overall in my opinion Councils’ budget position remains strong, although any additional unbudgeted expenditure will have an adverse impact on this position. This view is formed having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure. Date: 11/05/2015 Gary Goodman Chief Financial Officer, Botany Bay City Council

FINANC

5.5 - QUAQUA

Notes

Origina

Revised

Operating

Income

RUInOG P

Total Inco

Expenditu

EMDO

Total Exp

Net Oper

Continuin

Net Oper

Items

CE AND PER

ARTERLY BUDGARTERLY BUD

f

al Budget +/‐ app

d Budget +/‐ reco

g Budget

Rates & Annual CUser Charges & Fnvestment RevenOther RevenuesGrants & Contribu Operating Capital

Profit from dispos

ome

ure

Employee CostsMaterials & ContrDepreciation & AOther Expenses

enditure

rating Result fro

ng Operations

rating Result be

RFORMANCE

GET REVIEW SGET REVIEW I

Qfor the p

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Charges -Fees -nues

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sal of Assets

‐

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om

efore Capital

E COMMITT

STATEMENTINCLUDING RE

Quarterlyperiod e

Con

anges in previous

ges this quarter =

2014/2015

Original Se

Budget Q

-35,816,640-15,326,800-1,150,000-3,955,500

-3,752,500-600,000-100,000

‐60,701,440

26,889,25021,792,2005,689,8004,961,900

59,333,150

‐1,368,290

‐768,290

TEE

ESPONSIBLE A

Page 110

y Budgeended 3

nsolidat

s quarters = Revi

= Projected year

ptember Dec

Quarter Qu

0 ---

--

0 ‐2,

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0 1,

0 ‐

0 ‐

Budget Revisi

ACCOUNTING O

et Revie31st Ma

ted

sed Budget

end result

Reco

cember Ch

uarter Counc

-400,000-225,000-400,000

0

-755,000-600,000

0

,380,000

-300,000,045,000768,300-25,000

,488,300

‐891,700

‐291,700

ons

OFFICER'S RE

ew rch 201

ommended

hanges for

cil Resolution

00000000

0

0000

0

0

0

20 M

PORT

5

2014/2015

Revised

Budget

‐36,216,640 -3‐15,551,800 -‐1,550,000

‐3,955,500

0

‐4,507,500

‐1,200,000

‐100,000

‐63,081,440 ‐6

26,589,250 222,837,200

6,458,100

4,936,900

60,821,450 4

‐2,259,990 ‐1

‐1,059,990

AY 2015

Actuals

YTD

35,711,28510,237,403

-481,376-2,547,007

-4,052,305-8,729,968

0

61,759,343

21,468,75516,724,0644,653,8793,692,588

46,539,286

15,220,057

‐6,490,089

FINANC

5.5 - QUAQUA

CE AND PER


RFORMANCE


E COMMITT


Con

TEE

ESPONSIBLE A

Page 111

nsolidat

ACCOUNTING O

ted

OFFICER'S RE

20 M

PORT

AY 2015

FINANC

5.5 - QUAQUA

CE AND PER


RFORMANCE


E COMMITT


Con

TEE

ESPONSIBLE A

Page 112

nsolidat

ACCOUNTING O

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OFFICER'S RE

20 M

PORT

AY 2015



Page 113

Summary

Notes

Original Budget +/‐ approved budget changes in previous quarters = Revised Budget

