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STRATHFIELD STRATHFIELD COMMUNITYSTRATEGIC PLAN 2017

Strathfield Municipal Council

PART 1: Community Strategic PlanPART 2: Financial PlanPART 3: Delivery Program 2014-2018, Operational Plan 2017-2018

Adopted 16 March 2017

Part 1: Community Strategic PlanMayor’s Message 6Chapter 1 Introduction 7Chapter 2: State and Regional Context 14Chapter 3: About the Strathfield Area 1 8Chapter 4: Vision and Key Community Issues 22Chapter 5: Community Goals and Strategies 24Chapter 6: Connectivity 27Chapter 7: Community Wellbeing 30Chapter 8: Prosperity and Opportunities 35Chapter 9: Liveable Neighbourhoods 39Chapter 10: Responsible Leadership 43Conclusion 47Appendix 1 - Community Engagement Strategy 55Appendix 2 – Summary of Issues in PlansAcross Quadruple Bottom Line 66Appendix 3 – Strathfield Community Snapshot 67

Part 2: Resourcing PlansPart 2A: Ten Year Long Term Financial Plan

Part 2B: Workforce Management Strategy 2017-2021General Manager’s Message 21. Introductionion 32. Challenges and Factors 63. Strathfield Council’s Workforce 94. Internal considerations regarding Workforce 1 15. Action items 1 4

Part 2C: Communities Asset Management Plan1. Introductionion 22. Community Assets under management 73. Asset condition and estimated replacement value 114. Service levels 15

Part 2C1: Asset Management Strategy1. Introduction 52. Policy and objectives 73. Levels of Service 104. Future Demand 185. Current Situation 246. Life Cycle Management 267. Financial Forecasts 358. Critical Assets 40Appendix A 45

Part 2C2: Asset Management Policy

Part 3: Delivery PlanPart 3-1: Delivery Program 2014-2018 and Operational Plan 2017-2018Section 1: Introduction 3Snapshot – Strathfield Councilcurrent issues and performance 4Highlights from this Plan 7Councillors 8Community Vision and Values 9Strathfield Demographics 10How Council works 13Section 2: Delivery Program and Operational Plan Themes Goals and ActionsSection 3: Resourcing 2017-2018 37

Part 3-2: 2017-2018 Fees and ChargesDevelopment Control 1Strategic Planning 16Environmental Health & Compliance 17Corporate & Governance 20Events & Filming 22Community Services 23Hall Hires 24Library Services 26Nursery 28Other business undertakings 28Parks & Reserves 29Civic & urban services 31

Waste & Recycling 35

INDEX TO THE STRATHFIELD COUNCIL COMMUNITY STRATEGIC PLAN

Strathfield Community Strategic Plan 2017

2017-2021COMMUNITY STRATEGIC PLAN PART 1 OF 3

STRATHFIELD

3 Strathfield Council

THE PLAN

Welcome to the Strathfield Community Strategic Plan

This is a short introduction on how to read, understand and provide feedback to Council on this Plan.

The Plan is a document that draws together what the Strathfield community has identified as important priorities and community aspirations for the Council to achieve over the next 10 years. These set the framework for Strathfield to remain an attractive and liveable place for residents and visitors.

The Plan also serves as a guide to Council’s key external partners to ensure that all strategies worked together to meet the aspirational goals of the Strathfield community. The integration of each component of the Plan is described below:

The 10 Year Community Strategic Plan is informed by a community participation process. This is supported by the 10 year Resourcing Strategy.

The 4 year Delivery Program is informed by the Community Strategic Plan.

The 1 year Operational Plan articulates actions that Council plans to achieve in the first year of the 4 year Delivery Program.

Council’s Community Engagement Policy and Strategy is attached in Appendix 1. This document explains the process taken by Council in preparing the Strathfield Community Strategic Plan ‘Strathfield 2025’. Finally, Council would welcome your feedback and critique. You may email them

to [email protected]. Alternatively send your feedback to: The General Manager, Strathfield Council, PO Box 120, Strathfield NSW 2135.

mailto:[email protected]

4 Strathfield Community Strategic Plan 2017

TABLE OF CONTENTS

Part 1:Community Strategic Plan

Mayor’s Message 6Chapter 1 Introduction 7Chapter 2: State and Regional Context 14Chapter 3: About the Strathfield area 18Chapter 4: Vision and Key Community Issues 22Chapter 5: Community Goals and Strategies 24Chapter 6: Connectivity 27Chapter 7: Community Wellbeing 30Chapter 8: Prosperity and Opportunities 35Chapter 9: Liveable Neighbourhoods 39Chapter 10: Responsible Leadership 43 Conclusion 47

Appendix 1 - Community Engagement Strategy 55Appendix 2 – Summary of Issues in Plans Across Quadruple Bottom Line 66Appendix 3 – Strathfield Community Snapshot 67


MAYOR’S MESSAGE

I am pleased to present this updated version of the Strathfield 2025 Community Strategic Plan. The Plan represents our community’s long term vision for Strathfield’s future to achieve wellbeing and prosperity for all who live, work, study or visit Strathfield.

Strathfield 2025 is the result of significant engagement with those who have an interest in the Strathfield area to collate the shared views and perspectives of the wider Strathfield community.

This Community Strategic Plan is created from a strong foundation of research and analysis, as well as a continuing dialogue with residents, and the government, community and business sectors.

Strathfield Council has adopted five broad themes, based on what the community has expressed is important, to support and implement the community vision for Strathfield by 2025. Under each of these five themes, Council has set clear goals and expanded these with strategies for how these can be achieved.

These strategies are the ways in which Council will develop, provide and deliver programs which recognise the importance of physical and digital connections through transport and information technology, support social cohesion and safe desirable neighbourhoods, boost prosperity and opportunities for residents and businesses and protect and enhance the natural and built environment.

To achieve Strathfield’s vision and deliver on each of the strategic directions, Council will need to not only carry out its Delivery Program, but also pursue and enter into partnerships with the community, businesses and governments through to the year 2025.

It is important to understand that with the Community Strategic Plan comes a commitment from Strathfield Council to continue to engage with the community and to work collaboratively with all stakeholders as progress is made to ensure the best outcomes for all.

Cr Andrew Soulos Mayor of Strathfield


CHAPTER 1INTRODUCTION


Strathfield Council is required under the Local Government Act 1993 to establish and implement a Community Strategic Plan that engages the community via a strategy based on social justice principles and identifies the community’s main priorities and aspiration for the future.

According to section 402 of the Local Government Act, the essential requirements of a Community Strategic Plan for the Strathfield area are as follows:

• The community strategic plan has been developed and endorsed by the council.

• That the plan identifies the main priorities and aspirations for the future of the local government area That it covers a minimum timeframe of at least 10 years

• That it must establish strategic objectives together with strategies for achieving those objectives.

• That it must address civic leadership, social, environmental and economic issues in an integrated manner

• That it must address social justice principles of equity, access, participation and rights

• That it is adequately informed by relevant information relating to civic leadership, social, environmental and economic issues

• That it is developed having due regard to the State Plan and other relevant State and regional plans

• That council must prepare and implement a Community Engagement Strategy based on social justice principles for engagement with the local community in developing the Community Strategic Plan.

• That Council must publish a copy of the plan on its website and provide a copy to the Departmental Chief Executive (Local Government).

Strathfield Community Strategic Plan ‘Strathfield 2025’ is about the future of the whole Strathfield community. It represents the aspirations of the people who live, visit and work in the Strathfield area. It is a 10 year plus strategy that has been developed as a collaborative effort between the community and Council.

Strathfield Community Strategic Plan defines a sustainable direction for the Strathfield local government area and sets out the strategic direction which Council will follow in achieving the needs of our community for the next 10 years.

Strathfield Community Strategic Plan has been developed so that it can be delivered as a partnership between Council, state agencies, community groups and individuals. It addresses a broad range of issues that are relevant to the whole community.

Strathfield 2025 is designed to address four questions for the community:

• Where are we now?

• Where do we want to be in 10 years’ time?

• How will we get there?

• How will we know when we’ve arrived?

To achieve this direction, Council has:

• Developed a resourcing strategy to plan Council’s use of community assets and infrastructure, staff and resources to deliver the objectives of the plan;

• Aligned Council’s programs and services with the key themes and directions of this plan

• Assessed our success through the achievement of set targets and performance measures.

INTRODUCTION


STRATHFIELD’S VISION & GUIDING PRINCIPLES

The community vision describes the community’s aspirations for the future of the Strathfield Municipality by 2025:

“Strathfield is a well-connected urban centre in Sydney’s inner west with rich cultural diversity and a strong sense of community cohesion. The community is engaged with Council in guiding a sustainable future and opportunities for education, recreation, employment and overall wellbeing in Strathfield.”

Strathfield 2025 is based on sustainability and social justice principles and the Local Government Charter (s.8 of Local Government Act 1993). The NSW Local Government Integrated Planning and Reporting framework recognises that communities do not exist in isolation; they are part of a larger natural, social, economic and political environment that influences and shapes their future direction.

Sustainability & Quadruple Bottom LineA sustainable Strathfield is one that meets the needs of the present, without compromising the ability of future generations to meet their own social, economic, environmental and civic leadership needs.

This Plan identifies the various roles that we can play in achieving sustainability across a number of different areas including maintaining a strong local economy, supporting local communities, improving natural and built environment and providing strong and responsible leadership.

Planning for sustainability across all these areas, and identifying and responding to change in our community and in our environment, will result in better outcomes for our current and future generations.

On behalf of their communities, Councils are required to:

• Provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively

• Have regard to the long term and cumulative effects of its decisions

• Take into consideration the principles of ecologically sustainable development (ESD) in carrying out their responsibilities

• Bear in mind that it is the custodian and trustee of public assets and to effectively plan for, account for and manage the assets for which it is responsible

• Under the new integrated planning and reporting framework adequately address environmental, social, economic and civic leadership considerations. This approach is referred to as the ‘quadruple bottom line’.

Sustainability underpins all aspects of this Community Strategic Plan. Strathfield 2025 is founded on the quadruple bottom line (QBL) approach, which addresses environmental, social, economic and civic leadership considerations. Applying a QBL approach ensures that community priorities are addressed in a balanced and holistic manner.

Council acknowledges that its decisions and actions have an impact on the quality of life of both present and future generations. The desired result is to balance sustainability considerations to provide positive influences toward community wellbeing while maintaining or enhancing those aspects the community most values in the ecological, social, cultural and economic environments.


These sentiments have been endorsed by the wider community and as such each of the five themes reflects environmental, economic, social and civic leadership considerations.

As an organisation, Strathfield Council has applied a QBL approach to its own planning, reporting and decision making. This approach is used as a measure of the progress of Strathfield 2025 with the use of sustainability measures which track progress over the long-term.

Social Justice PrinciplesThe principles on which all of the plan’s outcomes and directions are based are the principles of social justice. Social justice means a commitment to ensuring:

• there is fairness in the distribution of resources (equity)

• rights are recognised and promoted (rights)

• people have fairer access to the economic resources and services essential to meet their basic needs and to improve their quality of life (access)

• people have better opportunities for genuine participation and consultation about decisions affecting their lives (participation).

These principles are intrinsic to Council’s work and Council acknowledges the rights of all individuals to equal access to services and facilities within the Strathfield Local Government Area. Council is committed to identifying and addressing physical, communication and attitudinal barriers that exist in the delivery of services and facilities to the community.

Council has adopted the Community Access Plan 2015-2019 and is committed to implementing this plan and the Disability Discrimination Act 1992 (Comm) and Disability Inclusion Act 2014 (NSW).

Strathfield 2025 is based on five broad inter-related themes that are derived from


FRAMEWORK OF THE PLAN

Strathfield 2025 is based on five broad inter-related themes that are derived from an extensive community engagement process, which identified priorities for the community’s future.

• Connectivity - Understanding how Strathfield connects and integrates with the broader Inner West and Sydney region is critical to providing transport that is easy and safe to use, planning infrastructure that is adequate for growth and improving information and communication technologies to connect to local community to the world.

• Community Wellbeing - The wellbeing of the local community is supported and enhanced by providing safe, clean, healthy and attractive environments, access to public spaces and community facilities, and opportunities to participate in programs and activities.

• Prosperity and Opportunities - Providing opportunities for prosperity through innovative business development, improving regulatory systems and promoting a sense of civic pride creates economic benefits.

• Liveable Neighbourhoods - Supporting high quality, well planned and sustainable urban and natural environments that balance well designed and innovative development with existing local character whilst protecting and enhancing the natural environments.

• Responsible Leadership - The above goals will be underpinned by a commitment to making improvements to infrastructure and delivering and facilitating better services by responsible management of community assets and consistent delivery of efficient and effective services.

Under the five themes there are key goals and subsequent strategies for Council to facilitate in partnership with the community, government agencies and business.

These five key strategic directions are supported by key goals that will guide the Strathfield area in the next 10 years.

The directions are closely connected and are independent with each other – they should not be viewed in isolation.

Strathfield 2025 was developed over 2011 and 2012 involving comprehensive and extensive community engagement, including review of Council’s strategies, plans, studies and surveys, issues arising from review of NSW state and regional plans and input from stakeholder groups.

This process aimed to provide residents, workers, students and visitors with the opportunity to ‘Have your say’ on the future of Strathfield and was supported by Council’s Community Engagement Strategy.


An important component in the preparation of the Strathfield Community Strategic Plan ‘Strathfield 2025’ was the engagement of the Strathfield community in 2011 and 2012.

Based on Council’s Community Engagement Strategy, Council undertook a number of community and stakeholder engagements to ensure it collaborated and was informed of the community’s aspirations for the next 10 years and its future vision for Strathfield.

An assessment of Strathfield’s community profile was undertaken and appropriate engagement methods selected including household surveys, one-on-one interviews, large group informal meetings, arts activities and inviting written or online comments. Council engaged broadly across the community to obtain ideas and input from a broad range of community members.

