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Other information

Annexures

Attachment 8c

• Council Report and Minutes re adoption of IP&R documents – 11 February 2014

Contents

MAITLAND CITY COUNCILNotice is hereby given, in accordance with the provisions of the Local Government Act 1993 that a Meeting of Maitland City Council will be held in the Council Chambers, Town Hall, High Street, Maitland, commencing at 5.30pm.

ORDINARY MEETINGAGENDA

11 FEBRUARY 2014

DAVID EVANS GENERAL MANAGER

Please note:

In accordance with the NSW Privacy and Personal Information Protection Act, you are advised that all discussion held during the Open Council meeting is recorded for the purpose of verifying the minutes. This will include any discussion involving a Councillor, Staff member or a member of the public.

ORDINARY MEETING AGENDA 11 FEBRUARY 2014

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TABLE OF CONTENTS

ITEM SUBJECT PAGE NO

1 INVOCATION ................................................................................................. 1

2 APOLOGIES AND LEAVE OF ABSENCE .................................................... 1

3 DECLARATIONS OF INTEREST .................................................................. 1

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .......................... 1

5 BUSINESS ARISING FROM MINUTES ......................................................... 1

6 MAYORAL MINUTE ....................................................................................... 1

NIL .................................................................................................................. 1

7 WITHDRAWAL OF ITEMS AND ACCEPTANCE OF LATE ITEMS OF BUSINESS ..................................................................................................... 1

8 PUBLIC ACCESS .......................................................................................... 1

9 GENERAL MANAGER'S REPORTS ............................................................. 2

9.1 FINAL SPECIAL RATE VARIATION APPLICATION PROPOSAL ....................................................................................... 2

9.2 DELIVERY PROGRAM 2013-17 (REVISED), OPERATIONAL PLAN 2014/15 AND RESOURCING STRATEGY ............................ 98

10 PLANNING, ENVIRONMENT AND LIFESTYLE REPORTS ..................... 139

10.1 DA 12-1481 SUBDIVISION TO CREATE SIX (6) RESIDENTIAL LOTS - LOT 8 DP855275 & LOT 42 DP846326 6 WILTON DRIVE & MT VINCENT ROAD, EAST MAITLAND RECOMMENDATION: APPROVAL ............................................... 139

10.2 DA 13-3163 CHANGE OF USE TO FOOD & DRINK PREMISES (CAFÉ & SMALL BAR) - LOT 1 DP980401, 448 HIGH STREET, MAITLAND RECOMMENDATION: APPROVAL.................................................................................... 231

10.3 DA 13-1746 TORRENS TITLE SUBDIVISION OF TWO (2) LOTS INTO FIVE (5) - LOT 8111 DP1165631 THORNTON ROAD, THORNTON & LOT 37 DP755205 NEW ENGLAND HIGHWAY, THORNTON RECOMMENDATION: APPROVAL ....... 257

10.4 DA 13-3196 PROPOSED ATTACHED DUAL OCCUPANCY AND TWO (2) LOT TORRENS TITLE SUBDIVISION - LOT 1051 DP1167791, 48 MACRAE STREET, EAST MAITLAND RECOMMENDATION: APPROVAL ............................................... 282

10.5 PLANNING PROPOSAL TO INTRODUCE A SPLIT-ZONE CLAUSE AND AN ADDITIONAL OBJECTIVE TO THE E4 ENVIRONMENTAL LIVING ZONE ................................................ 304


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10.6 HIGH STREET MASTER PLAN AND LANEWAYS ACTION PLAN ............................................................................................. 331

10.7 AMENDMENT TO MAITLAND LOCAL ENVIRONMENTAL PLAN 2011 - BOLWARRA URBAN RELEASE AREA ................... 395

10.8 RUTHERFORD MALL ALCOHOL FREE ZONE - REINSTATEMENT ......................................................................... 440

11 APPEARANCE AND INFRASTRUCTURE REPORTS.............................. 444

11.1 ASSET MANAGEMENT POLICY .................................................. 444

12 CORPORATE SERVICES REPORTS ....................................................... 453

12.1 2014 LOCAL GOVERNMENT WOMEN’S ASSOCIATION (NSW) CONFERENCE .................................................................. 453

12.2 HARDSHIP AND DEBT RECOVERY FRAMEWORK .................... 454

13 CORPORATE PLANNING AND ENGAGEMENT REPORTS ................... 476

NIL.............................................................................................................. 476

14 STRATEGIC PROJECTS REPORTS ........................................................ 477

14.1 THE LEVEE PROJECT - REUSE OF LIGHTS AND SHADE STRUCTURE ................................................................................. 477

15 PEOPLE AND PERFORMANCE REPORTS ............................................. 480

NIL.............................................................................................................. 480

16 ITEMS FOR INFORMATION ...................................................................... 481

16.1 WASTE LESS RECYCLE MORE GRANTS................................... 48116.2 GLOUCESTER GAS PROJECT - HIGH PRESSURE GAS

PIPELINE ....................................................................................... 48616.3 KEEP NSW BEAUTIFUL ............................................................... 49116.4 LOCAL TRAFFIC COMMITTEE MEETING NOVEMBER AND

DECEMBER 2013 MINUTES......................................................... 492

17 NOTICES OF MOTION/RESCISSION ....................................................... 505

NIL.............................................................................................................. 505

18 QUESTIONS WITH NOTICE ...................................................................... 505

NIL.............................................................................................................. 505

19 URGENT BUSINESS ................................................................................. 505

20 COMMITTEE OF THE WHOLE .................................................................. 506

20.1 PROJECT DELIVERY AGREEMENT ............................................ 506

21 CLOSURE .................................................................................................. 507


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PRESENT

1 INVOCATION

2 APOLOGIES AND LEAVE OF ABSENCE

3 DECLARATIONS OF INTEREST

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING

The Minutes of the Ordinary Meeting held 28 January 2014 be confirmed.