Revised Budget +/‐ recommended changes this quarter = Projected year end result

2014/2015 Recommended 2014/2015

Original September December Changes for Revised Actuals

Budget Quarter Quarter Council Resolution Budget YTD

Income

Corporate Services ‐35,278,140 0 ‐420,000 0 ‐35,698,140 ‐32,475,971

Library Services ‐135,000 0 0 0 ‐135,000 ‐135,194

Community Services ‐3,817,500 0 0 0 ‐3,817,500 ‐3,119,589

Environmental Services ‐984,000 0 0 0 ‐984,000 ‐995,457

Assessment Planning ‐3,089,000 0 40,000 0 ‐3,049,000 ‐10,234,172

Operational Services ‐869,500 0 ‐1,170,000 0 ‐2,039,500 ‐347,472

Recreational Services ‐1,595,500 0 ‐10,000 0 ‐1,605,500 ‐1,534,596

Waste Services ‐6,625,000 0 ‐400,000 0 ‐7,025,000 ‐7,394,084

Engineering Services ‐1,556,800 0 ‐420,000 0 ‐1,976,800 ‐1,491,421

Technical Services 0 0 0 0 0 0

Airport Business Unit ‐6,751,000 0 0 0 ‐6,751,000 ‐4,031,387

Total Income ‐60,701,440 ‐2,380,000 0 ‐63,081,440 ‐61,759,343

Expenditure

Corporate Services 13,548,400 0 268,000 0 13,816,400 9,281,544

Library Services 1,661,500 0 0 0 1,661,500 1,007,872

Community Services 4,239,800 0 0 0 4,239,800 3,038,044

Environmental Services 1,963,000 0 ‐15,000 0 1,948,000 1,624,936

Assessment Planning 3,357,500 0 560,000 0 3,917,500 4,135,671

Operational Services 11,763,250 0 30,000 0 11,793,250 9,721,639

Recreational Services 2,661,700 0 195,300 0 2,857,000 2,280,651

Waste Services 6,771,000 0 450,000 0 7,221,000 4,555,051

Engineering Services 6,148,000 0 300,000 0 6,448,000 4,809,114

Technical Services 803,000 0 ‐210,000 0 593,000 437,023

Airport Business Unit 6,416,000 0 ‐90,000 0 6,326,000 5,647,740

Total Expenditure 59,333,150 1,488,300 0 60,821,450 46,539,286

‐1,368,290 ‐891,700 0 ‐2,259,990 ‐15,220,057

Budget Revisions

Net Operating Result from

Continuing Operations



Page 114

Functions

Notes

Original Budget +/‐ approved budget changes in previous quarters = Revised Budget

Revised Budget +/‐ recommended changes this quarter = Projected year end result

2014/2015 Recommended 2014/2015

Original Changes for Revised Actuals

Budget Council Resolution Budget YTD

Income

Administration ‐36,670,640 ‐1,285,000 ‐37,955,640 ‐32,600,982

Public Order and Safety ‐715,000 ‐715,000 ‐3,455

Health ‐104,000 ‐104,000 ‐2,393

Environment ‐7,175,000 ‐400,000 ‐7,575,000 ‐7,856,781

Community Services and Education ‐3,817,500 ‐3,817,500 ‐3,119,589

Housing and Community Amenities ‐568,000 ‐10,000 ‐578,000 ‐270,297

Recreation and Culture ‐1,977,500 ‐315,000 ‐2,292,500 ‐1,892,250

Mining, Manufacturing and Construction ‐2,496,000 50,000 ‐2,446,000 ‐10,490,787

Transport and Communication ‐1,976,800 ‐420,000 ‐2,396,800 ‐1,491,421

Economic Affairs ‐6,751,000 ‐6,751,000 ‐4,031,387

Total Income ‐62,251,440 ‐2,380,000 ‐64,631,440 ‐61,759,343

Expenditure

Administration 15,379,400 ‐112,000 15,267,400 10,665,557

Public Order and Safety 1,258,500 15,000 1,273,500 1,144,969

Health 41,000 ‐15,000 26,000 37,611

Environment 10,322,950 785,000 11,107,950 7,535,217

Community Services and Education 4,239,800 4,239,800 2,965,648

Housing and Community Amenities 1,017,800 180,000 1,197,800 819,271

Recreation and Culture 9,392,500 105,300 9,497,800 7,211,625

Mining, Manufacturing and Construction 3,041,500 430,000 3,471,500 3,433,389

Transport and Communication 9,822,000 190,000 10,012,000 7,076,331

Economic Affairs 6,326,000 ‐90,000 6,236,000 5,649,668

Total Expenditure 60,841,450 1,488,300 62,329,750 46,539,286

‐1,409,990 ‐891,700 ‐2,301,690 ‐15,220,057

Net Operating Result from Continuing

Operations



Page 115

Corporate Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges ‐29,197,640 0 0 ‐29,197,640 ‐28,325,338