The key activities included:

• Preliminary consultations with the community at the Strathfield Spring Fair in September 2011

• A community Survey sent to all households in Strathfield in November 2011. The survey received nearly 2000 responses.

• 49 face to face engagement sessions were held totalling 247 hours of consultation involving community meetings, interviews and focus groups with schools, business and community organisations from November 2011 to February 2012

• Over 75 submissions were made by individuals and organisations

• Consultations with Council staff in February 2012

• A community survey to capture views on the draft Community Strategic Plan in May and June 2012

Specific groups whose voice is often not heard in community discussions were identified. Council engaged with:

• seniors including those from Culturally and Linguistically Diverse (CALD) and English language groups via interviews.

• aged and disability care services

• high school and University students

• people living with a disability

• parents (of young children) and childcare services

• business groups

• people living in apartments

From February 2012 to April 2012, analysis of data collected and a review of the findings was made and the draft Strategic Plan was developed. The draft Plan was placed on public exhibition on 27 April for 28 days and adopted by Council on 29 May 2012. This plan was reviewed following the local government election in September 2012, exhibited for public comment in May and June 2013 and adopted on 27 June 2013.

DEVELOPING THE PLAN THROUGH COMMUNITY ENGAGEMENT


Council will have a key custodial role in shaping and guiding the future of the Strathfield area. However, there are also a range of other key stakeholders who play a vital role. These include Strathfield’s residents, local businesses, community organisations and other agencies at the Commonwealth and State government level. Through cooperation, it will also be important to achieve value for money and a coordinated approach to meeting our community’s needs and priorities in the future.

The outcomes in this plan will determine the priorities for Strathfield and the services and projects that Council delivers over the next 10 years. The resources (time, money, assets and people) required to implement the strategies established by the Strathfield Community Strategic Plan ‘Strathfield 2025’ are defined in Council’s long term Resourcing Strategy. This strategy includes a long-term financial plan, workforce management plan and asset management plan.

As well, Strathfield Council will track how it progresses with the Strathfield Community Strategic Plan ‘Strathfield 2025’ during the next 10 years through various updates to the community. While the strategies and their delivery may evolve over time, progress across the main strategic directions and goals will be monitored to provide an assessment of the quality of life for our residents, and reported back to the community at regular intervals on what we have achieved via our Annual Report, as well as an End of Term report for the current term of Council.

MAKING IT HAPPEN

CHAPTER 2STATE AND REGIONAL CONTEXT


The Local Government Act requires that Council consider the State Plan and other regional plans in the development of the Community Strategic Plan. The purpose is to integrate plans across tiers of government to deliver consistency and effective service and infrastructure delivery. The following plans and strategic documents have been considered in the development of Strathfield 2025:

NSW 2021 was released by the State Government in 2011. The State Plan identifies the NSW priorities over the next ten years based on five strategic areas: • Rebuild the Economy• Return Quality Services• Renovate Infrastructure• Strengthen our Local Environment and Communities• Restore Accountability to Government.

NSW 2021 PRIORITY GOALS RELEVANT NSW 2021 GOALS STRATHFIELD 2025 PLAN LINKSREBUILD THE ECONOMY

Economy 1. Improve the performance of the NSW economy Prosperity and Opportunities Goals 1.1, 1.3, 2.1 and 2.2

4. Increase the competitiveness of doing business in NSW Responsible Leadership Goal 2.2Liveable Neighbourhoods Goal 1.2

5. Place downward pressure on the cost of living Responsible Leadership Goal 3.3Liveable Neighbourhoods Goal 1.1

6. Strengthen the NSW skill base Prosperity and Opportunities Goal 1.2

RETURN QUALITY SERVICES

Transport 7. Reduce travel times Connectivity Goals 1.1, 1.2 and 1.3

8. Grow patronage on public transport by making it a more attractive choice Connectivity Goals 1.1 and 1.3

9. Improve customer experience with transport services Connectivity Goals 1.1, 1.2 and 1.3

10. Improve road safety Community Wellbeing Goal 3.2Connectivity Goal 1.3

Health 11. Keep people healthy and out of hospital Community Wellbeing Goal 2.2

Family & Community Services 13. Better protect the most vulnerable members of our community and break the cycle of disadvantage

Community Wellbeing Goal 3.1

14. Increase opportunities for people with a disability by providing supports that meet their individual needs and realise their potential education

Community Wellbeing Goals 3.2 and 3.3

Education 15. Improve education and learning outcomes for all students Connectivity Goal 1.3Community Wellbeing Goal 3.1

STATE PLAN


NSW 2021 PRIORITY GOALS RELEVANT NSW 2021 GOALS STRATHFIELD 2025 PLAN LINKSPolice and Justice 16. prevent and reduce the level of crime Community Wellbeing Goal 1.1

RENOVATE INFRASTRUCTURE

Infrastructure 19. Invest in critical infrastructure Connectivity Goals 1.1 and 1.2 Community Wellbeing Goal 2.1

20. Build liveable centres Connectivity Goal 2.1Liveable Neighbourhoods Goal 1.1Prosperity and Opportunities Goal 2.1

21. Secure potable water supplies Liveable Neighbourhoods Goal 2.3 Connectivity Goal 2.3

LOCAL ENVIRONMENT AND COMMUNITIES

Environment 22. Protect our natural environment Connectivity Goal 2.3Liveable Neighbourhoods Goal 3.1, 3.2 and 3.3

23. Increase opportunities for people to look after their own neighbourhoods and environments Liveable Neighbourhoods Goal 3.3Liveable Neighbourhoods Goal 2.2Community Wellbeing Goal 1.2Responsible Leadership 2.3

24. Make it easier for people to be involved in their communities Community Wellbeing Goals 2.1, 2.2, 3.1 and 3.2

25. Increase opportunities for seniors in NSW to fully participate in community life Community Wellbeing Goals 3.1 and 3.3

27. Enhance cultural, creative, sporting and recreation opportunities Community Wellbeing Goals 2.2, 2.3, 3.1 and 3.2Connectivity Goal 3.2Liveable Neighbourhoods Goal 1.1

28. Ensure NSW is ready to deal with major emergencies and natural disasters Community Wellbeing Goal 1.2

ACCOUNTABILITY TO GOVERNMENT

Governance 29. Restore confidence and integrity in the planning system Liveable Neighbourhoods Goal 4.1

30. Restore trust in State and Local Government as a service provider Responsible Leadership Goal 3.1

31. Improve government transparency by increasing access to government information Connectivity Goal 3.3Responsible Leadership Goal 1.2

32. Involve the community in decision making on government policy, services and projects Responsible Leadership Goal 1.1


Draft Metropolitan Strategy In 2013, the draft Metropolitan Strategy for Sydney was released. The intention of the strategy is to replace the 2010 Metropolitan Plan for Sydney to 2036, which itself superseded the Metropolitan Strategy - City of Cities: A Plan for Sydney’s Future (2005). Strathfield LGA is included in the Inner West Subregion Strategy (2008), which set dwelling targets for the Inner West region and the Strathfield Local Government Area. In late 2010, the Employment Lands Development Program - Inner West subregion was released. These regional plans which affect dwelling and population targets, land use and infrastructure have been considered in the development of Strathfield 2025.

Strathfield Local Environmental Plan 2012 Strathfield 2025 is Council’s overarching strategic plan. Local Environmental Plans (LEPs) are subordinate plans that focus specifically on land use planning and development controls. Community engagement and consultation for the draft LEP 2011 and Strathfield 2025 occurred in late 2011 and early 2012. The general timing of the different processes was determined by state government directions and guidelines and the timing set for both processes was not set in sequence. The Strathfield Local Environmental Plan (LEP 2012) was gazetted in early 2013.

Strathfield Council’s existing Plans and StrategiesStrathfield Council has a wide range of plans that help identify a broad range of key community, land use and infrastructure issues.

These include:

• Consolidated Development Control Plans (2005)

• Developer Contribution Plan (Direct and Indirect) 2010

• Social Plan (2009-2014)

• Crime and Community Safety Plan (2011-2014)

• Greenhouse Action Plan 2005

• Water Management Plan 2012

• Energy Efficiency Plan 2012

• Council’s Management Plan and Annual Reports

• Vision 2020 (Council’s Strategic Plan 2005-2012

Strathfield Council

CHAPTER 3ABOUT THE STRATHFIELD AREA


Strathfield Council was incorporated in 1885 and is centrally located in Sydney’s Inner West. The area is well known for its transport, schools, attractive streetscapes, parks and buildings.

Strathfield – the Place

• Strathfield Council has a total area of approximately 14.1 square kilometres.

• Strathfield Council is located in Sydney’s Inner West about 10.5 kilometres from the city centre and half way between Parramatta and the city.

• Strathfield Council is bounded by Homebush Bay Drive to the north, Powells Creek, The Boulevarde and Coronation Parade to the east, Punchbowl Road and Juno Parade in the south and Roberts Road, Chullora rail yards, Rookwood Cemetery and the Sydney Olympic Park rail line to the west.

• The Council area includes the suburbs of Strathfield (postcode 2135), Strathfield South (2136), Homebush (2140), Homebush West (2140), part of Belfield (2191) and part of Greenacre (2190). Sydney Markets is also located within the Strathfield Local Government Area and has its own postcode, 2129.

• Strathfield is predominantly residential but has significant commercial and industrials areas. The major commercial centre is the Strathfield Town Centre adjacent to Strathfield Station, with commercial areas also located at Homebush, Homebush West, Sydney Markets, Strathfield South and Cave Road.

• Strathfield Council is a major transport hub with three train stations at Strathfield, Homebush and Flemington. Strathfield Rail Station is one of the largest stations in NSW featuring metro, regional, freight, country and state rail connections. Major roadways such as Parramatta Road, Hume Highway (Liverpool Road), Homebush Bay Drive/Centenary Drive and the M4/Westconnex pass through Strathfield.

• Strathfield is considered the educational centre of the Inner West with 15 public and private schools and a university.

Strathfield – its People:

• As at 30 June 2015, the estimated residential population (ERP) of Strathfield was 40,125. This represents an increase of 4,937 people since the 2011 ABS Census. From 2006 to 2011, Strathfield Council area’s population increased by 3,210 people.

• Analysis of the household/family types in Strathfield Council area in 2011 compared to Greater Sydney and Inner West shows that there were a higher proportion of couple families with children and lower proportion of lone households. Overall, 37.5% of households were couple families with children compared to 34.8% in Greater Sydney and 30.3% in Inner West and 17.6% are lone households in Strathfield compared to 21.5% in Greater Sydney and 23.4% in Inner West (2011 ABS Census).

• The Indigenous population represents 0.3% of the Strathfield population or 101 people (2011 ABS Census).

• Strathfield has greater cultural diversity than the rest of NSW with approximately 52% of residents born overseas compared to 34.2% for Greater Sydney Area (2011 ABS Census).

• Over 52% of the population was born in countries other than Australia. Outside of those born in Australia, the main countries of birth are China, Korea (South), India, Sri Lanka and Hong Kong. Nearly 60% of residents speak a language other than English, though most residents speak more than one language. Languages other than English spoken at home include Korean, Cantonese, Mandarin, Tamil and Arabic. 71% are Australian citizens (2011 ABS Census).

• Strathfield has a larger percentage of persons aged 25 to 34 years than Greater Sydney, 20.1% compared to 15.4%, and larger percentage of

ABOUT STRATHFIELD


persons aged 18 to 24 years than Greater Sydney 12.1% to 9.5%. However, there is a smaller percentage of persons aged 35 to 49 years and 5 to 11 years than Greater Sydney, respectively 19.6% to 21.9% and 7.2% to 8.7% (2011 ABS Census).

• The largest changes in age structure in the Strathfield area between 2006 and 2011 were in the following age groups:

o 25 to 34 years (+1993 people)

o 50 to 59 years (+ 540 people)



Strathfield’s Environment – Natural and Built:

• Strathfield has large number of parks and natural areas, which include bush remnants, revegetated parkland, open parkland, urban neighbourhood parks and wetlands. About 9% of Council’s total area is public parks and open space.

• Strathfield’s main waterways are: Saleyards and Powells Creek, in the north of the council area, which flow to join the Parramatta River at Homebush Bay and Coxs Creek and the Cooks River, which flow to the southeast to Botany Bay.

• Strathfield Council contains a high proportion of medium and high density type dwellings, 51.8% compared to 47.8% of separate houses (ABS Census 2011). This is a significant difference to Greater Sydney, where 40% are medium to high density.

• Analysis of the monthly housing loan repayments of households in Strathfield Council area compared to Greater Sydney shows that there was a larger proportion of households paying high mortgage repayments ($2600 per month or more), and a smaller proportion of households with low mortgage repayments (less than $1000 per month).

• Overall, 37.5% of households were paying high mortgage repayments, and 10.8% were paying low repayments, compared with 36% and 11.9% respectively in Greater Sydney.

Strathfield’s Socio-economy Status:

• On the socio-economic index (SEIFA) Strathfield Council ranks in the top 20% of NSW as the least disadvantaged Council areas with a disadvantage index of 1,022.1.

• The dominant housing tenure type in Strathfield in 2011 was either under purchase or fully owned (56%). This increased by 761 since 2006. A total of 34.5% persons were renting, which was an increase of 248 from 2006.

• The top three industries in Strathfield were Transport, Postal and Warehousing (16.7%), Wholesale (15%) and Retail Trade (12.8%).

Strathfield’s Economy:

• Strathfield Council has the highest amount of developed and undeveloped employment land in the Inner West

• Estimated Gross Regional Product (GRP) of Strathfield area was $3.449 billion as at 30 June 2015 (NIEIR 2016)

• 5561 business are registered in the Strathfield Council area (ABS 2015).

• There is an estimated 26,545 jobs in the Strathfield Council area (NIEIR 2015).

• Transport, Postal and Warehousing is the largest employer in Strathfield Council area, making up 16.7% of total employment.