5 BUSINESS ARISING FROM MINUTES

6 MAYORAL MINUTE

Nil

7 WITHDRAWAL OF ITEMS AND ACCEPTANCE OF LATE ITEMS OF BUSINESS

8 PUBLIC ACCESS


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9.2 Delivery Program 2013-17 (Revised), Opera cing Strategy

9.2 DELIVERY PROGRAM 2013-17 (REVISED), OPERATIONAL PLAN 2014/15 AND RESOURCING STRATEGY

tional Plan 2014/15 and Resour

File No: 35/33/18Attachments: 1. Submissions

2. Delivery Program 2013-17 (Revised) and Operational Plan 2014-15 (under separate cover)

3. Resourcing Strategy 2014 (under separate cover)

Responsible Officer: David Evans - General Manager Author: Leah Flint - Executive Manager Corporate Planning

and Engagement Rhonda Skelton - Coordinator Organisational Integration & Performance

Maitland +10 Outcome 18. An efficient and effective Council Council Objective: 18.1.1 To ensure Council’s integrated planning and

reporting meets expectations of the community, Council and the NSW State Government

EXECUTIVE SUMMARY

Exhibition of Council’s draft Delivery Program 2013-17 (Revised) and 2014/15 Operational Plan concluded on the 24th January 2014. As reported to Council on 10th December 2013, the release of the program for community comment was in-line with Council’s proposed special rate variation. Council resolved to exhibit the draft Delivery Program 2013-17 (Revised) and Operational Plan 2014/15 in line with the requirements of the NSW Local Government Act 1993, (the Act) commencing on 11th December 2013 and concluding on the 24th January 2014.In addition, Council resolved to convene a public presentation of the draft on 21st

January 2014 to assist community response to the revised program and plan.During the exhibition period, a range of promotional and engagement activities were undertaken, which resulted in exposure of the plans to a broad range of our residents. Seventeen (17) submissions were received during this period, primarily in regard to the special rate variation proposal. Informal feedback was also obtained on a range of actions proposed for next financial year.

The Delivery Program 2013 -17 (Revised) establishes a series of objectives for the organisation and identifies the activities that will be undertaken in order to implement the strategies identified in the community strategic plan ‘Maitland +10’. Presented with the Delivery Program is a series of annual actions for Council officers, along with Council’s annual budget, fees and charges, rating structure and revenue policy – being the Operational Plan 2014/15.

The purpose of this report is twofold. First, to provide a summary of the community consultation processes and outcomes as part of the public exhibition period. Second, to provide detail on the Resourcing Strategy that will enable Council to achieve and deliver on the expected community outcomes and four year objectives.


DELIVERY PROGRAM 2013-17 (REVISED), OPERATIONAL PLAN 2014/15 AND RESOURCING STRATEGY (Cont.)

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All Councils are required to develop an integrated Resourcing Strategy to detail how Council will resource the delivery of the objectives and actions detailed in the four year Delivery Program and one year Operational Plan. Council’s Resourcing Strategy complies with IP&R requirements and guidelines. This includes compliance with the required essential elements and enhancing the integration of the three legislated components; the Workforce Plan, Long Term Financial Plan, and Asset Management Strategy. Council has also recognised the pivotal role that new and emerging information and communications technology has in society and in managing the performance of Council. Therefore, additional effort has been made by Council to voluntarily incorporate an ICT Strategy, recognising the importance and reliance on this vital resource of a contemporary Council. Once adopted the Delivery Plan 2013-17 (Revised), 2014/15 Operational Plan and Resourcing Strategy) will accompany Council’s special rate variation application to IPART, due for submission on 24th February 2014.

Recommendation

OFFICER’S RECOMMENDATION

THAT

1. In accordance with Sections 402-406 of the NSW Local Government Act1993, the Delivery Program 2013-17 (Revised),Operational Plan 2014/15 and Resourcing Strategy 2013 be adopted by Council;

2. The Revenue Policy for 2014/15, as included in the Operational Plan 2014/15, be adopted by Council;

3. The Statement of Rating Structure, as identified in the Operational Plan 2014/15 (which includes an increase to total rates revenue of 7.25% as per Council’s special rate variation application), be adopted by Council;

4. Council approve $4.8 million in identified borrowings for infrastructure renewal works during 2014/15 and authorise the affixing of the Council Seal to all documents relating to this loan/s;

5. The Stormwater Management Charge, as identified in the Operational Plan 2014/15, be adopted by Council;

6. The Division of Local Government be advised of Council’s adopted Delivery Program 2013-17 (Revised) and Operational Plan 2014/15;

7. Council note the inclusion of the above documents with Council’s special rate variation application to the Independent Pricing and Regulatory Tribunal (IPART);

8. That a further report, formalising the making of fees and charges (including rating) for 2014/15 be considered by Council in June 2014, following IPART’s determination of the special rate variation application.

REPORT Public exhibition of Council’s draft Delivery Program 2013-17 (Revised) and annual Operational Plan 14/15 concluded on 24th January 2014, in accordance with the Council resolution of 10th December 2013.

Integrated Planning and Reporting (IP&R) legislation requires:



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The development and adoption of a ten year community strategic plan;

The development and adoption of a delivery program for the first four years of the ten year strategic plan, supported by a resourcing strategy covering council’s asset strategy, workforce plan and financial plan;

The development and adoption of an operational plan and revenue policy annually, for each year of the four year delivery program.

Whilst only one year into the existing four year Delivery Program 2013-17, a review of the Delivery Program, Operational Plan and supporting Resourcing Strategy has been completed to align with Council’s special rate variation proposal. These documents attribute references and actions relating to the additional funding sought.

DELIVERY PROGRAM CONSULTATION ACTIVITIES The original Delivery Program 2013-17 was adopted by Council in June 2013, with its release in draft form in early 2013 initiating a significant conversation with the community on the financial challenge ahead.

Over the last ten months, Council has worked hard to ensure all residents were informed of the challenge, and able to provide feedback on options to avoid progressive deficit budgets – primarily being increasing revenue or decreasing expenditure through service cuts.

Overwhelmingly, the community’s preference was to see services maintained as currently delivered to our growing population, whilst also allowing for the enhancement of service levels in areas of community priority, including roads, footpaths, cycleways, community and sporting facilities.

The draft Delivery Program 2013-17 (Revised) and Operational Plan 2014/15 were developed to align with this community feedback and the seven year rating proposal.

Council placed these documents on exhibition after confirming its intent to apply for a special rate variation for 2014/15 to the Independent Pricing and Regulatory Tribunal (IPART). It should be noted that exhibition of these documents has occurred some months earlier than in the past. This is due to the timetable established by IPART, which requires an application and all supporting documents to be lodged in February, with a three month assessment period.

Method

The community was able to provide feedback online through forums, a quick poll or providing a submission via the ‘Maitland Your Say’ website; by attending Community Information Sessions; calling our hotline; or liking or commenting on the ‘Maitland Your Say’ Facebook page. Residents were advised of their opportunity to participate in the public exhibition through the following tactics:

Advertisements in:

o Maitland Mercury on 16/12/2013, 20/12/2013, 06/01/2014, 13/01/2014 and 20/01/2014



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o Hunter Post 18/12/2013 and 15/01/2014.

o Newcastle Herald 18/12/2013 and 17/01/2014.