User Charges & Fees ‐535,000 0 ‐20,000 ‐555,000 ‐449,889

Investment Revenues ‐1,150,000 0 ‐400,000 ‐1,550,000 ‐481,376

Other Revenues ‐3,108,500 0 0 ‐3,108,500 ‐1,962,058

Grants & Contributions Operating ‐1,187,000 0 0 ‐1,187,000 ‐1,257,310

Capital 0 0

Profit from disposal of Assets ‐100,000 ‐100,000

Total Income ‐35,278,140 0 ‐420,000 0 ‐35,698,140 ‐32,475,971

Expenditure

Employee Costs 4,771,650 0 ‐100,000 4,671,650 3,234,140

Materials & Contracts 5,457,700 0 20,000 5,477,700 3,225,724

Depreciation & Amortisation 980,500 0 348,000 1,328,500 1,193,270

Other Expenses 2,338,550 0 0 2,338,550 1,628,410

Total Expenditure 13,548,400 0 268,000 0 13,816,400 9,281,544

‐21,729,740 0 ‐152,000 0 ‐21,881,740 ‐23,194,427

‐21,729,740 0 ‐152,000 0 ‐21,881,740 ‐23,194,427

Budget Revisions



Net Operating Result before Capital

Items

FINANC

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RFORMANCE


E COMMITT


Corpo

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ESPONSIBLE A

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orate Se

ACCOUNTING O

ervices

OFFICER'S RE

20 M

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FINANC

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Library

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -15,000 ‐15,000 -11,892Investment Revenues 0 0 0Other Revenues -5,000 ‐5,000 -7,555Grants & Contributions Operating -115,000 ‐115,000 -115,747 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐135,000 0 0 0 ‐135,000 ‐135,194

Expenditure

Employee Costs 1,094,000 1,094,000 743,355Materials & Contracts 308,000 308,000 71,000Depreciation & Amortisation 184,000 184,000 151,511Other Expenses 75,500 75,500 42,007

Total Expenditure 1,661,500 0 0 0 1,661,500 1,007,872

1,526,500 0 0 0 1,526,500 872,678

1,526,500 0 0 0 1,526,500 872,678

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Community Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -2,190,000 ‐2,190,000 -1,524,975Investment Revenues 0 0 0Other Revenues -6,000 ‐6,000 -3,647Grants & Contributions Operating -1,621,500 ‐1,621,500 -1,590,967 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐3,817,500 0 0 0 ‐3,817,500 ‐3,119,589

Expenditure

Employee Costs 2,973,000 2,973,000 2,208,321Materials & Contracts 961,500 961,500 632,659Depreciation & Amortisation 120,300 120,300 112,694Other Expenses 185,000 185,000 84,371

Total Expenditure 4,239,800 0 0 0 4,239,800 3,038,044

422,300 0 0 0 422,300 ‐81,545

422,300 0 0 0 422,300 ‐81,545

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Environmental Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -105,000 ‐105,000 -5,454Investment Revenues 0 0 0Other Revenues -725,000 ‐725,000 -524,914Grants & Contributions 0

Operating -154,000 ‐154,000 -465,090 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐984,000 0 0 ‐984,000 ‐995,457

Expenditure

Employee Costs 1,088,500 15,000 1,103,500 755,293Materials & Contracts 321,000 -30,000 291,000 155,067Depreciation & Amortisation 0 0 0 361Other Expenses 553,500 0 553,500 714,215

Total Expenditure 1,963,000 0 ‐15,000 0 1,948,000 1,624,936

979,000 0 ‐15,000 0 964,000 629,479

979,000 0 ‐15,000 0 964,000 629,479

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Page 127

Assessment Planning

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -2,901,000 0 ‐2,901,000 -1,492,836Investment Revenues 0 0 0 0Other Revenues -90,000 0 ‐90,000 -11,368Grants & Contributions 0

Operating -98,000 40,000 ‐58,000

Capital 0 -8,729,968Profit from disposal of Assets 0 0

Total Income ‐3,089,000 0 40,000 0 ‐3,049,000 ‐10,234,172

Expenditure

Employee Costs 2,518,000 40,000 2,558,000 2,761,562Materials & Contracts 573,500 550,000 1,123,500 1,159,350Depreciation & Amortisation 15,000 -15,000 0 102,572Other Expenses 251,000 -15,000 236,000 112,188