• The resident labour force of Strathfield in 2011 was 16,489, of which 65% worked full-time and 33% part-time. This was an increase of 2437 persons since Census 2006. It is estimated by 30 June 2015, 20,604 Strathfield residents were in employment (NIEIR 2016).


The Governance of Strathfield:• The Strathfield Council area is located in the federal electorates of Reid and

Barton. Since the 2016 federal election, the elected representatives are for the electorate of Reid, Craig Laundy MP (Liberal Party) and the electorate of Barton, Tony Bourke MP (Labor Party).

• Strathfield Council is located mainly in the state electorate of Strathfield and a small area in Greenacre in the electorate of Lakemba. Since the 2015 State election, the electorate of Strathfield is represented by Jodi McKay MP and electorate of Lakemba by Jihad Dib MP (Labor Party).

• Strathfield Council has seven councillors including the Mayor. Council has no wards. The last Council election was held in 2012.

• Strathfield Council was incorporated on 2 June 1885, which included the suburbs of Redmyre (renamed Strathfield), Homebush and Druitt Town (renamed Strathfield South). The Council area has expanded in size with addition of new areas. This includes additions of the Flemington area (now Homebush West) in 1892 and the Richmond Road precinct in 1930, the former Homebush Council in 1947 and the west ward of the former Enfield Council in 1949. There have been two minor boundary adjustments in 1953 with Bankstown Council and 1992 with Auburn Council.

CHAPTER 4SHAPING OUR VISION


VisionA vision is important as it ensures decisions are made with a long-term, strategic focus. Without a clear vision it is more likely that decisions are made without a clear sense of purpose.

During Council’s community engagement process in establishing the Community Strategic Plan, the following vision of the community’s aspirations for the future of the Strathfield Local Government Area by 2025:

“Strathfield is a well-connected urban centre in Sydney’s inner west with rich cultural diversity and a strong sense of community cohesion. The community is engaged with Council in guiding a sustainable future and opportunities for education, recreation, employment and overall wellbeing in Strathfield.”

Key IssuesKey issues were identified during the community engagement process. The issues that the community most frequently raised can be viewed on the table on the right:

ISSUE STATEMENT KEY COMMUNITY ISSUESStrathfield has accessible and safe transport

• Address traffic congestion• Improve mobility• Ease of access, available and safety of public and private transport• Improve parking availability and traffic controls • Maintain roads and footpaths

Strathfield is a safe community

• Safe community• Low rates of crime• Improve Police services• Reduce graffiti and vandalism

Strathfield has quality of life and civic pride

• Community has pride and values Strathfield• Strathfield is about quality lifestyles and standards of living • Awareness of place is promoted• Celebrate and recognise community achievements

Strathfield is a well maintained local area

• Clean and attractive town centres and neighbourhoods• Reduce litter and dumping and take action on pollution eg air, noise, water • Public areas, open spaces and parks are well maintained• There is little tolerance for offenders

Strathfield protects its natural and built environment

• Development is high quality and well-designed• Retain local character and value heritage• Maintain residential areas and higher densities around major transport hubs• Development is sustainable• There is a range of housing opportunities• Protect natural environment including water and air quality

Strathfield is responsibly led

• Council is honest, accountable and transparent in its activities• Council maintains financial stability and offers value for money services• Councillors should be accountable and available to community• Council is focused on needs of Strathfield community and provides high

quality customer services• Energy and Water efficiencies are promoted for community and Council

Strathfield has a participative and cohesive community

• Community is informed and ‘has a say’ on issues that affect them• Information is available especially online• Multicultural, integrated and cohesive community without barriers

Strathfield has facilities and programs to support its growing community

• Plan for impact of growth of population and densities eg infrastructure• Library services are highly valued• Provide access to indoor and outdoor facilities to support recreational and

community activities • Facilitate programs to meet community, recreational and cultural needs

Strathfield supports innovative and well planned local business development

• Provide support for local business• Promote local attractions• Monitor compliance eg food safety, public health • Protect local community from adverse impacts of industrial development

VISION & KEY COMMUNITY ISSUES

Strathfield Council

CHAPTER 5COMMUNITY GOALS AND STRATEGIES


Strathfield 2025 is based on five broad inter-related themes that are derived from an extensive community engagement process, which identified priorities for the community’s future.

Under the five themes there are key goals and subsequent strategies for Council to facilitate in partnership with the community, government agencies and business. Each of these five themes, which form the five pillars of Strathfield 2025, will be discussed in detail in the following pages.

With the release of the Delivery Program and Operational Plan will be a series of targets under each of the goals and strategies. These targets relate specifically to Council’s performance and form the basis of measuring the implementation and delivery of Strathfield 2025.

In order to broaden the assessment of the status of Strathfield as a whole, Council has developed a QBL assessment tools.

1. CONNECTIVITY1.1 Movement to and from Strathfield is easy and safe1.2 Infrastructure and development is integrated, planned and sustainable1.3 Information and digital technologies connect local to global

2. COMMUNITY WELLBEING2.1 Strathfield is a safe and healthy place2.2 Strathfield community is healthy, active and inclusive2.3 Strathfield is a harmonious community with a strong sense of community cohesion

3. PROSPERITY AND OPPORTUNITIES3.1 Strathfield supports innovative business development3.2 Sustainable and well planned development of industrial and commercial areas3.3 Strathfield is a highly desirable place4. LIVEABLE NEIGHBOURHOODS4.1 Strathfield has high quality sustainable urban design that mixes well designed and innovative development with local existing character4.2 Strathfield’s neighbourhoods are clean attractive & well maintained 4.3 Strathfield’s natural environment is protected and enhanced

5. RESPONSIBLE LEADERSHIP5.1 The Strathfield community trusts Council and is informed, valued and heard5.2 Council is ethically and responsibly managed5.3 Council is efficient, sustainable and delivers value for money services

CHAPTER 6CONNECTIVITY THEME


Strathfield is situated in one of the fastest growing regions in Australia, which poses challenges and opportunities for Strathfield to the year 2025 and beyond. Understanding how Strathfield connects and integrates with the broader region is critical to the strategic outlook particularly in the area of infrastructure provision. The broad theme of connectivity is divided up into three key goals: transport, integrated planning and communication technologies.

TransportMoving around easily and safely is central to quality of life, reducing social isolation, providing access to services, workplaces and education, strengthening local and regional economies and being able to enjoy parks, recreation and open spaces.

The Strathfield community has stated that transport and related issues such as traffic congestion are highly important. As a result, Council will review and investigate ways to reduce traffic congestion to and from Strathfield. Although most transport infrastructure is controlled by State Government, Council can play an important role through representations to improve access, frequency and coverage of public transport services. Council will work with relevant parties to investigate alternative transport modes to improve the integration of transportation systems.

Council will continue maintenance, upgrades and renewal of local transport infrastructure. This includes facilities such as street lighting, bus seats and shelters, roads, cycleways and traffic control measures, to provide for the continued safety, accessibility and enhancement of the LGA.

Regional infrastructure, growth and ecosystemsState and regional development strategies significantly impact on Strathfield. Council recognises that development and population growth require good planning and must be supported by improvements in infrastructure and services. These include State Government services such as schools, health and transport as

well as local infrastructure such as outdoor and indoor facilities, parks and local roads.

Together, the community and Council must monitor and address the accumulated effects of urban development on the built and natural environment. Some issues need a collaborative and regional approach such as improving river systems through building alliances with other partners.

Information and TechnologyTechnology connects Strathfield communities to information and services at a local, national and global level. Recognising the opportunities that technology brings, Council can work with emerging technologies in order for people to connect to information, education, cultural and recreation opportunities, facilities and services.

New technologies provide opportunities to improve how Council and its services are accessed and delivered. Council services will be increasingly available online to allow communities to seek information or do business 24 hours a day, seven day per week. Strathfield Library services provide a wide range of information ranging from print to digital and information services will be continually reviewed and adapted to meet the needs of the community.

By taking a broad view of how these issues connect Strathfield beyond its boundaries, Council and its partners can plan and act more strategically for the benefit of the local community.

CONNECTIVITY THEME


Council conducted extensive community engagement processes during 2011 and 2012, which included household surveys, forums, focus groups, world cafes, interviews and submissions. A wide range of issues were raised by the community, which are summarised in the report ‘Findings from the Community Engagement 2011-12’. These are the issues raised of highest priority in the engagement:

TransportTransport issues were considered to be of high importance in the Strathfield Community Survey 2011 and were raised frequently by the community during meetings, interviews and in submissions during the 2011-2012 community engagement. The key issues raised included: • Traffic congestion is a significant concern. Most discussions focused on

traffic congestion mainly in the Strathfield Town Centre but there were also comments about difficulties in moving within and in and out of Strathfield due to traffic congestion.

• Traffic congestion in the Strathfield Town Centre was raised frequently and was considered to hamper business opportunities, frustrate residents, and invoke safety concerns. There seems to be differing views, however, about solutions to town centre congestion, with no community consensus on solutions. Most discussions concerned current problems with current levels of congestion, rather than longer term strategies to address congestion. This indicated there is a disconnect between issues concerning traffic in and around the town centre and longer term planning for upgrading transport infrastructure.

• Mobility, ease and safety of movement using public and private transport are an issue of high importance in Strathfield. The community wants integrated transport planning (pedestrians, cycles and roadways for public transport and

private vehicles linked to the train stations and key routes out of LGA) for Strathfield LGA.

• There were many comments regarding need to improve rail services at Flemington and Homebush, which primarily concerned upgrading rail stations with lifts and ramps to provide equitable access as well as improved frequency of services at both stations.

• Parking issues were frequently raised, which concerned access to parking near town centres and rail stations, council carparks, impacts of commuter/visitor parking on local streets and residential parking schemes.

Communications

The issue of communications was raised regularly in the Community Engagement.Key issues raised by the community include:

• Changes in communication and technology in society have meant that the community also wants the simplicity and availability of online interactions with Council for day-to-day business and community services eg booking venues, paying bills, registering for events or programs to improve efficiency and save time. There were also requests to simplify regulatory activities eg streamlining processes, online lodgement, faster turnarounds etc.

• The community wants Council to provide simple but timely information on matters which matter to them or have impact on them. This can include decisions of council as well as information guidance on a range of council functions and activities. Council is seen as a trusted source for filtering and providing information to the community.

WHAT ISSUES ARE IMPORTANT TO THE COMMUNITY?


The table below provides the three major goals and strategies that have been seen as important by the community in ensuring the realisation of the community’s vision for the next 10 years in the Strathfield area.

CONNECTIVITY GOALS STRATEGIES (10 YEAR) PARTNERS1.1 Movement to and from Strathfield is easy and safe

1.1.1 Collaborate with relevant parties to provide accessible, available and sustainable transport options

• NSW Government transport agencies eg RMS, Trans-port for NSW, Sydney Buses

• NSW Planning agencies

• Sydney Ports

1.1.2 Address impacts of traffic congestion

1.1.3 Improve mobility and accessibility of local transport networks

1.2 Infrastructure and development is integrated, planned and sustainable

1.2.1 Collaborate with State Government and relevant parties to connect • With NSW Government (agencies as required)

• Other Councils

• Catchment Groups

1.2.2 Ensure that projected population and development growth is supported by local infrastructure planning

1.2.3 Ensure that regional development effectively integrates and supports healthy urban ecosystems

1.3 Information and digital technologies connect local to global

1.3.1 Collaborate with relevant parties to provide access to information and digital technologies

• State Library of NSW

• Other public libraries

• NSW Government Agencies

• Federal Government (Department of Communications)

• Local Media

1.3.2 Align and adapt library services to changing information needs, service delivery and literacy demands

1.3.3 Improve access to Council information and services across multiple mediums

GOALS & STRATEGIES

CHAPTER 7COMMUNITY WELLBEING THEME


Strathfield is a vibrant and diverse community. Council plays an important role in protecting and enhancing the wellbeing of the local community by providing safe, clean, healthy and attractive environments, access to public spaces and community facilities, and opportunities to participate in learning, recreation, community programs and activities.

Community SafetySafety and crime prevention was identified as a priority by the community through the community engagement process. Police and law enforcement is a State Government responsibility and the community expects improved access and allocation of resources to the Strathfield area. Council can work with Police and other agencies to improve community safety, awareness programs and regular reporting on issues of community safety.

Safe and Healthy EnvironmentsSafe, clean, healthy and attractive environments are important to the Strathfield community. Council will protect and improve the amenity and character of streetscapes and take action on graffiti and vandalism. By working with the community and other partners, Council will ensure high standards of safety, cleanliness and public health are maintained, particularly in streets and public areas.

Waste ManagementWaste management and associated issues of illegal dumping, pollution, recycling and waste reduction are all key Council services. Council must ensure it reaches a balance between providing services such as on-call clean ups and waste education programs and managing compliance issues such as illegal dumping and environmental pollution through enforcement.

Enforcement and ComplianceProtecting the local community is also achieved managing compliance issues such as illegal dumping and environmental pollution through enforcement.

Community and Recreational Facilities and ProgramsThe community has expressed a desire for more opportunities to participate in community and recreational programs. This will be achieved through adapting the management of Council facilities to suit community needs and developing innovative delivery programs.

The harmonious nature of Strathfield’s diverse community provides a strong foundation from which to build and deliver community and recreational programs and activities that cater for people of all ages, cultures and abilities. Critical to this objective is building capacity and strong partnerships within the community.

In order to encourage participation in community and recreational activities, Council will investigate innovative ways to manage indoor and outdoor facilities. These facilities should support changing demands and a wide range of programs that provide opportunities to promote active, healthy and engaged community lifestyles.

VolunteeringOne of the great strengths of the Strathfield community is a sense of community spirit that is created by the many volunteers who are actively involved in different aspects of life in Strathfield. Council will continue to support volunteer activities and opportunities.


COMMUNITY WELLBEING THEME


Community Safety and Crime PreventionThe Strathfield Community Survey 2011 required respondents to rank importance and performance of services. Crime Prevention and Community Safety was considered the issue of highest importance but its performance was ranked poor. In depth, consultations with the community supported this view.