Media releases distributed:

o Delivery Program (Revised)on Public Exhibition – 10 December 2013

o Funding Our Future Residents encouraged to attend information sessions – 17 January 2014

Maitland Your Say website –Delivery Program 2013-17 (Revised) dedicated hub with subject information and how to participate information and links

Regular status updates/posts on Council’s Maitland Your Say Facebook Page

Information provided on Maitland City Councils’ website

Posters and displays placed in Council facilities.

Engagement Outcomes

Approximately 1,067 people had direct involvement during the public exhibition period, whether it was by attending the community information sessions, visiting Maitland Your Say, contributing to the forums or downloading documentation. Council’s ‘Maitland Your Say’ Facebook page proved popular ,with residents providing many comments during this phase of engagement. Detail of the engagement outcomes is provided below.

Media Coverage

Over the period of the engagement, the Delivery Program and special rate variation proposal were featured 22 times through the following means:

Print – 9 Articles

Radio – 12 Reports

Television – 1 Report (NBN News – Newcastle)

Of these stories, the subject topic primarily related to the special rate variation.

Community Information Sessions

Two community information sessions were held on 21st January 2014 at 10:00am and 6:00pm respectively at Maitland Town Hall. The first session attracted six (6) community members, whilst thirteen (13) community members came along to the evening session. Local media was also present at both events, including NBN Newcastle at the morning session. Councillors were also present at both sessions to hear first-hand from members of the community.



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The information sessions gave attendees an overview of the Delivery Program, including explanation of the themes; why the program was revised; the special rate variation; the community consultation to that point; explanation of the domestic waste charges; rates concession and hardship and what happens from the conclusion of this consultation. Attendees were given the opportunity to ask questions at the conclusion of the presentation.

The issues raised at the sessions followed on from previous engagement phases, surrounding the impact and affordability of a rates increase especially for those on fixed or low incomes, including aged pensioners, self-funded retirees and single parent families.

There was a focus at both sessions around what council was doing to improve efficiencies; what cost cutting measures were being undertaken and what other opportunities council has explored to gain extra funding. The role of revaluations and impacts on rating were also discussed.

A number of attendees said they appreciated the services provided by Council, and the financial challenges it faced. However, there was some scepticism about Council’s efforts to be innovative and contain costs.

Maitland Your Say - Website

A ‘hub’ was created on the ‘Maitland Your Say’ website, ‘Delivery Program 2013-17 (Revised)’. The hub had available two forum topics, a quick poll and a submission area for residents/ratepayers to participate. Relevant documents in addition to the Delivery Program were made available. Essential links to other sites including IPART and the Division of Local Government were also featured here. Links to all previous ‘Funding Our Future’ hubs were also provided to ensure easy navigation for visitors.

The hub received 491 visits, 1037 page views from a total 371 visitors. There were 355 document downloads which included 126 downloads of the draft Delivery Program 2013-17 (Revised).

The forums on the ‘hub’ sought feedback from participants on the package outlined in the Delivery Program and how Council would best inform residents when working on or completing projects the Program included. Six comments from five participants were received with all comments provided on the Delivery Program package topic.

Comments referred specifically to the seven year rating package stating that Council should learn to live within its means, reduce wastage on key projects such as The Levee, that Council was ‘fear-mongering’ about the options and concerns about the engagement process. Six participants also took the Quick Poll which asked visitors to the site whether they had previously participated in the ‘Funding our Future’ conversation. Three (3) participants advised they had completed the online survey, one (1) had contributed in more than one way and two (2) outlined that they hadn’t known how to participate previously.

A total of fourteen (14) submissions were received through the online submission tool. A further three (3) submissions were received via email directly to Council officers or by post. The submissions referred mostly to the rating proposal, with concerns raised about general affordability of the proposal especially for those on a



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fixed income, the need for Council to investigate further into efficiencies and cost containment strategies and the belief that the community does not generally support the proposal. A submission was received specifically relating to the Delivery Program Package outlining the need to have more actions undertaken in the Woodberry area. All the submissions have been included as Attachment 1.

It should be noted that these issues and responses have been incorporated into Agenda Item 9.1, which has specifically covered the special variation proposal.

During the consultation period, 21 visitors to ‘Maitland Your Say’ became new registered members.

‘Maitland Your Say’ Facebook Page

A total of twelve (12) status updates were posted on the ‘Maitland Your Say’ Facebook page during the public exhibition period, as a reminder to residents and ratepayers of the opportunity for them to have their say in relation the draft Delivery Program 2013-17 (Revised).

The total reach (number of people who saw the posts) for the period was 6,290 with 674 people engaged in the conversation by clicking on the posts, commenting on the posts or liking or sharing status updates (posts). Of this 674, only 14 page ‘likers’ provided comments. The post relating to the information sessions on 20th January 2014 was boosted (increased promotion in people’s news feed) enabling it to be seen by 4,386 people.

It was clear from the comments that the authors were not focused on the draft Delivery Program 2013-17 (Revised) or associated documents, choosing instead to comment about the proposed seven year rating increase. However, it is worth noting that each post contained a link to the Delivery Program 2013-17 (Revised) ‘hub’ where these issues were being addressed. Comments provided were based mainly on concerns of affordability, the need for Council to live within its means and the need for Council to provide more information on its efficiencies and the cost containment strategies it will undertake over the seven year period.

Hotline

The engagement hotline remained open for the public exhibition of the draft Delivery Program 2013-17 (Revised). Five (5) calls were made to this line during the period, with callers raising concerns for the seven year rating proposal. Concerns were similar to those expressed through Facebook, Maitland Your Say forums and community information sessions.

Engagement conclusion

Delivery Program 2013-17 (Revised)

More than 1065 people actively participated in the public exhibition period, with 61 providing comments. With active engagement throughout the public exhibition period relating mainly to the seven year rate increase proposal, no changes are recommended to the four year Delivery Program. One submission received referred



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to the perception that service was not equally distributed across the different areas of Maitland LGA and a response will be provided directly to this resident.

Operational Plan 2014/15 Incorporated in the Delivery Program is the Operational Plan 2014/15, along with fees and charges and the proposed statement of rating structure for the financial year to come. Council applied the assumption of a first year increase of 8.35% to rating revenue in developing the plan that was exhibited.

As has been highlighted above, feedback during the consultation period was mainly focused on the rating proposal and its impact on rating in 2014/15. As such, following community feedback and the release of recent reviews into the local government sector, changes are proposed to Council’s rating structure. These changes have been highlighted in Agenda Item 9.1

As a result, the revised 2014/15 plan presents a modest $13,000 surplus. In reaching this position, it should be noted that some $12.2 million is to be paid to the State Government via a range of levies, charges and taxes. These charges have collectively increased by 15% from the previous financial year.