268,500 0 600,000 0 868,500 ‐6,098,500

268,500 0 600,000 0 868,500 ‐14,828,468

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Operational Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -215,500 -5,000 ‐220,500 -222,304Investment Revenues 0 0 0 0Other Revenues -12,000 0 ‐12,000 -26,875Grants & Contributions 0

Operating -42,000 -565,000 ‐607,000 -98,293 Capital -600,000 -600,000 ‐1,200,000 0Profit from disposal of Assets 0 0

Total Income ‐869,500 0 ‐1,170,000 0 ‐2,039,500 ‐347,472

Expenditure

Employee Costs 6,806,600 -395,000 6,411,600 5,671,216Materials & Contracts 2,906,000 330,000 3,236,000 2,940,464Depreciation & Amortisation 1,767,000 105,000 1,872,000 946,384Other Expenses 283,650 -10,000 273,650 163,575


10,893,750 0 ‐1,140,000 0 9,753,750 9,374,168

10,293,750 0 ‐1,740,000 0 8,553,750 9,374,168

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Recreational Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -1,595,500 -10,000 ‐1,605,500 -1,534,596Investment Revenues 0 0 0Other Revenues 0 0 0Grants & Contributions Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐1,595,500 0 ‐10,000 0 ‐1,605,500 ‐1,534,596

Expenditure

Employee Costs 1,233,500 0 1,233,500 1,102,107Materials & Contracts 486,000 65,000 551,000 421,246Depreciation & Amortisation 683,000 130,300 813,300 615,080Other Expenses 259,200 0 259,200 142,218


1,066,200 0 185,300 0 1,251,500 746,055

1,066,200 0 185,300 0 1,251,500 746,055

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Waste Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges -6,619,000 -400,000 ‐7,019,000 -7,385,947User Charges & Fees 0 0 0Investment Revenues 0 0 0Other Revenues -6,000 ‐6,000 -8,136Grants & Contributions Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐6,625,000 0 ‐400,000 0 ‐7,025,000 ‐7,394,084

Expenditure

Employee Costs 1,465,500 1,465,500 948,622Materials & Contracts 5,006,000 450,000 5,456,000 3,530,078Depreciation & Amortisation 280,000 280,000 63,721Other Expenses 19,500 19,500 12,631


146,000 0 50,000 0 196,000 ‐2,839,032

146,000 0 50,000 0 196,000 ‐2,839,032

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Engineering Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -1,018,800 -190,000 ‐1,208,800 -964,070Investment Revenues 0 0 0Other Revenues -3,000 ‐3,000 -2,455Grants & Contributions 0

Operating -535,000 -230,000 ‐765,000 -524,897 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐1,556,800 0 ‐420,000 0 ‐1,976,800 ‐1,491,421

Expenditure

Employee Costs 1,309,000 150,000 1,459,000 988,640Materials & Contracts 2,278,500 -50,000 2,228,500 1,613,187Depreciation & Amortisation 1,630,000 200,000 1,830,000 1,446,779Other Expenses 930,500 0 930,500 760,508


4,591,200 0 ‐120,000 0 4,471,200 3,317,692

4,591,200 0 ‐120,000 0 4,471,200 3,317,692




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Technical Services

2014/2015 Recommended 2014/2015



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees 0 0 0Investment Revenues 0 0 0Other Revenues 0 0 0Grants & Contributions Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0

Total Income 0 0 0 0 0

Expenditure

Employee Costs 773,000 -210,000 563,000 338,509Materials & Contracts 26,500 26,500 98,514Depreciation & Amortisation 0 0 0Other Expenses 3,500 3,500 0

Total Expenditure 803,000 0 ‐210,000 0 593,000 437,023

803,000 0 ‐210,000 0 593,000 437,023

803,000 0 ‐210,000 0 593,000 437,023

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Airport Business Unit

2013/2014 Recommended 2013/2014



Operating Budget

Income

Rates & Annual Charges 0 0 0User Charges & Fees -6,751,000 ‐6,751,000 -4,031,387Investment Revenues 0 0 0Other Revenues 0 0 0Grants & Contributions 0