There were widespread concerns about reports of rising crime and the perception that Strathfield was not receiving reasonable access to Police services. There is a perception that the Police Station at Strathfield is inadequate and does not provide access to timely and responsive services. Community consultations identified crime prevention as primarily a State Government responsibility but thought Council can support safety initiatives through community programs and promoting awareness.

Clean and Attractive StrathfieldMaintaining high quality amenity in Strathfield was an issue of significant importance to the local community.

• ‘Amenity’ involves issues of cleanliness, urban design and streetscape, which relates to other issues such as environment, pride, social cohesion and community values, value of investment in local area (residential and business) as well as perception of relationships between community safety and crime (in form of vandalism and graffiti).

• There was a broad view that Council must promote a clean Strathfield and use enforcement to get results. There appears to be little community tolerance for littering, graffiti, vandalism etc.

• Many felt that town centres, industrial areas and areas with units were unkempt and neglected. Businesses believed that litter and lack of cleanliness turned away customers. The community want clean attractive places to shop and socialise during the day and evening.

Parks, Sports and Recreation In community consultations, there was a high level of satisfaction with the performance of Strathfield’s parks, however issues were raised in consultations that access to parks and facilities could be improved and more programs available for participation in sports and physical activities.

• There were requests for activities to be organised separate to those of organised sporting clubs, so that individuals can participate in sports and activities without the need to become a member of a formal organisation. Activities include fitness clubs, training in parks, walking groups, sports eg cricket games etc. Some thought that access to sportsgrounds is limited by agreements with clubs and thereby access by others is limited, however one of the functions of sportsgrounds is to provide playing grounds for formal sports, therefore a balance between formal/organised sports and other uses is needed.

• Ideas about use of parks facilities at night were raised. Night use included organised activities in parks as well as informal and unorganised activities eg social gatherings, walking etc. To facilitate night use, safety issues needed to be addressed eg lighting. They also consider that this action will go some way to addressing safety perceptions and build social cohesion.

• There were views that more facilities could be provided for informal activities eg courts, playgrounds, exercise equipment, off-leash areas etc. The increasing numbers of people living in units is also driving need for facilities and activities in parks.



Access to Community Facilities/Programs In consultations, there were a number of issues raised relating to community programs and facilities, these included:

• The community wants more activities and programs in the local area eg skills, learning, training etc. Programs which provide frequency and consistency of activities for all age groups and specialised needs in the local area appear to be preferable to one-off events.

• The amount of facilities together with rising populations has resulted in increasing demand for facilities and therefore, historical patterns and agreements for usage need regular review as there is a view that community facilities were inaccessible to many new groups and residents as facilities are monopolised by existing users.

• Some community organisations believed that the amount of facilities in Strathfield were insufficient for their needs. However, the needs of a community organisation may not necessarily involve a service with benefits to the local community and provision of facilities need to consider issues such as demand, community benefit, costs – short and long term, asset management and maintenance etc.


The table on the right provides the three major goals and strategies that have been seen as important by the community in ensuring the realisation of the community’s vision for the next 10 years in the Strathfield area.

COMMUNITY WELLBEING GOALS STRATEGIES (10 YEAR) PARTNERS2.1 Strathfield is a safe and healthy place 2.1.1 Collaborate with Police and relevant parties to plan and support initiatives to

address community safety and crime prevention• NSW Police

• NSW Attorney-General’s Department

• Local Stakeholders

• Local businesses

• Community organisations

• With NSW Government (agencies as required)

2.1.2 Protect the health and safety of the Strathfield community

2.2 Strathfield community is healthy, active and inclusive

2.2.1 Support a range of recreational and community activities in parks, open space and facilities


• Community, sporting and recreational organisations

• Non-Government Organisations


• Other Councils

2.2.2 Work with partners to deliver recreational programs and activities to improve health of the community

2.2.3 Ensure Council facilities, parks and public open spaces are well managed and accessible

2.3 Strathfield is a harmonious community with a strong sense of community cohesion

2.3.1 Plan programs that meet the needs of people of all ages, cultures and abilities • Local Stakeholders

• Community, sporting and recreational organisations

• Non-Government organisations


• With Federal Government (agencies as required)

• Other Councils

2.3.2 Collaborate with partners to deliver programs that support and build and strengthen community capacity and resilience

2.3.3 Provide equitable access to council facilities for community, cultural and recreational programs

KEY DIRECTIONS FOR THE FUTURE

CHAPTER 8PROSPERITY ANDOPPORTUNITIES THEME


Prosperity and creation of opportunities provides economic and community benefits that supports an enhanced quality of life. Strathfield is integral to the performance of the NSW economy and is a significant regional employer. According to the State Government, 57% of the Inner West’s total employment land is located in Strathfield, compared to less than 5% in neighbouring LGAs. The large amount of industrial and commercial areas in Strathfield offers many future challenges and opportunities for the Strathfield area.

Renewal of Industrial and Commercial AreasCouncil requires that development and renewal of industrial and commercial areas occurs without diminishing Strathfield’s attraction and amenity as a place to live and work. Renewal of industrial and commercial areas provides opportunities for sustainable development, which include consulting with the community, incorporating resource efficiency and clean technologies, improving road networks, transport integration and infrastructure as well as creating employment and generating additional business which support other local businesses including the retail sector.

Business Opportunities in StrathfieldThere are many advantages to having a business in Strathfield, including its central location in relation to Sydney and Parramatta CBDs, its location in Sydney’s road network, and Strathfield Station being the third most interconnected station in NSW. This central location provides many opportunities for the ongoing development of business, industry and employment.

Council will support local and prospective businesses through improving information access and availability, supporting local business development programs and streamlining and improving regulatory systems and compliance management.

Council recognises the importance of supporting programs that enhance innovation and productivity in business and build capacity in the workforce.

Civic PrideThe community wants Strathfield to have a strong sense of civic pride and identity, which acknowledges the unique and desirable qualities of the local area. Council express pride and identity by acknowledging and celebrating Strathfield’s history and heritage, promoting the town centres and local attractions, embracing the multicultural community and through bringing people together for events and activities.

PROSPERITY AND OPPORTUNITIES THEME



Quality of Life and Civic Pride in Strathfield

• Pride in Strathfield was frequently raised in community discussions. The “brand” of Strathfield has significant value to the community and it is important to them that the Council supports high standards of living by delivery of quality services. The Strathfield brand is also seen by many to uphold property values and living standards, which is important to many home and land owners.

• The community want to have pride in Strathfield being the place they live, work or study. Values are important to the community as they underpin their lifestyle choice to make Strathfield the place they choose to live, work or visit.

• Whilst the topics of community cohesion and quality of life received relatively high levels of satisfaction in the 2009 community survey, by 2011 all sectors of the community want to increase their sense (and that of others) of cohesion or belonging.

Industrial and Commercial Areas• The community expressed concerns about development in industrial

areas, notably Enfield Intermodal Terminal. Concerns were mainly the adverse impact on local and residential environment eg noise, traffic movements, pollution etc.

• There were many views on retail precincts ranging from concerns about mix and types of businesses (eg lack of diversity) and transport eg available parking, congestion etc as well business working with Council.

• Concerns were raised about the development of the Strathfield Town Centre particularly parking and transport (which is addressed in comments on transport). Issues about the lack of office space in Strathfield were raised concerning that some businesses were unable to operate in Strathfield eg medical and dental.

Compliance and Enforcement• Suggestions were made in community engagement about how council

could reduce or improve processes to make it easier to provide and receive information and work together.

• The community want council to regulate more consistently on waste, environmental health and parking.

• The community wants Council to take action where necessary to protect Strathfield from littering, waste, illegal dumping, graffiti and vandalism etc.




PROSPERITY AND OPPORTUNITIES GOALS STRATEGIES (10 YEAR) PARTNERS3.1 Strathfield is a safe and healthy place 3.1.1 Support Strathfield’s economic development through appropriate

and relevant research, consultation, planning and information• Local Stakeholders

• Local business

• Non-Government Organisations


• Other Councils

3.1.2 Facilitate skills training and employment readiness in the Strathfield workforce

3.1.3 Support local business development initiatives

3.2 Development of industrial and commercial areas is sustainable and well planned

3.2.1 Collaborate with government, business and community to support well planned and sustainable enterprise areas

• NSW Government Agencies eg Food Authority

• Local businesses

• Local Stakeholders3.2.2 Strengthen and refine Council’s regulatory processes to support opportunities for business development

3.3 Strathfield is a highly desirable place 3.3.1 Develop and promote a sense of place and civic pride in Strathfield • Community organisations

• Local business networks

• NSW Business Chamber

• NSW Government (Agencies as required)

• Commonwealth Government (Citizenship)

3.3.2 Collaborate with business and community stakeholders to develop and implement place promotion

3.3.3 Develop attraction strategies for investment in the local economy

GOALS & STRATEGIES

CHAPTER 9LIVEABLE NEIGHBOURHOODS


Liveable Neighbourhoods are high quality, well planned and sustainable urban and natural environments that balance well designed and innovative development with existing local character. Changing lifestyles and population pressures require careful urban design and regulation, at both the state and local level, to maintain the character and liveability of Strathfield.

Quality Planning OutcomesIn order to ensure the quality of Strathfield’s built environments, Council must continue to strengthen its planning frameworks. Local Environmental Plans and Development Control Plans should reflect the values of the community and incorporate best practice planning principles. This will require working collaboratively with all levels of government, the private sector and the community.

Living in Higher DensitiesAs Strathfield’s population diversifies and increases, more residents are living in medium to high density units, a trend that will continue in the future. It is important to ensure that these developments are well planned and serviced by local infrastructure. Quality development outcomes have far reaching effects on the local area as a whole and enhance the liveability of these emerging neighbourhoods.

Effective and Efficient Assessment ProcessesWhilst it is important to have good systems of planning controls in place, this must be supported by informative and accessible planning services. Programs that support good planning outcomes and simplify planning processes may include Development Application pre-lodgement services, streamlined processes and approvals, grants and rebates and heritage advisory and financial assistance programs.

Compliance ManagementSafety of the built environment is a priority. Council will provide effective and timely compliance management and ensure that building and associated works comply with legal and safety standards. It is also recognised that effective compliance is supported by education and community awareness.

Clean EnvironmentsProviding a clean and attractive local environment is critical to the liveability of our local neighbourhoods. Clean and well maintained streets, parks and open spaces and efficient and effective waste and recycling services uphold and support public amenity and enjoyment of our local areas.

Protecting Natural EnvironmentsCouncil will protect, maintain and enhance the natural environment to ensure that a balance is maintained between the pressures from population growth, and the protection and enhancement of natural ecosystems.

To meet these challenges, Council will raise public awareness, encourage environmentally sensitive planning and design and promote sustainable living and business practices through targeted programs.

LIVEABLE NEIGHBOURHOODS THEME



Building and Development - Residential

• The built environment of Strathfield is important to the local community. Ideas to improve urban design and the appearance of Strathfield were raised. There were mixed views about the style of new housing but there was a general view that housing in Strathfield needed to be quality development ie well-built and well designed.

• There is a general view that heritage and the history of the area is important and adds character and value to the Strathfield area. Preservation and protection of heritage areas along with high quality modern innovative sustainable development compatible with the character and values of Strathfield is desired.

• Community feedback supported higher densities around major transport hubs or Parramatta Road. There was a view that low density residential areas need to be maintained and protected in Strathfield, while providing opportunities for higher densities at transport hubs. There was a view that Strathfield should not be over developed.

• Some groups raised sustainable development, particularly well designed, resource efficient housing. Interviews concerning unit development raised

issues about ongoing maintenance and costs of resources in properties without good sustainable design eg that poor design and lack of resource efficiencies was resulting in huge costs for future owners and tenants.

• Many seniors are living in units and want to ensure that units are adaptable to older people and contain lifts and ramps.

• Many raised concerns about lack of amenities and open space in multi-unit dwellings and said that these developments should provide reasonable open space especially for children and young people.

• It should be noted that community consultation for the new draft Local Environmental Plan occurred in early 2012, therefore feedback from community engagements was made to the LEP process.

Living in Multi-unit Dwellings

• There is a growing population in Strathfield of people living in multi-unit dwellings, who have specific needs and issues. People living in units raised issues of amenities and design of developments, while others consider the state of streets with units to be poor and an eyesore particularly due to rubbish dumping and graffiti.

• There was a call for more effective and fair use of existing facilities (including outdoor), with concerns raised about people living in apartments and their need for outdoor passive and active spaces.




LIVEABLE NEIGHBOURHOODS GOALS STRATEGIES (10 YEAR) PARTNERS4.1 Strathfield has high quality sustainable urban design that mixes well designed and innovative development with existing local character

4.1.1 Strathfield’s planned environment is highly liveable with quality and sustainable development incorporating best practice design

• With NSW Government (Department of Planning, Environment, Transport and other relevant agencies etc)

• Local Stakeholders4.1.2 Council offers informative and accessible planning services and programs that streamline service delivery

4.1.3 Provide effective and timely compliance management

4.2 Development of industrial and commercial areas is sustainable and well planned

4.2.1 Maintain clean and attractive public areas and landscapes • With NSW Government (agencies as required)

• Sydney Water

• Other Council4.2.2. Provide effective and efficient domestic waste and recycling services to the community

4.2.3 Maintain and improve quality of water systems

4.3 Strathfield is a highly desirable place 4.3.1 Ensure that development is sensitive to Strathfield’s natural environment


• Community organisations

• Non-Government organisations

• With NSW Government eg. Environment, Local Land Services and agencies as required)

• Other Councils

4.3.2 Develop activities and programs that promote our natural environment

4.3.3 Protect and enhance Strathfield’s biodiversity

GOALS & STRATEGIES

CHAPTER 10RESPONSIBLE LEADERSHIP


Responsible leadership involves providing strong leadership and community representation, supported by effective and accountable governance and management. Effective governance is critical to maintaining community trust and confidence in Council.