Council’s projected budget

KEY ISSUES FOR 2014/2015 OPERATIONAL PLAN

BUDGET SUMMARY

For 2014/15 Council’s budget of approximately $94.8 million will be broadly allocated across the five key themes of ‘Maitland+10’ as follows:

Key Theme

CashPayments

$’000

CashRevenue

$’000

NetResult

$’000

Proud place, great lifestyle 22,542 10,624 (11,918)

Our built space 33,583 10,488 (23,095)

Our natural environment 18,310 14,728 (3,582)

A prosperous and vibrant city 4,129 931 (3,198)

Connected and collaborative community leaders 16,209 58,015 41,806

Total 94,773 94,786 13

Council’s overall predicted budget position in the draft Operational Plan is $13,000. This result is influenced in the year ahead by the following significant factors, relative to the current financial year:



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Income $ Increase/Decrease

Rates $3,494,033 Increase

Financial assistance grant $40,000 Increase

Interest income – general fund $273,000 Increase

Development services revenue $271,000 Decrease

Tipping fee income $1,273,847 Decrease

Domestic Waste Management Services Charge

$1,917,946 Increase

Expenditure $ Increase/Decrease

Salaries and wages $1,398,412 Increase

Loan Repayments $1,323,402 Increase

State Government waste levy $1,402,280 Increase

Carbon tax $408,877 Decrease

Street lighting costs $168,478 Increase

Overall, payments to State and Federal Government agencies in 2014/2015 will include:

Street lighting $2,485,228

NSW Fire Brigade contribution $569,821

NSW Rural Fire Service contribution $208,000

State Government Waste levy $8,752,280

State Emergency Services $90,872

Valuer-General $175,000

Carbon tax $1,465,170

Total $13,746,371



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STATEMENT OF RATING STRUCTURE

Historically, Council’s rate income has generally equated to less than half of the total annual revenue required by Council to maintain current services and service levels. Put differently, rates revenue covers approximately half the cost of delivering Council services and facilities. Council’s Special Rate Variation Proposal will do much to address this, taking rating as a percentage of revenue from 42.2% in 2013/14 to 50.4% in 2014/15. At the end of the proposed variation, rating as a proportion of revenue will be 55.5%. The current rating structure contains the four primary categories of ordinary rate, being:

Farmland

Residential

Mining

Business

1. The Farmland category has two (2) sub-categories, being:

Farmland High Intensity

Farmland Low Intensity

The rating structure for each of the Farmland sub-categories is based on a combination of a base amount and an ad valorem (amount in the dollar) component. The level of the base amount has been set to achieve 10% of total rate income of each Farmland sub-category, with the ad valorem component raising 90% of the total income from each sub-category.

2. The Residential category has two (2) sub-categories, being:

Residential Non Urban

Residential Urban

The rating structure for each of the Residential sub-categories is based on a combination of a base amount and an ad valorem component. The level of the base amount for the Residential Non Urban sub-category has been set to achieve 10% of total rate income of that sub-category, with the ad valorem component raising 90% of the total income from that sub-category. The level of the base amount for the Residential Urban sub-category has been set to achieve 35% of total rate income of that sub-category, with the ad valorem component raising 65% of the total income from that sub-category.

3. The Mining category has no sub-categories. The rating structure for the Mining category is based wholly on an ad valorem component.



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4. The Business category has no sub-categories. The rating structure for the Business category is based wholly on an ad valorem component.

Land has been categorised for rating purposes in accordance with Sections 515 to 519 of the Local Government Act 1993.

RATE INCREASE

The Independent Pricing and Regulatory Tribunal (IPART) will determine Council’s Special Rate Variation application in June 2014.

Council is applying for a 7.25% increase, with an adjustment to the apportionment between rating categories.

TABLE OF RATING STRUCTURE (preferred – 7.25% increase)

RateType

Category Sub-Category

AdValoremCents in

$

Baseamount per assessment

$

BaseAmount

%

Estimatedrate yield $

Ordinary Farmland HighIntensity*

0.4072 $307.46 10% $1,626,567

Ordinary Farmland LowIntensity*

0.4848 $227.25 10% $320,732

Ordinary Residential Non-Urban

0.5470 $179.13 10% $1,771,725

Ordinary Residential Urban 0.4607 $378.40 35% $28,640,393

Ordinary Mining N/a 15.6787 $0.00 0% $325,803

Ordinary Business Ordinary 1.8504 $0.00 0% $10,107,293

Special Mall See Note 1

2.2148 $0.00 0% $239,621

Special CBD See Note 2

0.8864 %0.00 0% $355,269

Notes

1. The Mall Rate is levied for the purpose of promoting and managing the High Street Heritage Mall.

2. The CBD Rate is levied for the purpose of promoting the Maitland City Centre.

However, should Council’s application be unsuccessful, rating under the announced rate peg would be as follows:



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TABLE OF RATING STRUCTURE (rate peg only – 2.3%)

RateType

Category Sub-Category

AdValoremCents in

$

Baseamount per assessment

$

BaseAmount

%

Estimatedrate yield

$

Ordinary Farmland HighIntensity

0.3968 $299.64 10% 1,585,042

Ordinary Farmland LowIntensity

0.4778 $223.56 10% 316,043

Ordinary Residential Non-Urban

0.5192 $170.05 10% 1,681,705

Ordinary Residential Urban 0.4396 $361.03 35% 27,327,625

Ordinary Mining N/a 15.1708 $0.00 0% 315,249

Ordinary Business Ordinary 1.7564 $0.00 0% 9,593,844

Special Mall See Note 1

2.1126 $0.00 0% 228,564

Special CBD See Note 2

0.8455 $0.00 0% 338,876

Notes

1. The Mall Rate is levied for the purpose of promoting and managing the High Street Heritage Mall.

2. The CBD Rate is levied for the purpose of promoting the Maitland City Centre.

The formal making of rates and charges will be considered by Council following the release of IPART’s determination in June 2014.

HUNTER CENTRAL RIVERS CATCHMENT MANAGEMENT AUTHORITY

Council includes on its rate notice a catchment contribution collected on behalf of the Hunter Central Rivers Catchment Management Authority. The Authority sets the rate in the dollar in June each year after receiving Ministerial approval. Catchment contributions are collected under the Catchment Management Authorities Act 2003, and are all passed on to the Authority. All rateable land with a land value exceeding $300 within the defined catchment area is subject to the contribution.