Operating 0 0 0 Capital 0 0Profit from disposal of Assets 0 0

Total Income ‐6,751,000 0 0 0 ‐6,751,000 ‐4,031,387

Expenditure

Employee Costs 2,856,500 200,000 3,056,500 2,716,991Materials & Contracts 3,467,500 -290,000 3,177,500 2,876,776Depreciation & Amortisation 30,000 30,000 21,507Other Expenses 62,000 62,000 32,467

Total Expenditure 6,416,000 0 ‐90,000 0 6,326,000 5,647,740

‐335,000 0 ‐90,000 0 ‐425,000 1,616,353

‐335,000 0 ‐90,000 0 ‐425,000 1,616,353

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Cash and Investments

Budgeted Budgeted

Opening Movements Movements Closing

Balance To From Balance

External Restrictions

Developer Contributions 38,023 5,156 32,867

Grants 590 1,895 (1,305)

Mascot Main Street 452 95 547

Mascot Parking Rate 884 95 979

Domestic Waste Management 1,148 1,148

Stormwater Management 2,748 693 1,318 2,123

Total External Restrictions 43,845 883 8,369 36,359

Internal Restrictions

Employee Leave Entitlements 1,200 1,200

Infrastructure Replacement 200 753 (553)

Plant replacement 700 500 200

Office Equipment 200 300 (100)

Asset Replacement 300 120 180

Bonds and Deposits 2,000 2,000

Mascot Oval 80 80

Domestic Waste Management 122 122

Church Avenue Road Widening 200 200

O'Riordan Street Cables 210 210

Total Internal Restrictions 5,212 ‐ 1,673 3,539

Total Restrictions 49,057 883 10,042 39,898



Page 149

Capital Summary

2014/2015 Recommended 2014/2015



Capital Expenditure

New Assets

Plant & Equipment 2,100,000 0 0 0 2,100,000 377,614

Land & Buildings 0 0 0 0 0 0

Roads and Footpaths 117,000 0 640,000 0 757,000 185,607

Drainage 0 0 0 0 0 0

Kerb and Gutter 0 0 0 0 0 0

Recreation 380,000 0 102,000 0 482,000 360,205

Other 574,000 0 236,000 0 810,000 255,496

Renewal Assets

Plant & Equipment 0 0 0 0 0 0

Land & Buildings 1,365,000 0 ‐270,000 0 1,095,000 107,011

Roads and Footpaths 3,304,500 0 ‐171,000 0 3,133,500 2,176,368

Drainage 1,648,000 0 ‐150,825 0 1,497,175 720,342

Kerb and Gutter 450,000 0 ‐330,000 0 120,000 1,800

Recreation 2,175,000 0 243,000 0 2,418,000 455,011

Other 210,000 0 ‐20,000 0 190,000 51,977

Total Capital Expenditure 12,323,500 0 279,175 0 12,602,675 4,691,431

Funding

Section 94 Contributions 5,156,000 508,000 5,664,000 1,811,561

Grants & Other Contributions 1,895,000 355,000 2,250,000 294,041

Stormwater Levy 1,318,000 ‐150,825 1,167,175 720,342

Reserves 1,673,500 ‐300,000 1,373,500 150,059

Revenue 2,281,000 ‐133,000 2,148,000 1,715,428

Total Funding 12,323,500 0 279,175 0 12,602,675 4,691,431

Budget Revisions



Page 150

Consultants

City of Botany Bay

Consultancy and Legal Expenses for the period ended 31st March 2015

Actuals to Budgeted

31/03/2015

Expenditure

Consultants 909,424 Y

Legal Expenses 476,322 Y

Definition of consultant:

A consultant is a person or organisation engaged under contract on a temporary basis to

provide recommendations or high level specialist or professional advice to assist decision making

by management. Generally it is the advisory nature of the work that differentiates a consultant

from other contractors.



Page 151

Contracts

City of Botany Bay

Budget Review Contracts and Other Expenses for the period ended 31st March 2015

Commencement Duration of Budgeted

Contractor Contract Detail and Purpose Contract Value Date Contract (Y/N)

No contracts have been entered into in this quarter

finance an d per for mance com business … · 3 confirmation of minutes committee recommendation...

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