Effective governance provides the necessary legal and administrative support for decision-making and manages effective systems to fulfil its commitment to sound financial management, ethical conduct, integrity, public accountability and transparency.

Strathfield’s councillors are elected every four years to represent the interests of the community, set strategic direction and policy, allocate resources and review performance. Council will align its organisational and staffing resources to support the community’s strategic directions and plan for future workforce challenges, focus on attracting, retaining and developing the best staff and building both organisational and individual capability.

Council will provide efficient and value for money services to the community.

Sound financial management is critical with increasing financial pressures and demands for services and maintain financial sustainability through adapting to changing economic environments.

Council will provide safe work environments and identify, assess and proactively manage potential risks associated with the undertaking of all Council activities. Council has a key role in ensuring that all members of the community have an opportunity to take part in Council’s decision making processes and are supported in accessing information and services. Council is committed to regular consultation with individuals, community groups and local businesses and will provide up to date information about Council’s activities, services and programs.

Council will work with the community and partners to provide strategic leadership, effective projects, and quality customer services and deliver results against the agreed strategic outcomes in the most cost effective way.

RESPONSIBLE MANAGEMENT THEME


What Governance issues are important to the community?


Some of the important leadership and governance issues discussed in focus groups, forums and interviews were as follows:

Leadership - Whilst the community want council to play a facilitative role locally they also look strongly to council for leadership of the community.

Councillors - Comments were made that councillors should be seen more often – asking if they do clinics or could be available at the town centre at a stall now and then

Leadership on sustainability - Council to lead by example and installing best practice in the organisation; reducing water use, using water sensitive urban design, improving landscaping efficiencies, demonstrating efficient use of energy, using grey-water, having policies that employ consultants and contractors who meet best practice standards

Lobbying - The community want to see council lobbying on issues that are not directly in their control. Such as provision of more affordable housing, housing for seniors, police presence, inner west cycling routes



RESPONSIBLE LEADERSHIP GOALS STRATEGIES (10 YEAR) PARTNERS5.1 The Strathfield community trusts their council and is informed, valued and heard

5.1.1 Community has opportunities to ‘have a say’ and their voices are heard

• NSW Office of Local Government

• Working with local stakeholders

• Work with NSW Government (agencies as required)

• Continued work with Federal Government (agencies as required)

5.1.2 Ensure that the community is aware of decisions, processes and events that affect their lives

5.1.3 Ensure Councillors are accountable to the community and receive adequate support to fulfil their obligations

5.2 Council is ethically and responsibly managed 5.2.1 Lead in an ethical, open, accountable and transparent way • NSW Office of Local Government

• Working with local stakeholders


• Continued work with Federal Government (agencies as required)

5.2.2: Align corporate planning and organisational arrangements to deliver Strathfield 2025 and plan for future workforce challenges

5.2.3 Provide safe work environments and minimise risk associated with Council activities

5.3 Council is efficient, sustainable and delivers value for money services

5.3.1: Deliver high quality and efficient customer focused services • Working with local stakeholders


• Federal Government (ATO, agencies)5.3.2 Promote efficient and effective business practices with community, customers and partnerships

5.3.3 Maintain and improve financial sustainability of Council

KEY DIRECTIONS FOR THE FUTURE

CONCLUSION


The Strathfield Community Strategic Plan 2025 has been prepared to reflect community priority issues as expressed during community engagement undertaken on behalf of Council during the 2011 and 2012 years. It provides a unique opportunity for Council and the Strathfield community to set its vision and directions for the future and deliver on outcomes.

During the next ten years, Council together with its partners in the community, non-government sector and government agencies will work hard to deliver the following:

• Connectivity - Strathfield connecting and integrating with the broader Inner West and Sydney region, providing transport that is easy and safe to use, planning infrastructure that is adequate for growth and improving information and communication technologies to connect to local community to the world.

• Community Wellbeing – That the wellbeing of the local community is supported and enhanced by providing safe, clean, healthy and attractive environments, access to public spaces and community facilities, and opportunities to participate in programs and activities.

• Prosperity and Opportunities - Providing opportunities for prosperity through innovative business development, improving regulatory systems

and promoting a sense of civic pride and creating economic benefits.

• Liveable Neighbourhoods - Supporting high quality, well planned and sustainable urban and natural environments by balancing well designed and innovative development with existing local character whilst protecting and enhancing the natural environments.

• Responsible Leadership – Council’s commitment to making improvements to infrastructure and delivering and facilitating better services by responsible management of community assets and consistent delivery of efficient and effective services.

Effective implementation of these strategies depends not only on the actions of Council but collaboration with governments, educational institutions, community organisations and businesses.

The Strathfield Community Strategic Plan 2025 is accompanied by a Resourcing strategy that establishes how plan and its strategies may be funded, resourced with assets and people during the next ten years.


To assess the status of Strathfield, a broad base of performance measurements are used which include evaluation of the effectiveness of projects and ongoing programs, internally and externally derived statistics, surveys and consultations. When these performance measures are assessed against the QBL framework, a much broader picture can be formed as to the sustainability of the Strathfield area as a whole.

These indicators are drawn from a wide range of sources including targets that measure Council activities set out in the Delivery Program and Operational Plan as well as broader regional indicators from government agencies and other sources such as Australian Bureau of Statistics (ABS), Sydney Water, Office of Environment and Heritage, Roads and Maritime Services and others. In 2008, Council incorporated sustainability indicators into its management planning and annual reporting and therefore in many areas, there is existing historical reporting data. Additional indicators have been added to monitor the progress of Strathfield 2025.

Council will provide a progress report in Council’s End of Term Report, which will monitor how the Strathfield LGA is performing across QBL principles.

Abbreviations

AEC – Australian Electoral CommissionABS – Australian Bureau of StatisticsBOSCAR – Bureau of Crime Statistics and ResearchDEEWR – Department of Education, Employment and Workplace RelationsOEH – Office of Environment and HeritageRMS – Roads and Maritime Services

The sustainability QBL indicators are represented in the diagram (right) and explained in detail in the next section.

SUSTAINABILITY INDICATORS QBL PRINCIPLE

Condition of natural environment Environment

Management of waste resources Environment

Quality of built environment Environment

Strength of community Social

Health of community Social

Community Safety Social

Financial sustainability of Council Economic

Local workforce capacity Economic

Consumption of resources Economic

Trust in government Civic leadership

Quality of services Civic leadership

Participation in community Civic leadership

Indicators 1-8 have been published in Council’s Annual Report since 2008. Baseline and historical data established in Annual Reports.

MEASURING PROGRESS


Quality of the Built EnvironmentQuality of the built environment depends on assessing cumulative impacts of development, the effectiveness of planning and policy framework and monitoring compliance. Although something such as the assessment of the aesthetic value of a development is broadly subjective, compliance with building standards and the adoption of measures and recommendations that go beyond statutory requirements provide more quantifiable measures.

Sustainability IndicatorsNO. MEASUREMENT SOURCE

1 Percentage of adults who express satisfaction with accessibility and appearance of public areas

Community Survey

2 Community satisfaction with the appearance and accessibility of public areas

Community Survey

3 Number of statutory protected heritage items in Strathfield LGA Council record

4 Number of residential building approvals Council record

5 Diversity of housing forms Council record & ABS

6 Population density of Strathfield LGA and suburbs ABS

Indicator 1 & 2 – baseline established by 2009 Strathfield Community Survey. Indicator 3 – baseline established 2011 by Council record. Indicator 4, 5 & 6 – baseline established 2012 records. Baseline and historical data established in Annual Report.

Management of Waste Recourse Council uses the principles of reduce, reuse and recycle when managing waste recourses. Indicators such as the total waste entering landfill or being recycled are important, however monitoring the range of materials and how they are converted into recourses provide a much better account of how Strathfield is performing on this issue. The provision of education and participation are also critical measurements as many of the outcomes hinge on these strategies.


1 Total tonnes and average tonnes per person/year of domestic waste to landfill

Council record

2 Volume of waste sent to landfill per person per year Council record

3 Total annual tonnes of material diverted from landfill (community)

Council record

4 Initiatives to reduce greenhouse gas emissions and reductions achieved (Council)

Council record

Indicators 1-4 published in Council Annual Report since 2008. Baseline and historical data established in Annual Report.


Social Strength of CommunityThe social infrastructure that binds and unites communities includes capacity of people to contribute, their motivation to do so and their ability as measured by their income, education, access to knowledge, information and facilities including libraries, parks and community facilities. Monitoring of community capacity and services is important for Council’s own community services and forward planning for social infrastructure and facilities.


1 Level of education of local community ABS

2 Level of household income ABS

3 Socio-Economic Index of relative disadvantage ABS

4 Internet connection at home ABS

5 Use of internet facilities - Strathfield Library services Council Record

6 Number of active library members as a percentage of the population Community Survey

7 Accessibility and availability of public open space and community facilities

Community Survey

8 Percentage of survey respondents who identify as feeling part of a community

Community Survey

9 Percentage of adult population who feel that it is a good thing for a society to be made up of people from different cultures

Community Survey

10 Proportion of population who consider Strathfield a friendly place to live Community Survey

Indicators 1-4 baseline established by 2011 Census. Indicator 5-6 & 8-10 baseline and historical data established in Annual Report. Indicator 7 baseline to be established in 2013 Annual Report.

Health of the CommunityThis indicator is derived from a host of proactive measures such as encouraging active lifestyles through the provision of open space and sporting facilities, and more responsive measures such as health or aged care services. Although Council does not have direct control over many of these services, it can work in partnership with responsible agencies to ensure that the community has the ability to lead healthy lifestyles.


1 Persons requiring assistance with core activities ABS

2 Participation in sport, recreation and fitness activities reported against the NSW median

Community Survey

3 Community satisfaction with access to Recreation, Community, Cultural and Sporting Facilities

Community Survey

4 Percentage number of premises inspected annually by category for public health eg food, skin penetration etc achieve 100% compliance with environmental and safety regulations

Community Survey

Indicators 1-3 baseline and historical data established in Annual Report. Indicator 4 baseline to be established in 2013 Annual Report.


Community SafetyCommunity safety is important to the health and stability of the community and involves all sectors of the community to create and support safer urban environments. Police services have primary responsibility for addressing and responding to crime, however community safety can also be measured by safety on roads as well as addressing graffiti and vandalism. The monitoring of incidences and trends is important to the local community.

Sustainability IndicatorsNO. MEASUREMENT FREQUENCY SOURCE

1 Number of offences by year for scheduled offences Annual BOSCAR

2 Community perceptions of safety as determined by survey

Annual Community Survey

3 Local Government Area Crime Ranking by year for selected offences

Annual BOSCAR

4 Graffiti removed by Council from public areas Annual Council record

5 Traffic accidents in Strathfield LGA Annual RMS

Indicators 1-3 have been reported in Council’s Annual Report since 2008. Measurements 4-5 are new indicators. Baseline will be established in 2013 Annual Report.

Economic

Financial Sustainability of CouncilCouncils are facing future pressures on revenue and operating costs, whilst demands on services are increasing. Therefore, it is critical that Council innovates to ensure that it remains viable in the long term whilst still providing the services that the community needs. Measuring this will not only include reporting on the financial state of Council from year to year but also progress on finding efficiencies through the implementation of financial sustainability initiatives.


1 Net Debt as % of total revenue Council record

2 Net financial liabilities as % of total capital employed Council record

3 Net interest expense as % of total revenue Council record

4 Operating surplus as a % of own source revenue Council record

5 Operating Surplus as % of own source revenue Council record

6 Infrastructure backlog ($M) as a percentage of total infrastructure assets (estimated at fair value)

Council record

Indicators 1-6 have been reported since 2008 in Annual Reports. Baseline and historical data established in Annual Reports.


MEASURING PROGRESS

Local Workforce CapacityThe strength of Strathfield’s workforce can not merely be measured by the unemployment rate alone. More targeted measures are required such as the quality of jobs and available opportunities, levels of participation and relevance of programs to the community provide a better picture of the sustainability of the local workforce.


1 Number of jobs by industry in Strathfield ABS

2 Number of businesses by industry ABS

3 Employment Location of Strathfield Residents ABS

4 Estimates of employment and unemployment of local residents DEEWR

Indicators 1-4 have been reported since 2008 in annual reports. Baseline and historical data established in Annual Reports.

Consumption of ResourcesAlthough reducing consumption is largely driven by economic imperatives, it can have a lasting effect on our environment. Particularly in the areas of energy and water consumption, many of the impacts may take some time to eventuate. This is why it is important to measure consumption over time and take steps to reduce it, both within Council and in the broader community.


1 Total potable water consumption in Strathfield per annum by category (residential, commercial and industrial) and average consumption per person

Council record

2 Total Community Energy Consumption by source (greenpower, non-renewable, gas) and average energy consumption per person

Council record

3 Total greenhouse gas emissions by weight (Council and community) Council record

Indicators 1-3 have been reported since 2008 in annual reports. Baseline and historical data established in Annual Reports.

Civic LeadershipTrust in GovernmentMeasuring trust in government is can be difficult, however the actions taken to build that trust can be measured. Data on availability of council information, response time for complaints handling, participation in elections, providing avenues for consultation, generating regular and accurate reporting, and undertaking surveys are all activities that can be measured and contribute to the building of trust in government.


1 Release and availability of information under GIPA Act Council record

2 Participation in state, federal and local elections AEC

3 Citizenship - % of citizens and citizenship ceremonies annually ABS & Council record

4 Percentage of residents who believe there are appropriate avenues to participate in decision making

Community Survey

5 Percentage of people who feel they a say on important issues Community Survey

6 Percentage of residents involved in decision making Community Survey

Indicators 1-3 to be established in 2013 Annual Report. Indicators 4-6 baseline and historical data established in Annual Reports.


Quality of ServicesMeasuring service provision to the community includes both the range of services and manner in which they are delivered. This will require Council to constantly innovate and adapt to changing demands in areas such as online services, facility management, and services provided in partnership with other agencies. This can be measured through the implementation of new initiatives and through the success of existing services through response times and customer satisfaction.