CHARGES

Domestic Waste Management Service

Council provides a weekly domestic waste management service and bi-weekly recycling collection service. In 2014/15, this will be charged at $20.00 per vacant land, and $394.35 for each dwelling on occupied land.



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The breakdown of the charge per service is as follows.

2013/14 2014/15 Difference

Service charge $148.96 $166.24 $17.28

Recycling charge $34.68 $34.87 $0.19

Carbon tax $31.86 $29.46 ($2.40)

Waste levy (waste) $98.32 $102.16 $3.84

Waste levy (cover material)

$26.43 $61.62 $35.19

TOTAL $340.25 $394.35 $54.10

Commercial Waste Management Service

Council provides a weekly commercial waste management service to all occupied rateable properties categorised as Business and who have not entered into a contractual agreement for a trade waste collection service from a private contractor. This will be charged at $545.00 per bin per year (GST inclusive), being a reduction of $544.00 (GST inclusive) from last year’s fee of $1089.00.

Stormwater Management Service Charge

Drainage asset management (through maintenance and replacement of drains and stormwater treatment measures) and the harvesting and reuse of stormwater is becoming increasingly important.

Stormwater management involves the use of structural (eg. physical infrastructure and treatment techniques) and non-structural (eg. education programs and monitoring) measures to both improve stormwater quality and mitigate excessive flows. This contributes to pollution abatement, protection of aquatic ecosystem health and flood mitigation.

In recognition of Councils’ key role in stormwater management and the need for ongoing funding for stormwater management, the Local Government Act in October 2005 allows for the levying a stormwater management service charge.

Maitland City Council proposes to levy the following stormwater management service charges. In relation to these charges it should be noted that:

Stormwater management service charges do not apply to vacant, rural or mining land, land exempt from rates or to Department of Housing properties The charge can be spent on both maintenance and capital works including:

drainage systems (e.g. pipes, channels, retarding basins); stormwater treatment measures (e.g. gross pollutant traps and constructed wetlands);



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stormwater harvesting projects; and stormwater education programs.

The estimated income for 2014/15 from the Stormwater charge will be $686,000 to be expended on the following services.

MaintenanceUrbanDrainageType

Network Size

Stormwater ManagementActivity/ Goal

Stormwater Service Outcome

ServiceChargeFunded

ConduitsandCulverts

280.8km Maintenance:Inspection, Monitoring & Cleaning

Additional to existing service level that manages both water quantity and quality

$100,000

Pits and Headwalls

12015 Maintenance:Inspection, Monitoring & Cleaning


$100,000

MCC Flood gates

33 Maintenance: Annual Inspection, testing &operationalmaintenance


$20,000

DetentionBasins

71 Maintenance: Desilt and water quality control

Additional to existing service level that manages both water quantity and quality (non riparian)

$50,000

GrossPollutantTraps/Trash

50 Maintenance: Clear, clean & maintain


$200,000

NaturalCreeks

9km Maintenance: Desilt, weeding and maintenance


$10,000

ConstructedWetlands

100km Maintenance: Access for maintenance activities, desilting and public safety


$10,000

Total Maintenance Works $490,000



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CapitalUrbanDrainageStructures

CapitalWorks

Replacements and Modifications

Additional to existing service level that manages and improves both water quality and quantity

$196,000

Total Capital Works $196,000

Total Drainage Works $686,000

PROPOSED FOUR YEAR CAPITAL WORKS PROGRAM 2013-2017, AND EXTENSION 2017-2021

Council’s principal mechanism for carrying out capital works is the four year rolling works program, incorporated into the Delivery Program.

The Capital Works Program details the individual projects and works that will be undertaken each year to achieve the commitments made in the Delivery Program.

The program has been developed from analysis, inspection and prioritisation of needs across our local government area. The program comprises the following areas:

Building works – construction, refurbishments and repairs Bridge/guardrail works – new construction and component refurbishments Drainage works Footpath and cycleway works – construction, refurbishments and access priority programs Recreation works Road works – major reconstructions, rehabilitation, reseals and traffic facilities Strategic projects

While inevitably refinements to the program will be made, it is appropriate and necessary to have the basis of a longer term schedule to allow appropriate planning both within the community and Council.

As the rating proposal extends for seven years, the additional years have been included to provide an indication as to the direction of funding to the various program elements over a longer period.

A full listing of works including their staging is included in the Delivery Program 20-13-17 (Revised).

RESOURCING STRATEGY (REVISED)

The development of a Resourcing Strategy is a fundamental requirement of the Integrated Planning and Reporting legislation. This requires the Resourcing Strategy to contain:



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An asset management strategy, including a policy, a strategy for at least ten (10) years and plans for all asset classes under Council’s control

A long term financial plan, projecting Council’s financial position for at least ten (10) years

A phased workforce plan, outlining Council’s strategies and actions for developing and maintaining a workforce to underpin the delivery of four year objectives outlined in the Delivery Program.

Council has welcomed the opportunity to further evolve its asset management, financial, and workforce planning. Maitland City Council has had long term financial and asset management plans in place since 2005, and has continued to refine these plans over recent years.

Since commencing operations under the IP&R legislation from the 2011/2012 financial year, Council has matured in its integration of the IP&R framework as part of its management model. This is reflected in the holistic approach to the preparation of the Resourcing Strategy (Revised).

The development of the Resourcing Strategy (Revised) involved significant efforts to comply with the IP&R requirements and guidelines in preparing a Resourcing Strategy as articulated in sections 402-406 of the Act. These include compliance with the required essential elements and enhancing the integration of the three legislated components; The Workforce Strategy, Long Term Financial Plan, and Asset Management Strategy.Council has also recognised the pivotal role that new and emerging information management and the use of new and emerging technology has in society and in managing the performance of Council. Therefore, additional effort has been made by Council to voluntarily incorporate an ICT Strategy, recognising the importance and reliance on this vital resource of the contemporary Council.

Asset Management Strategy

Council reviewed its Asset Management Policy in January 2014. It was determined the principles of the policy for Asset Management remain sound and no changes were made. However, minor administrative changes saw the reformatting of the policy into the new Council branding template and an update of naming convention of the current organisational structure. Therefore, the revised policy did not require being placed on public exhibition, and the strategy is recommended for adoption in Agenda Item 11.1.

The principles of the policy provide the foundation on which the Asset Management Strategy is developed, with the strategy providing a basis on which Council can make decisions relating to the maintenance of existing assets and the planning and acquisition of new assets.

Council has continued to face increasing demand for services in an environment of reduced funding, ageing infrastructure, increasing maintenance costs and an



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expanding new assets base as a result of sustained urban expansion. Council also has a significant number of assets that have been transferred from other levels of government without recognition of the on-going asset lifecycle costs.