1 Percentage of total number of residents surveyed satisfied with Council customer service

Community Survey

2 Efficiency of customer services, response times and number of complaints

Council record

3 Numbers of visitors to Council website Council record

Indicators 1-3 baseline and historical data established in Annual Reports.

Participation in CommunityEncouraging active participation in community life is crucial to the wellbeing and prosperity of Strathfield. This can be measured through the number of active volunteers and organisations in the community as well as the opportunities available for people to participate in building a better place to live, work and study. The long term success of the Council as an organisation is closely tied to the participation of the community in Council processes and programs as these measurements can provide important feedback on where to focus resources.


1 Level of volunteering in community ABS

2 Grants awarded to community through council programs Council record

3 Percentage of residents who feel they receive adequate information about Council activities and events

Community Survey

4 Proportion of the community that has attend a council managed community event in the past 12 months

Community Survey

Indicator 1-2 to be established in 2013 Annual Report. Baseline and historical data established in Annual Reports.


Why we have a Community Engagement Strategy The purpose of this Strategy is to clearly lay out Council’s approach to community engagement with the Strathfield community and those stakeholders who have an interest in the Strathfield Local Government Area.

The Strategy assists Council to meet various legislative requirements for engagement, which are set out in the Local Government Act 1993, the Environmental Planning and Assessment Act 1979 and its Regulations, and the Principles of Multiculturalism Act 2000.

This Strategy sets out:

• Council’s approach to community engagement• principles that underpin Council’s approach• primary stakeholder groups that should be approached for engagement

regarding matters that affect them or that they have an interest in the approach to be taken when preparing or reviewing the Community Strategic Plan.

When and how is it to be used Whilst the strategy has been prepared to guide the development of “Strathfield 2025”, Council’s Community Strategic Plan and all other community engagements that are led by or facilitated by Strathfield Council.

ContextWhilst Council responds to many pieces of legislation, its overarching legal document is the Local Government Act 1993. The Local Government Act was amended in 2009 to establish a new planning and reporting framework for all councils in NSW. The changes recognise that communities do not exist in isolation, but are part of a larger natural, social, economic and political environment that influences and shapes their future direction.

Central to new framework is the acknowledgement that our community can provide a detailed understanding of the area in which they live and work and

therefore should play a key role in shaping the direction for the Strathfield Local Government Area. This builds on directions long established at Strathfield Council for long term and sustainable planning.

Council’s role guides the development of the Community Strategic Plan, and then plays its own part in its delivery (the Delivery Program) and liaises with other agencies and groups regarding their own progress made in delivering on the community aspirations as set out in the Community Strategic Plan. Council is required to provide a report to the community every four years on progress made on the Community Strategic Plan.

Council’s approach to Community Engagement Broadly speaking community engagement is ultimately about making decisions. Not just decisions, but better decisions. It is not about selling solutions, or seeking consensus. Community engagement is about engaging with the people who will be affected by or interested in a decision. In the community of Strathfield – in its broadest sense - there are tens of thousands of people who are affected by or interested in a decision made by Council about the future of the Strathfield Local Government Area.

Community engagement is a form of communication. Council’s communications policy also draws on similar principles that underpin this Strategy. Community engagement takes many forms ranging from informing (one way communications) through consulting, involving and collaborating (high level joint development and ownership). All forms refer to the public’s participation (or engagement) in decisions.

APPENDIX 1: COMMUNITY ENGAGEMENT STRATEGY


Strathfield Council’s Commitment to Community Engagement• We value input and feedback during the planning, delivery and review of

policies, strategies and plans. It helps us to ensure our work is relevant, appropriate and effective. We acknowledge that there are often differing views and needs that have to be considered and that whilst they are all taken into account it will not be possible to satisfy each and every viewpoint

• We provide opportunities to have a say and provide input that also explain how input is to be used and the level of influence on the decision being made

• We provide feedback to members of the community in relation to their own contributions to the engagement process

• We make it as convenient as we can for people to get involved

• We undertake community engagement based on mutual respect and social justice principles. We expect people who take part in engagement processes to also respect the diversity of views that may be expressed by others during the process

• We remember that Council itself is a major stakeholder and its employees views should also be sought and considered as a stakeholder group when the decision affects them.

Transparency and governance Community engagement requires openness and transparency so that stakeholders can understand how they are to be involved, how their input and ideas will be used in the making of a final decision and how they will hear back about how the decision was made.

Decision-Making using the findings from Community EngagementWith regard to the decision-making, Council seeks engagement from and with the community so that Council can in turn make decisions that are better informed, easier to understand and implement, and more purposeful for all parties who will be affected by that decision. It does not mean that specific community groups are making the final decisions, rather is a process for gathering and considering the views, opinions and needs of sectors of the community who are affected by or interested in the decision being made. Once the decision has been made (eg once the Community Strategic Plan has been adopted), then the engagement actually continues during both delivery and reporting; particularly as many initiatives and actions are likely to require input and action by multiple stakeholders including businesses, residents and other levels of government.


The values and principles that underpin Council’s approach to Community Engagement We understand that a shared understanding of issues - as far as we can facilitate that - assists us as individuals, representatives of organisations and as the community to both provide ideas and input to the decision-making process, but also all live with the decision once it has been made. This means seeking out opportunities to find out what different sectors of the community think about specific issues, and assessing and analysing those suggestions, ideas and aspirations as part of the decision-making process. There are a number of values and principles that underpin this.

Core Values for Public Participation that are recognised internationallyCouncil recognises and supports the core values of the International Association of Public Participation (IAP2) for use in the development and implementation of public participation processes.

The purpose of these core values is to help organisations, decision makers and practitioners make better decisions which reflect the interests and concerns of potentially affected people and entities.

They are included here to assist council staff in the preparation for and the undertaking of engagement, and for community members to know the values that inform Council’s approach. IAP2 use the term participate in the context of participating in a decision making process.

1. The public should have a say in decisions about actions that could affect their lives.

2. Public participation includes the promise that the public’s contribution will influence the decision.

3. Public participation promotes sustainable decisions by recognizing and communicating the needs and interests of all participants, including decision makers.

4. Public participation seeks out and facilitates the involvement of those potentially affected by or interested in a decision.

5. Public participation seeks input from participants in designing how they participate.

6. Public participation provides participants with the information they need to participate in a meaningful way.

7. Public participation communicates to participants how their input affected the decision.


Strathfield Councils Commitment to SustainabilityStrathfield Council has had a strong commitment to sustainability for a number of years that has been recognised by awards from the local government sector. This commitment is reflected in council’s key corporate documents, training programs and practices and involves a continuous improvement approach to our work in this area.

Whilst we have used a triple bottom line (economic, environment and social) approach to our corporate planning and decision-making for a few years, we recognise that the fourth dimension is governance (referred to as civic leadership in the Local Government Act). Our governance and decision-making arrangements are therefore designed to help us with progressing community wellbeing and cultural wellbeing as well as improving environmental and economic outcomes for current and future generations.

With regard to community wellbeing we recognise that being involved in the decisions that affect our own futures, whoever we are, is just one approach that assists with wellbeing: Hence the reason for basing our community engagement strategy on the social justice principles of access, equity, participation and rights.

Social Justice Principles

Social Justice is about all people receiving a fair go at the opportunities of life. It is about recognising that our society is made up of many different communities and working to promote cohesion and inclusiveness over the singling out of particular groups of people.

However because life is not always a level playing field, the NSW Government has a number of affirmative action policies and programs for people in groups more likely than most to face disadvantage. The Division of Local Government explain social justice as being about promoting

a more socially inclusive society for all people, and in particular for those groups of people most likely to be marginalised or in vulnerable situations, such as Aboriginal and Torres Strait Islanders, children, people from culturally and linguistically diverse backgrounds, people with disabilities, older people, women and young people.

Our aim is for everyone in our community to get equal opportunity for access to services and resources, that their rights are recognised, and that they are consulted in appropriate and meaningful ways and have the opportunity to participate in decision-making that affects their lives. To do this we consider in our planning for engagement, the different needs of different sectors of the community as well as their different needs in participating in the process.

Social justice is a process not a program. It is based on four interrelated principles of equity, rights, access and participation, to ensure that:

• There is equity in the distribution of resources

• Rights are recognised and promoted

• People have fairer access to the economic resources and services essential to meet their basic needs and to improve their quality of life and

• People have better opportunities for genuine participation and consultation about decisions affecting their lives.


Stakeholder groups in the Strathfield Local Government AreaWhen engaging on issues in readiness for making decisions – particularly those that take a long term view, like the Community Strategic Plan, we need to consider the future community and their needs as well as engaging with the current members of the community.

Our community continues to change. The last Census results (2011) indicates that demographic profiles are changing, particularly in response to increases in housing and population density. In the last Census, our population grew and our median age dropped to 34 years, due to increasing numbers of younger people moving to Strathfield. Of the population who work in the Strathfield LGA only about 11% also live here. So our working day and weekend evening populations are different. They may have different perspectives of the Strathfield Local Government Area (LGA) and different needs and interests in how the Strathfield area should be.

By 2025, Strathfield is likely to increase from current estimates of 37,500 to a resident community of about 45,855 people strong. Our research shows that the majority of our residents will be living in home units, which currently represents around 40% of all the housing stock in the LGA.

Within our community we don’t just see ourselves as being from business, sporting, religious and residential communities. Or from specific places like Homebush or Strathfield South or Belfield, for example. We also identify with our cultural, racial, ethnic and linguistic heritage; as Aboriginal and Torres Strait Islanders, as being from Sri Lanka, China, South Korea or India as well as being Australians. We speak many languages both at home and within the community with the 2006 census indicating that less than 37% of the resident population speak only English at home. In 2006 the most commonly spoken languages were Cantonese, Korean, Tamil, Arabic/Lebanese and Mandarin. At the same time, less than 15% of the community spoke only English and less than 19% spoke both their primary language and English.

Not only is Strathfield linguistically diverse, but within our community, there are people with disabilities, older people (aged 55 or over), women, and young people (aged 12-24). Not forgetting those who may not yet have a direct voice in engagement but are important members of the community now and in the future; the children (aged 0-11). At Strathfield Council when planning for the future, we also recognise an emerging community with specific needs as being families with children who live in units. Council maintains frequent and ongoing contact with a wide range of social and interest groups within the Strathfield LGA so is well placed to seek their engagement on issues of specific or broad concern and/or interest.

Who do we identify as community stakeholders?The Community Engagement Strategy identifies the following groups to engage with in the local community: • residents and ratepayers• students, workers and visitors• groups of individuals, community organisations, business community, interest

groups, support groups• hard to reach target groups for example marginalised community members• government agencies • councillors• council staff


Planning for Community EngagementThere is a very wide spectrum of decisions that have to be made by Council in fulfilling its legal obligations under multiple pieces of legislation. This strategy is focussed on those that need engagement processes.

Tasks The first task is to consider the level of impact on the public of the decision as this guides the stakeholder identification and the selection of methods. Then having defined the decision to be made, council can work through the decision-making steps laid out in table B

The following table (Table A) shows the spectrum of impact, and leading from that, what the community engagement goals should be, and example techniques.

IAP2 Public Participation Spectrum This table was developed by the International Association for Public Participation.

INFORM CONSULT INVOLVE COLLABORATE EMPOWERPublic Participation Goal:

Public Participation Goal:




To provide the public with balanced and objective information to assist them in understanding the problems, alternatives, opportunities and/or solutions

To obtain public feedback on analysis, alternatives and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

To place final decision-making in the hands of the public.

Promise to the Public

Promise to the Public

Promise to the Public Promise to the Public Promise to the Public

We will keep you informed

We will keep you informed, listen to and acknowledge concerns and provide feedback on how public input influenced the decision.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how the public input influenced the decision

We will look to you for direct advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

Example Techniques to Consider





Fact sheetsWeb sitesOpen houses

Public CommentFocus GroupsSurveysPublic Meetings

WorkshopsDeliberate Polling

Citizen AdvisoryCommitteesConsensus building Participatory decision-making

Citizen juriesBallotsDelegated decisions


Table A: Community Participation SpectrumThen the planning for decision-making process starts. The table below identifies the key steps, and uses examples for the community engagement when developing or revising the Community Strategic Plan. At this stage identify the stakeholder groups and prepare your engagement plan, evaluation plan, methods and timeline being mindful of taking your engagement to the members of the community, the needs of specific sectors and using existing opportunities to gather ideas and input.

STEPS IN DECISION-MAKING PROCESS1. Define decision to be made

In the context of ensuring that community concerns and aspirations are understood and considered regarding the decision to be made.

For example for engaging on the Community Strategic Plan the decision is “What is to be included in the Strathfield 2025 Community Strategic Plan?”

2.Gather information and provide in accessible formats

Review and summarise existing sources of information about community opinions /interests /matters affecting the decision question.

For example for the 2025 Community Strategic Plan these include reviewing the findings of the latest community survey which tells council the community interests and concerns for the future about key issues, council reports, State Plans, S94 Plans, most recent Social Plan, Strathfield 2020, sustainability reports and summarising these interests/concerns/ topics in issues or background papers using a structure that will support stakeholders in their consideration of key issues.

3. Establish decision criteria

Develop the criteria for evaluating and assessing the information gathered in the community engagement process.

For example for the 2025 Community Strategic Plan this will involve criteria that address the quadruple bottom line opportunities and benefits or risks; the extent to which social justice principles and the needs of the Strathfield community are progressed; identifying who /which agency should be leading the initiative and the level of community support for specific initiatives.

4. Develop options Use information from stages two and three to identify a range of options that respond to the community priorities expressed.

For example for the 2025 Community Strategic Plan this might include options that have different parties or agencies leading the initiative or different financial models to bring the initiative into place.

5. Evaluate options Options are evaluated against the decision criteria and recommendations made to council.

For example for the 2025 Community Strategic Plan, the role that council itself plays is an important consideration at this stage. Many initiatives are likely to be out with council’s direct responsibility, but council could be lobbying on behalf of the community. Budget, capabilities and service level options should also be included.