The goal of asset management is to meet the level of service in the most cost effective way through the creation, acquisition, maintenance, operation, renewal rehabilitation and disposal of assets to provide for present and future stakeholders.

Our approach is consistent with that recommended by the International Infrastructure Management Manual (IIMM) 2000.

The strategy covers four key areas:

• Current situation,

• Where do we want to be?

• How will we get there?

• Monitoring and review

The Asset Management Strategy is a ‘live’ document. It is annually monitored for its progress and success. Necessary corrective measures are taken and incorporated as necessary.

Long Term Financial Plan

The development of a long term financial plan is vital for informing both Council and our community about the long term financial position of our organisation.

The aim of the plan (and linked to our asset management strategy) is to not only ensure the financial sustainability of Council over the longer term, but provide for the maintenance and construction of Council’s assets into the future.

The evolution and review of the ten year community strategic plan ‘Maitland +10’, has further informed Council of community priorities for infrastructure construction/maintenance and service provision over the next decade. These priorities have been factored into Council’s financial plan.

The Long Term Financial Plan includes details on Council’s:

Sources of revenue; Revenue Strategy; Pricing Policy; Long term financial planning assumptions; Sensitivity analysis and risk assessment; and Performance monitoring.

The plan has been instrumental in informing Council’s final rating proposal. In reaching a position of a 7.25% increase to total rates revenue each for seven years, the following assumptions have been made:



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Population growth at 2000 new residents each year (approx. 2.5% growth rate). Inflation (CPI) has been assumed at 3% per annum for the next 10 years CPI has been applied to a number of Council’s expense and income streams including general user fees and charges, regulatory services, grants and subsidies. Salary increases have been determined based on Award changes, projected at 3.25% for the first two years and 3.5% over subsequent years. Competency increases for progression through Council’s salary system of 1.5% each year. Construction costs have been assumed to increase by 5%, plus an additional growth factor of 1%. Street lighting costs continuing to increase NSW State Government Waste Levy increases Carbon tax payments (pending any policy changes by the Federal Government)Interest on investments has been set at 4.23% in Year 1, increasing progressively to reach 6.31% in Year 9, to remain constant thereafter. Increasing Council’s annual loan drawdown to $4.8 million/annum over the next ten years. These funds will be used for infrastructure renewal. Operating expenses, excluding street lighting, have also been modelled on CPI increases of 3% per annum over the next ten years. Operating expenses include items such as telephone expenses, advertising and cleaning services. Staffing increases at five full time equivalents each year. A productivity factor of $500,000 per annum, commencing in 2015/16 Increasing grant revenues, with $13 million expected over the ten year period.

Based on the above, Council’s long term financial plan now projects a balanced budget position over the next ten years.

Workforce Plan

Like most employers across Australia, Maitland City Council is facing increasing challenges in planning a workforce for today, as well as the workforce that will be needed to deliver services to our community into the future. Our organisation recognises its people are vital for the continued provision of relevant, quality services to our local community.

The goal for our workforce plan is to equip our organisation with a skilled, adaptive and innovative workforce – a workforce aligned to our organisational priority of achieving financial sustainability whilst also delivering the community’s priorities. The workforce plan has been developed for an extended period of seven years to align with the directions of our Delivery Program, our goal of achieving financial sustainability at the end of seven years and to provide maintained and enhances services to our community.

The Workforce Plan focuses on six areas over the next seven years. These six areas assist in ensuring we have the right people within our organisation at the right time, maximising the organisation’s ability to achieve Delivery Program objectives and community outcomes expressed in ‘Maitland +10’:



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Our plan’s six focus areas are:

Attraction and engagement of staff – our focus in this area will ensure our significant investment in people delivers lasting benefits to our organisation and the community. This area will assist us in meeting the community’s desire to see us nurture a skilled and innovative workforce that delivers optimal service as documented in our Delivery Program and Community Strategic Plan outcomes.

Talent development – tying in with our desire to retain staff, a focus on talent development will build on people as our most valuable asset. This will position Council to continue to meet community priorities for 2021 and beyond.

Work, health and safety and staff wellbeing – with safety management being a fundamental requirement for our organisation particularly given we have an ageing workforce, a focus on work, health and safety, and staff wellbeing is linked not only to being a good corporate citizen but to the community’s desire to see ‘a sustainable Council for a sustainable City’.

Organisational development – our focus in this area will ensure our people are supported and equipped by the organisation, able to engage with the community, respond to change, and meet Delivery Program outcomes and community outcomes expressed in ‘Maitland +10’.

Employee relations – our focus on this area will allow us to further align Delivery Program outcomes to the performance of individuals, departments and groups within the organisation through a relationship built on the mutual trust and respect of all employment partners and stakeholders.

Processes and technology – our attention to this area will ensure our ‘in-house’ workplace systems and processes are efficient and effective enabling the organisation and its people to work on Delivery Program objectives.

Information and Communication Technology Strategy (ICT)

The ICT Strategy is the information and technology component of the Resourcing Strategy.

Use of information, knowledge management, workforce planning and support, planning and reporting, financial management, asset management, community engagement and service delivery all require a solid ICT foundation.

The ICT Strategy explains the current trends in ICT, aligns with current Federal and NSW State strategies and outlines key ICT challenges for our organisation moving forward. The strategy also details actions that will enable Council to leverage technology to promote operational efficiencies, enable compliance with Council’s statutory requirements and enhance interaction with our customers.

The strategy will assist our organisation in achieving the Delivery Program objectives and community outcomes expressed in Maitland +10. It will support our organisation in becoming a sustainable Council by ensuring that our workforce, systems and processes support high performance and optimal service delivery for our community.



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Through effective and appropriate systems, developed as part of this plan, we will work to progress our organisation as collaborative and connected community leaders.

Seven strategic goals have been identified:

1: Service Maitland - To provide an effective, interactive and responsive customer experience, deliver a personalised customer experience, and improve opportunities to connect through different means with Council

2: Open government - To provide systems that engage the community and enhance transparency and accountability, share information and increase participation in decision making processes.

3: Business systems - To provide systems and applications that help us to deliver services and drive organisational efficiencies, through converged networks and mobility that enables staff to communicate and collaborate successfully.

4: Information management - To provide an integrated information management platform to promote access to information for staff and the community, and enhance the decision making process, reporting and statutory compliance.

5: IT governance - To provide effective management of Council’s information and communication technology environment, and ensure the correct policies and procedures are in place to ensure the best value on investment for our ICT environment.