6. Make the decision

Using the information gathered on community concerns and aspirations, then assessed and options evaluated and presented to council, the decision is made by Council.

For example for engaging on the Community Strategic Plan the decision is made on “What is to be included in the Strathfield 2025 Community Strategic Plan?” And the Draft Strathfield 2025 Community Strategic Plan can be finalised for public exhibition and further comment/input.

7. Report back to stakeholders

Report back to the stakeholders who have shared their concerns and aspirations about how those were considered in the decision made.

For example for engaging on the Community Strategic Plan, the various stakeholder groups are told how the input they provided was considered along with that from other groups and how it has informed the Draft Strathfield 2025 Community Strategic Plan – and possibly the Draft Delivery Program


What opportunities for engagement should be considered When it comes to community members having the opportunity to be involved, particularly with regard to the major issues such as the Community Strategic Plan, there are also a number of factors that affect their ability to access opportunities to have their say. These need to be taken into account in planning and delivery.

A number of approaches to participation in the decision–making are often required, according to the specific situation and the needs of different stakeholder groups.

Approaches taken should:

Firstly, be appropriate for the level of public impact of the decision. Council uses the International Association of Public Participation (IAP2) spectrum to guide us in the process of framing the engagement according to the public participation goal.

Secondly, be appropriate for the stakeholders. Here Council considers not only the social justice principles but also practicalities. For example:• Meetings being held at suitable times for people to access• Venues being accessible• Materials being presented in plain English and or community languages and in a

variety of formats (such as using visual or oral materials) • Suitable time being allocated for people to consider documents and provide

their input, comments or responses• Provision of child-friendly opportunities to engage• Provision of appropriate context for the stakeholder groups (for example being

aware of what is affecting them at the time of the engagement) • Going to the community rather than expecting the community to come to

Council. Council staff planning and conducing community engagement should be particularly aware of, and make consideration for the needs of the following groups:

• Carers• People with special literacy needs• Socially or physically isolated people including the homeless and transient

populations• Aboriginal and Torres Strait Islander peoples • People from cultural and linguistically diverse backgrounds.

Whilst the choice to engage or not sits with the individual, Council’s role is to make it as easy as possible for them to engage directly or indirectly with the decisions being made by council that affect them.


Considerations when planning Community Engagement With due regard to the legal obligations for community engagement and having identified the level of impact, the decision to be made and engagement opportunities, these broad considerations should be reviewed as part of your planning and before starting any engagement project.

1. InformationEnsure that sufficient information is made available to assist people with participating appropriately without overburdening them. Make it timely and relevant This means including, as well as opportunities, the capabilities and constraints such as time, budgetary matters and which government agency might be responsible for the issue.

2. Decision makingA considerable amount of Council work requires consultation – and council has done this effectively for years. Often it will be appropriate for a decision to be made using existing sources of community information. Council’s governance processes and record keeping explain why and how that decision has been made on the community’s behalf.

3. Avoid over-consultingCheck that another section of council or agency has not already gathered community views and concerns about the same issue that your project is addressing. Council’s Strategy Team can help with this

4. Be clear about the intention and scopeTransparency is an essential component of good community engagement as is being clear and purposeful.

5. Keep the channels of communication openCouncil has many methods available for communicating with the broad or specific sectors of the community. Keep them informed about the work that they have contributed to through the community engagement

6. Acknowledge the knowledgeThere are many sources of knowledge and expertise in the community. Working with these improves Council’s decision-making on behalf of the community.

7. Engage appropriately using social justice principles Unless working on the needs of specific stakeholders, plan the engagement according to the needs of the various stakeholder groups

8. Plan for evaluation You’ll want to know if your process did what you expected it to, and met you and the stakeholders needs. Use this opportunity to identify improvements to your process

Methods of Engagement There are numerous methods or tools available for undertaking community engagement. The methods should be selected according to the level of public impact, stakeholder groups’ needs (particularly in the case of those who have in the past been considered to be hard to reach), and the matter on which you are engaging. Refer to the IAP2 chart above for some examples.


Developing Strathfield’s Community Strategic Plan

Context for “Strathfield 2025” As of 2011, Council is operating under new legislative requirements within the Local Government Act. The “Planning a Sustainable Future” Planning and Reporting Guidelines for Local Government in NSW (2010) states that these are intended to open the way for councils and their communities to have important discussions about funding priorities, service levels and preserving local identify, and to plan in partnership for a more sustainable future.

Whilst Strathfield has taken a long-term approach to planning for a number of years, the legislative changes amend the corporate planning calendar and development and delivery of strategic documents.

Every four years, a newly elected Council will lead the community and council in updating the Community Strategic Plan - which has to look at least ten years ahead – identifying the priorities for, and of the community in that local government area. The first Community Strategic Plan for Strathfield Council (Strathfield 2025) is being prepared for submission in 2012 in line with the Division of Local Government staged roll out of the new legislation. Whilst it replaces Strathfield’s current strategic plan Vision 2020, the overarching community goals may follow through, depending on what the engagement process tells us.

From the Community Strategic Plan, Council identifies its own role in delivering on the community priorities and prepares a four year Delivery Program. Its role might include for example, delivery, leading advocacy, or for example supporting other agencies to lead in the delivery of the community aspirations, such as Commonwealth or State Government agencies.

Strathfield 2025 will be revisited the following year, as a new council will be elected. To meet legal obligations it needs to prepare its own four year Delivery Program, identifying how it will deliver on the priorities identified by the community in Strathfield 2025.

As the Community Strategic Plan is a Community document whose preparation is facilitated and led by Council, it requires both input and ownership by many stakeholders. The important difference is that is not just a council plan. It will require delivery by many stakeholders, locally, regionally and beyond. For example; the business community, education providers, other government agencies, sporting and professional associations, residents groups, and families are likely to be involved.

Council’s role is to play its own part in directly delivering components of the Community Strategic Plan, and to liaise with other key stakeholders about the progress they are making in delivering on the future that the Community of Strathfield have identified as their preferred future. It is also responsible for reporting on the progress made and outcomes achieved.

Specific Considerations for the 2011/2012 Engagement The Community Strategic Plan is the overarching Council Plan. The Resourcing Strategy comprising of the Asset Management Plan, Workforce Management Plan and Long Term Financial Plan), the Delivery Program, and the Operations Plan will be prepared in response to the Community Strategic Plan.

• Using the IAP2 spectrum the impact of the Community Strategic Plan has been assessed in light of available information to require community engagement at the consult/involve level.

• The draft Community Strategic Plan will be prepared using the engagement process laid out in this Strategy and in the Division of Local Government’s (DLG) Planning a Sustainable Future Guidelines and Manual.

• An evaluation plan and report will be included in the suite of Integrated Planning and Reporting documents presented to the Community and submitted to the DLG on completion.

• The engagement process includes consideration of the existing set of sustainability indicators that have recently been prepared for the community and Council.


Evaluation Checklist A set of core questions will be asked at the start and conclusion of the process of engaging the community on the development of the Community Strategic Plan. They are taken from the DLG Manual and can be seen to inform both the planning and delivery and are to be used as a checklist by staff.

• How will Council involve the community? • Who needs to be involved? • Who are the relevant stakeholder groups? • How will community engagement be done? What methods of engagement will

be used? • How will Council involve enough members of the community to feel confident

that the views being expressed are representative? • What evidence-based information will be discussed with the community, and

how will it be presented?

A situational analysis for the project should be used to frame these questions so that the answers are relevant in time and context. For example, in 2011 an additional area of enquiry for 2011/2012 is the level of capacity building required for, and of, council staff in order to undertake community engagement.


PLAN SOCIAL ECONOMIC ENVIRONMENTAL CIVIC LEADERSHIPState Plan 2011, NSW

• Better protect the most vulnerable members of our community and break the cycle of disadvantage

• Increase opportunities for people with a disability by providing supports that meet their individual needs and realise their potential education

• Improve education and learning outcomes for all students• Prevent and reduce the level of crime• Make it easier for people to be involved in their communities• Increase opportunities for seniors in NSW to fully participate in

community life• Enhance cultural, creative, sporting and recreation opportunities• Ensure NSW is ready to deal with major emergencies and natural

disasters

• Improve the performance of the NSW economy

• Improve the performance of the NSW economy

• Increase the competitiveness of doing business in NSW

• Place downward pressure on the cost of living

• Strengthen the NSW skill base• Keep people healthy and out of

hospital• Invest in critical infrastructure

• Reduce travel times • Grow patronage on public transport by

making it a more attractive choice• Improve customer experience with

transport services• Improve road safety • Build liveable centres • Secure potable water supplies• Protect our natural environment• Increase opportunities for people to look

after their own neighbourhoods and environments

• Restore confidence and integrity in the planning system

• Restore trust in State and Local Government as a service provider

• Improve government transparency by increasing access to government information

• Involve the community in decision making on government policy, services and projects

Social Plan (2009-2014, Strathfield Council

• Making Strathfield Stronger• Making Strathfield Safer• Older persons strategy and actions• People with disabilities strategy and actions• CALD strategy and actions• Women strategy and actions• Parents with young children strategy and actions• ATSI strategy and actions • Youth strategy and actions • Families with children in units strategy and actions

• Developing & improving infrastructure • Developing & improving infrastructure • Creating spaces for the enjoyment and

participation of current and future generations

• Actions underpinned by civic leadership principles

Vision 2020 (2005), Strathfield Council

• Community participation• Communications (internal and external)• Recreation and Open Space (improving opportunities for non-

structured recreation and investigating the need for an indoor recreation centre)

• Community building and diversit

• Town Centres (promoting long term economic viability)

• Biodiversity (conservation of remnant and endangered species and investigating expanding the nursery)

• Sustainable Development (balance development against social, environmental and economic outcomes)

• Strategic Planning (planning and decision making)

• Integrated transport

• Sustainability (corporate processes and leadership)

• Financial Resourcing (improving Council’s financial management)

• Staff development (employer of choice)

• Marketing

APPENDIX 2: SUMMARY OF ISSUES IN PLANS ACROSS QUADRUPLE BOTTOM LINE


GEOGRAPHYThe Local Government Area of Strathfield has a total area of approximately 14.1 square kilometres. Strathfield Council is located in Sydney’s Inner West about 10.5 kilometres from the city centre and half way between Parramatta and the city. The Strathfield Local Government Area includes the suburbs of Strathfield (postcode 2135), Strathfield South (2136), Homebush (2140), Homebush West (2140), part of Belfield (2191) and part of Greenacre (2190). Sydney Markets is also located within Strathfield Local Government Area and has its own postcode, 2129.

SUBURBPOSTCODE POPULATION

(CENSUS 2011) % OF STRATHFIELD LGA

Strathfield 2135 17,004 46%

Homebush and Homebush West 2140 12,199 27%

Strathfield South 2136 3213 8.7%

Belfield/Greenacre 2190, 2191 2798 7.1%

Homebush Bay Drive bounds the Local Government Area to the north, Powells Creek, The Boulevarde and Coronation Parade to the east, Punchbowl Road and Juno Parade in the south and Roberts Road, Chullora rail yards, Rookwood Cemetery and the Sydney Olympic Park rail line to the west.

Strathfield has a number of commercial centres. The major commercial centre is the Strathfield Town Centre adjacent to Strathfield Station, with commercial areas also located at Homebush, Homebush West, Sydney Markets, Strathfield South and Cave Road.

Strathfield Station, one of the largest and busiest railway stations in NSW lies in the heart of the Local Government Area and services an average of 10,000 commuters per day. Strathfield’s main waterways are: (1) Saleyards and Powells Creek, in the north of the LGA, which flow to join the Parramatta River at Homebush Bay and (2) Coxs Creek and the Cooks River, which flow to the

southeast to Botany Bay.

LAND USE (AS AT 2012) AREA IN KM2 % OF TOTAL AREA

Residential 4.72km2 33.4

Roads 3.19km2 22.6

Railway lands++ 1.82km2 12.9

Industrial 1.25km2 8.9

Open Space 1.24km2 8.8

Educational/Religious# 0.87km2 6.2

Commercial 0.06km2 0.4

Other 0.95km2 6.8

TOTAL 14.1 km2 100%

APPENDIX 3: STRATHFIELD COMMUNITY SNAPSHOT


DEMOGRAPHYAs at 30 June 2015, the estimated residential population (ERP) of Strathfield was 40,125. This represents an increase of 4,937 people since the 2011 ABS Census. From 2006 to 2011, Strathfield Council area’s population increased by 3,210 people.

It is estimated that by 2031, Strathfield’s population will number over 50,000 people based on estimated in Council’s Local Environmental Plan 2012. The areas of highest population increase are in the transport corridors of Homebush, Homebush West and Strathfield Town Centre due to building of new units on land rezoned for medium to high-rise development.

Since World War II, Strathfield has become highly multicultural. After WWII, Strathfield was a destination for many European emigrants and refugees, especially Russian. In more recent times, residents born in China, India and Korea are residing in Strathfield. The most recent Census in 2011 indicated that over 60% of the population was born in countries other than Australia. Outside of those born in Australia, the main countries of birth are China, Korea (South), India, Sri Lanka and Hong Kong. Nearly 60% of residents speak a language other than English, though most residents speak more than one language. Languages other than English spoken at home include Korean, Cantonese, Mandarin, Tamil and Arabic. 71% are Australian citizens.

According to Census 2011, Strathfield’s largest age groups are young people aged 18 to 24 years (12.1%) likely to be attending tertiary education and young workforce aged 25-24 years (20.1%). The median age of Strathfield residents is 33 years.

Family households are the predominant household structure in Strathfield LGA. The average household size is 2.9 persons.

The Strathfield community is highly educated, particularly in comparison to NSW and Australian averages. Census 2011 reports 23% of the population are studying at university or tertiary institution and another 7% are studying at a technical or

further education institution. 86% of all residential dwellings are connected to the internet and 76% of these have broadband connected.