6: Infrastructure and managed services - To provide and maintain a reliable and flexible infrastructure platform that will deliver services to a diverse workforce.

7: Skills and innovation - To provide training to ensure all staff have the skills to use technology to enhance efficiencies, deliver services and promote innovation, improve customer service and become a more responsive workforce.

CONCLUSION

Council’s Delivery Program 2013-2017 (Revised), Operational Plan 14/15 and Resourcing Strategy (Revised) have been prepared in direct response to community needs and aspirations as articulated in Council’s community Strategic Plan Maitland +10.

The revision and preparation of our key planning documents and extensive consultation period has been as a direct result of the requirements associated with the lodgement of a special rate variation application.

It is acknowledged that much of the program is continuing or enhancing activities, however, the initial direction has been reconfirmed with the community during the recent consultation undertaken.

The documents provide comprehensive and clear statements of the direction and activities of Council over the next three years. It also presents the community’s and Council’s response to the continuing financial challenges facing Council.



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We have demonstrated through our integrated Resourcing Strategy the linkages required between our key resources to deliver on the desired community outcomes.

The operational plan provides significant detail and transparency to Council’s financial management and actions for the next financial year.

FINANCIAL IMPLICATIONSCouncil’s adopted budget and level of service delivery is reliant on the decision of IPART to grant Council’s application for a special rate variation. The making of rates and charges will be formally determined by Council in June 2014, following the release of IPART’s determinations. Should Council’s application not be approved in full, Council will need to consider its budget and service provision for 2014/15 and beyond, in discussion with the community.

POLICY IMPLICATIONS This matter has no specific policy implications for Council.

STATUTORY IMPLICATIONSThe Delivery Program 2013-17 (Revised), 2014/15 Operational Plan and supporting Resourcing Strategy meet the requirements of the Integrated Planning and Reporting guidelines of the NSW Local Government Act 1993.

ORDINARY MEETINGMINUTES

11 FEBRUARY 2014

MAITLAND CITY COUNCIL

ORDINARY MEETING MINUTES 11 FEBRUARY 2014

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TABLE OF CONTENTS

ITEM SUBJECT PAGE NO

1 INVOCATION ................................................................................................. 1

2 APOLOGIES AND LEAVE OF ABSENCE .................................................... 1

3 DECLARATIONS OF INTEREST .................................................................. 1

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .......................... 1

5 BUSINESS ARISING FROM MINUTES ......................................................... 1

6 MAYORAL MINUTE ....................................................................................... 1

NIL .................................................................................................................. 1

7 WITHDRAWAL OF ITEMS AND ACCEPTANCE OF LATE ITEMS OF BUSINESS ..................................................................................................... 2

8 PUBLIC ACCESS .......................................................................................... 2

9 GENERAL MANAGER'S REPORTS ............................................................. 3

9.1 FINAL SPECIAL RATE VARIATION APPLICATION PROPOSAL ....................................................................................... 3

9.2 DELIVERY PROGRAM 2013-17 (REVISED), OPERATIONAL PLAN 2014/15 AND RESOURCING STRATEGY .............................. 6

10 PLANNING, ENVIRONMENT AND LIFESTYLE REPORTS ......................... 9

10.1 DA 12-1481 SUBDIVISION TO CREATE SIX (6) RESIDENTIAL LOTS - LOT 8 DP855275 & LOT 42 DP846326 6 WILTON DRIVE & MT VINCENT ROAD, EAST MAITLAND RECOMMENDATION: APPROVAL ................................................... 9

10.2 DA 13-3163 CHANGE OF USE TO FOOD & DRINK PREMISES (CAFÉ & SMALL BAR) - LOT 1 DP980401, 448 HIGH STREET, MAITLAND RECOMMENDATION: APPROVAL...................................................................................... 17

10.3 DA 13-1746 TORRENS TITLE SUBDIVISION OF TWO (2) LOTS INTO FIVE (5) - LOT 8111 DP1165631 THORNTON ROAD, THORNTON & LOT 37 DP755205 NEW ENGLAND HIGHWAY, THORNTON RECOMMENDATION: APPROVAL ......... 25

10.4 DA 13-3196 PROPOSED ATTACHED DUAL OCCUPANCY AND TWO (2) LOT TORRENS TITLE SUBDIVISION - LOT 1051 DP1167791, 48 MACRAE STREET, EAST MAITLAND RECOMMENDATION: APPROVAL ................................................. 32

10.5 PLANNING PROPOSAL TO INTRODUCE A SPLIT-ZONE CLAUSE AND AN ADDITIONAL OBJECTIVE TO THE E4 ENVIRONMENTAL LIVING ZONE .................................................. 40


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10.6 HIGH STREET MASTER PLAN AND LANEWAYS ACTION PLAN ............................................................................................... 42

10.7 AMENDMENT TO MAITLAND LOCAL ENVIRONMENTAL PLAN 2011 - BOLWARRA URBAN RELEASE AREA ..................... 44

10.8 RUTHERFORD MALL ALCOHOL FREE ZONE - REINSTATEMENT ........................................................................... 46

11 APPEARANCE AND INFRASTRUCTURE REPORTS................................ 47

11.1 ASSET MANAGEMENT POLICY .................................................... 47

12 CORPORATE SERVICES REPORTS ......................................................... 49

12.1 2014 LOCAL GOVERNMENT WOMEN’S ASSOCIATION (NSW) CONFERENCE .................................................................... 49

12.2 HARDSHIP AND DEBT RECOVERY FRAMEWORK ...................... 50

13 CORPORATE PLANNING AND ENGAGEMENT REPORTS ..................... 52

NIL................................................................................................................ 52

14 STRATEGIC PROJECTS REPORTS .......................................................... 53

14.1 THE LEVEE PROJECT - REUSE OF LIGHTS AND SHADE STRUCTURE ................................................................................... 53

15 PEOPLE AND PERFORMANCE REPORTS ............................................... 55

NIL................................................................................................................ 55

16 ITEMS FOR INFORMATION ........................................................................ 56

16.1 WASTE LESS RECYCLE MORE GRANTS..................................... 5616.2 GLOUCESTER GAS PROJECT - HIGH PRESSURE GAS

PIPELINE ......................................................................................... 5716.3 KEEP NSW BEAUTIFUL ................................................................. 5816.4 LOCAL TRAFFIC COMMITTEE MEETING NOVEMBER AND

DECEMBER 2013 MINUTES........................................................... 59

17 NOTICES OF MOTION/RESCISSION ......................................................... 60

NIL................................................................................................................ 60

18 QUESTIONS WITH NOTICE ........................................................................ 60

NIL................................................................................................................ 60

19 URGENT BUSINESS ................................................................................... 60

20 COMMITTEE OF THE WHOLE .................................................................... 61

20.1 PROJECT DELIVERY AGREEMENT .............................................. 61

21 CLOSURE.................................................................................................... 63


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PRESENT Clr Robert Aitchison Clr Loretta Baker Clr Peter Blackmore Clr Brian Burke Clr Peter Garnham Clr Bob Geoghegan Clr Arch Humphery Clr Nicole Penfold Clr Philip Penfold Clr Steve Procter Clr Ken Wethered

1 INVOCATION

Pastor Tim Cooper of the Maitland Minister’s Association read the customary prayer at the commencement of the meeting.

Apologies Ordinary Meeting

2 APOLOGIES AND LEAVE OF ABSENCE - 28/01/2014

COUNCIL RESOLUTIONTHAT the apologies received from Clr Whiting and Clr Meskauskas be accepted.

Moved Clr A Humphery, Seconded Clr N Penfold

CARRIED

3 DECLARATIONS OF INTEREST

NilConfirmation of Minutes Ord

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING inary Meeting - 28/01/2014

COUNCIL RESOLUTIONTHAT the minutes of the Ordinary Meeting held 28 January 2014 be confirmed.

Moved Clr S Procter, Seconded Clr L Baker

CARRIED

5 BUSINESS ARISING FROM MINUTES

Nil

6 MAYORAL MINUTE

Nil


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7 WITHDRAWAL OF ITEMS AND ACCEPTANCE OF LATE ITEMS OF BUSINESS

7.1 The Officers Recommendation for Item 10.1 has been amended to:

THAT Development Application 12-1481 for a proposed subdivision to create six (6) residential lots at Lot 8 DP 855275, 6 Wilton Drive, East Maitland, be approved subject to conditions of consent.

8 PUBLIC ACCESS

Douglas Clements representing himself spoke against Item 9.1 – Final Special Rate Variation Application Proposal.

COUNCIL RESOLUTION THAT an extension of one (1) minutes be granted to Douglas Clements. Moved Clr P Penfold, Seconded Clr K Wethered

CARRIED

Linda McLean representing herself spoke against Item 9.1 – Final Special Rate Variation Application Proposal.

Aimee Mehan representing herself spoke against Item 9.2 – Delivery Program 2013-17 (Revised), Operational Plan 2014/15 and Resourcing Strategy.

COUNCIL RESOLUTION THAT an extension of one (1) minutes be granted to Aimee Mehan. Moved Clr R Aitchison, Seconded Clr P Garnham

CARRIED

Mark Fogarty representing himself spoke against Item 10.1 – DA 12-1481 Subdivision to Create Six (6) Residential Lots - Lot 8 DP855275 & Lot 42 DP846326 6 Wilton Drive & Mt Vincent Road, East Maitland Recommendation: Approval.

Karen Graham representing herself spoke against Item 12.2 – Hardship and Debt Recovery Framework.

John Rademaker representing the Save the Lamp Post Group spoke againstItem 14.1 – The Levee Project - Reuse of Lights and Shade Structure.

Karen Graham representing herself spoke against Item 14.1 – The Levee Project - Reuse of Lights and Shade Structure.


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9.2 Delivery Program 2013-17 (Revised), Opera cing Strategy

9.2 DELIVERY PROGRAM 2013-17 (REVISED), OPERATIONAL PLAN 2014/15 AND RESOURCING STRATEGY

tional Plan 2014/15 and Resour

File No: 35/33/18Attachments: 1. Submissions

2. Delivery Program 2013-17 (Revised) and Operational Plan 2014-15 (under separate cover)

3. Resourcing Strategy 2014 (under separate cover)

Responsible Officer: David Evans - General Manager Author: Leah Flint - Executive Manager Corporate Planning

and Engagement Rhonda Skelton - Coordinator Organisational Integration & Performance

Maitland +10 Outcome 18. An efficient and effective Council Council Objective: 18.1.1 To ensure Council’s integrated planning and

reporting meets expectations of the community, Council and the NSW State Government

EXECUTIVE SUMMARY

Exhibition of Council’s draft Delivery Program 2013-17 (Revised) and 2014/15 Operational Plan concluded on the 24th January 2014. As reported to Council on 10th December 2013, the release of the program for community comment was in-line with Council’s proposed special rate variation. Council resolved to exhibit the draft Delivery Program 2013-17 (Revised) and Operational Plan 2014/15 in line with the requirements of the NSW Local Government Act 1993, (the Act) commencing on 11th December 2013 and concluding on the 24th January 2014.In addition, Council resolved to convene a public presentation of the draft on 21st

January 2014 to assist community response to the revised program and plan.During the exhibition period, a range of promotional and engagement activities were undertaken, which resulted in exposure of the plans to a broad range of our residents. Seventeen (17) submissions were received during this period, primarily in regard to the special rate variation proposal. Informal feedback was also obtained on a range of actions proposed for next financial year.

The Delivery Program 2013 -17 (Revised) establishes a series of objectives for the organisation and identifies the activities that will be undertaken in order to implement the strategies identified in the community strategic plan ‘Maitland +10’. Presented with the Delivery Program is a series of annual actions for Council officers, along with Council’s annual budget, fees and charges, rating structure and revenue policy – being the Operational Plan 2014/15.

The purpose of this report is twofold. First, to provide a summary of the community consultation processes and outcomes as part of the public exhibition period. Second,


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to provide detail on the Resourcing Strategy that will enable Council to achieve and deliver on the expected community outcomes and four year objectives. All Councils are required to develop an integrated Resourcing Strategy to detail how Council will resource the delivery of the objectives and actions detailed in the four year Delivery Program and one year Operational Plan. Council’s Resourcing Strategy complies with IP&R requirements and guidelines. This includes compliance with the required essential elements and enhancing the integration of the three legislated components; the Workforce Plan, Long Term Financial Plan, and Asset Management Strategy. Council has also recognised the pivotal role that new and emerging information and communications technology has in society and in managing the performance of Council. Therefore, additional effort has been made by Council to voluntarily incorporate an ICT Strategy, recognising the importance and reliance on this vital resource of a contemporary Council. Once adopted the Delivery Plan 2013-17 (Revised), 2014/15 Operational Plan and Resourcing Strategy) will accompany Council’s special rate variation application to IPART, due for submission on 24th February 2014.

OFFICER’S RECOMMENDATION

THAT










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COUNCIL RESOLUTION

THAT









Moved Clr B Geoghegan, Seconded Clr P Garnham

CARRIED

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