INDIGENOUS PEOPLEThe indigenous people of Strathfield are the Wangal clan of the Darug tribe, though little remains of the former Aboriginal history of this area as any visible relics of indigenous occupation such as open campsites, axe grinding grooves and scarred trees are likely to have been removed as the Strathfield district was urbanised from the 1800s.

HISTORYThe first European land grants to free settlers commenced in 1793 in the District of Liberty Plains, partly located within the current Strathfield LGA. Subdivision of land for residential purposes commenced from late 1860s. Establishment of the railway is important to Strathfield’s development. Railway stations were built in 1855 (Homebush), 1877 (Redmire, later Strathfield) and Flemington (1884). Strathfield Council was incorporated on 2 June 1885, including the suburbs of Redmire, Homebush and Druitt Town (now Strathfield South). The name Strathfield was derived from a local home called ‘Strathfield’, originally built for the Lord Mayor of Sydney, Walter Renny in 1868.

Strathfield Council has expanded its boundaries over time. Extensions include: incorporation of Flemington area (1892), amalgamation with Homebush Council (1947), incorporation of west ward of Enfield Council (1949) and adjustments at the northwest boundary with Auburn Council (1992).


BUILT FORMStrathfield Local Government Area contains a number of recognisable architectural styles from each period of Strathfield’s residential development commencing c.1870s. These include Victorian, Colonial Georgian, Queen Anne, Federation, Californian Bungalow, Spanish Mission, Tudoresque, Interwar, Post War II, Contemporary and Modern. Significant and rare examples of these architectural styles are protected by statutory heritage listing.

In 1920, Strathfield Council was the first Council to proclaim most of the Council area as a residential district. The proclamation excluded any trades, industries, shops, hotels and residential flats. This proclamation largely stayed in place until 1969 when the Strathfield Planning Scheme Ordinance (SPSO) was adopted. Since 1969, a significant number of residential flat developments have been built, particularly around the commercial centres of Strathfield, Homebush and Homebush West. Since the 1990s several high-rise residential developments were constructed in and around the Strathfield town centre, a trend which continues to meet State Government objectives for population and housing growth for metropolitan Sydney.

GEOGRAPHICAL CHARACTERISTICSThe landform of Strathfield LGA rises from the low-lying areas to Liverpool Road, which runs along a substantial ridge, and divides the watersheds between the Parramatta and the Cooks River catchments. Strathfield has a number of waterways including Saleyards and Powells Creek which flow into the Parramatta River at Homebush Bay and Coxs Creek and the Cooks River, which flow to the southeast to Botany Bay.

The predominant rock of the area is Ashfield Shale, a unit of the Wianamatta Group of shales. The Wianamatta Group overlies the Hawkesbury Sandstone and represents the most recent of Sydney’s sedimentary rocks. The soils are predominantly heavy clays, derived from the underlying shale.

FLORA AND FAUNAUrbanisation and land clearing have significantly reduced natural bushland areas in Strathfield. The remaining bushland areas are fragmented thereby reducing the viability of habitat to support populations of native fauna. The main greenspace types in Strathfield LGA are confined largely to urban parks and reserves which include bush remnants, revegetated parkland, open parkland, urban neighbourhood parks and wetlands. Cox’s Creek Bushland Reserve contains the threatened ecological community of Cooks River/Castlereagh Ironbark Forest, which formerly existed across most of the non-tidal areas prior to clearing for rural and urban development. Revegetated parkland sites consist of mostly native tree, shrub and ground cover species planted in blocks or strips along the upper Cooks River and at Mason Park. Open parkland sites are dominated by open grassed and paved surfaces with some areas of indigenous and exotic vegetation. These are located within residential and industrial areas of the Strathfield LGA. A remnant wetland complex of she-oaks, mangroves and saltmarsh fringe the mudflats, debris islands, and shallow open water at the Mason Park Wetlands.

RESIDENTIAL DEVELOPMENTStrathfield LGA is primarily residential with 33.4% of total land area occupied by residential property. Residential property ranges from free standing homes and retirement living to medium to high density units and townhouses, over 42% of dwellings in Strathfield is units and 8% villa or townhouse. There is a wide variety of housing styles ranging from Victorian and Federation period homes to newer architectural styles.


TRANSPORTStrathfield LGA is known for its major transport systems. Trains and buses (public/private) service Strathfield LGA including Strathfield, Homebush and Flemington Rail stations. Strathfield is one of the largest stations in Sydney and is part of a network which features metro, regional, freight, country and state rail connections. Strathfield is also serviced by public and private transport systems including buses and taxis. Public transport is provided by and/or regulated by State Government.

The road network in Strathfield LGA includes local and state roads. State roads include the M4 Motorway, Parramatta Road, Liverpool Road, The Boulevarde, Centenary Drive, Homebush Bay Drive and Roberts Road. Council is generally responsible for local roads, while State Government is responsible for State roads including motorways.

Footpaths and cycleways are mainly provided and serviced by Strathfield Council. Strathfield has extensive local walkways though streets and parks as well as the Bay to Bay Cycleway, which passes through many different council areas.

EDUCATION Strathfield is also known as the educational centre of the Inner West. There are a large number of well regarded public and private schools and a university which service all levels of education at all ages. Community information services are provided through local libraries, community and educational organisations. Strathfield has two public libraries at Homebush and High Street Strathfield, which provide access to books and digital materials, internet services as well as activities and meeting facilities.

BUSINESS AND RETAILStrathfield is an important location for business and has the highest amount of developed and undeveloped employment land in the Inner West. Over 20% of land is industrial and railway land. In the 2015 year, it was estimated that there were an estimated 26,545 jobs across industries in the Strathfield LGA as well as

over 5,500 businesses. In 2015, the estimated Gross Domestic Product (GDP) of Strathfield LGA was an estimated $3.449 billion million and the largest industries include manufacturing, electricity gas, water and waste services, wholesale trade, retail trade, transport, postal and warehousing and education and training.

There are a number of shopping and town centre precincts in Strathfield. Services range from the larger Strathfield Town Centre to smaller village centres of Homebush, Homebush West, Strathfield South and Cave Road as well as Sydney Markets, suppliers of produce through the State. Shopping centres are generally located near transport interchanges in Strathfield. Shops provide a range of services and food (including restaurants and cafes) to the local community and are operated by private business. Shopping centres including cafes and restaurants provide opportunities for people to meet and socialise.

PARKS AND RECREATION Strathfield is also known for its many parks, open spaces and recreational facilities. 9% of Strathfield’s land is dedicated to parks and open space. Strathfield has more parks per capita than any other Council area in the Inner West, ranging from the major parks such as Strathfield Park, Airey Park and Mason Parks to small neighbourhood parks and open spaces. The Bay to Bay walk and cycleway connects Strathfield from south to north along the Cooks River and Powells Creek.

Parks and recreational facilities are managed by Council. Parks provide a range of services including playgrounds, sporting facilities, amenities and open areas for sport, leisure, event and social gatherings.

Strathfield borders Sydney Olympic Park, site of Sydney’s finest sporting and entertainment facilities. A wide range of sports facilities are available in and near Strathfield including sportsgrounds, regional facilities (Sydney Olympic Park as an example), golf courses, tennis centres, bowling alleys and gyms.


FINANCIAL PLAN2017-2021


Strathfield Council

BY BUDGET PROGRAM

1 1 1 2017/2018 2018/2019 2019/2020 2020/2021

Budget Adopted Budget as Estimated Estimated Estimated EstimatedProgram Names Prog No Budget at Dec Qtr Budget Budget Budget Budget

INCOME

Corporate Services & Governance 1.0 (852,000) (965,292) (1,105,586) (928,300) (951,500) (975,200) Planning & Strategy 2.0 (937,000) (1,041,877) (253,000) (253,000) (253,000) (253,000)

Human Services & Facilities 4.0 (197,000) (206,576) (215,610) (221,200) (226,600) (232,100) Recreation & Culture 5.0 (1,940,520) (2,858,120) (3,161,089) (2,215,600) (2,271,200) (2,328,200) Environmental Services 6.0 (2,101,000) (2,255,959) (2,421,200) (2,482,000) (2,544,000) (2,607,500) Public Order & Safety 7.0 - - - - - - Urban & Infrastructural Services & LUS 8.0 (3,432,817) (4,262,817) (4,894,079) (4,914,400) (5,037,600) (5,163,600) Environmental & Community Amenities 9.0 (7,325,000) (8,030,575) (10,282,811) (10,481,400) (10,743,300) (11,011,900) General Purpose Revenues 10.0 (19,511,000) (19,688,290) (22,834,320) (23,414,200) (23,999,500) (24,599,400) Appropriations for Future Expenditure 11.0 - - - - - -

Total Income (36,296,337) (39,309,506) (45,167,695) (44,910,100) (46,026,700) (47,170,900)

CAPITAL INCOME

Corporate Services & Governance 1.0 - (110,646) - - - - Planning & Strategy 2.0 - (683,268) (180,000) - - - Human Services & Facilities 4.0 - (682,209) - - - - Recreation & Culture 5.0 (3,590,000) (21,867,176) (15,905,206) - - - Environmental Services 6.0 - - - - - - Public Order & Safety 7.0 - (51,133) (195,700) - - - Urban & Infrastructural Services & LUS 8.0 (400,000) (2,819,329) (7,820,181) (3,803,900) (3,824,000) (3,844,700) Environmental & Community Amenities 9.0 (1,170,000) (1,855,268) (1,289,641) - - - General Purpose Revenues 10.0 (7,791,000) (7,761,000) (12,207,500) (12,498,017) (12,795,317) (13,099,752) Appropriations for Future Expenditure 11.0 - - - - - -

- - - - - -

Total Capital Income (12,951,000) (35,830,029) (37,598,229) (16,301,917) (16,619,317) (16,944,452)

EXPENDITURE

Corporate Services & Governance 1.0 12,522,407 12,732,389 13,937,033 13,623,017 13,982,817 14,352,152 Planning & Strategy 2.0 1,325,000 1,182,877 2,750,670 2,404,400 2,469,500 2,536,400 Human Services & Facilities 4.0 1,540,000 1,714,020 1,846,141 2,108,380 2,032,800 2,091,100

Recreation & Culture 5.0 5,531,000 5,662,531 5,887,199 6,057,200 6,231,700 6,410,800 Environmental Services 6.0 2,270,000 2,663,800 4,099,041 4,212,600 4,329,200 4,449,000 Public Order & Safety 7.0 628,930 630,063 640,828 656,900 673,400 690,300 Urban & Infrastructural Services & LUS 8.0 5,231,000 5,550,001 5,928,867 6,096,056 6,267,900 6,444,700 Environmental & Community Amenities 9.0 7,815,000 8,146,907 11,068,091 11,002,400 11,290,600 11,586,600 General Purpose Revenues 10.0 - - - - - -

- - - - -

Total Expenditure 36,863,337 38,282,588 46,157,870 46,160,953 47,277,917 48,561,052

CAPITAL EXPENDITURE

Corporate Services & Governance 1.0 165,000 223,956 484,160 461,300 472,800 484,700 Planning & Strategy 2.0 960,000 1,643,268 180,000 - - - Human Services & Facilities 4.0 - 540,239 10,000 - - - Recreation & Culture 5.0 4,386,000 23,614,745 16,991,206 313,800 616,600 669,500 Environmental Services 6.0 - 28,350 - - - - Public Order & Safety 7.0 - 50,000 195,700 - - - Urban & Infrastructural Services & LUS 8.0 3,323,000 6,589,854 9,466,007 6,342,050 6,103,300 6,050,100 Environmental & Community Amenities 9.0 3,550,000 4,381,745 1,821,280 467,814 522,600 505,900 General Purpose Revenues 10.0 - - - - - - Appropriations for Future Expenditure 11.0 - - 7,459,700 7,466,100 7,652,800 7,844,100

Total Capital Expenditure 12,384,000 37,072,157 36,608,054 15,051,064 15,368,100 15,554,300

Net (Surplus)/Deficit from Programs - 215,210 - - - -

2016/2017

Strathfield Council

Program No. 1.0

2017/2018 2018/2019 2019/2020 2020/2021Adopted Budget as Estimated Estimated Estimated EstimatedBudget at Dec Qtr Budget Budget Budget Budget

Corporate Services -851,000 -851,000 -904,586 -927,300 -950,500 -974,200Civic Activities -200,000Governance & Organisational Development -1,000 -114,292 -1,000 -1,000 -1,000 -1,000

-852,000 -965,292 -1,105,586 -928,300 -951,500 -975,200

Corporate Services -110,646Civic ActivitiesGovernance & Organisational Development

-110,646

Corporate Services 8,586,887 8,632,533 9,185,355 8,922,917 9,147,317 9,377,452Civic Activities 344,520 344,520 552,500 360,200 368,000 375,900Governance & Organisational Development 3,591,000 3,755,336 4,199,178 4,339,900 4,467,500 4,598,800

12,522,407 12,732,389 13,937,033 13,623,017 13,982,817 14,352,152

Corporate Services 15,000 15,000 40,000 41,000 42,000 43,100Civic ActivitiesGovernance & Organisational Development 150,000 208,956 444,160 420,300 430,800 441,600

165,000 223,956 484,160 461,300 472,800 484,700

11,835,407 11,880,407 13,315,607 13,156,017 13,504,117 13,861,652

Total Expenditure

Net (Surplus)/Deficiency

Total Capital Expenditure

CORPORATE SERVICES & GOVERNANCE

INCOME

EXPENDITURE

CAPITAL INCOME

2016/2017

Sub Program Summary

Total Income

Total Captial Income

CAPITAL EXPENDITURE


Strathfield Council

Program No. 2.0


Strategy & Strategic ProjectsPlanning & StrategyNatural Resources/Environmental -937,000 -1,041,877 -253,000 -253,000 -253,000 -253,000Blank

-937,000 -1,041,877 -253,000 -253,000 -253,000 -253,000

Strategy & Strategic ProjectsPlanning & Strategy -145,317 -180,000Natural Resources/Environmental -537,951Blank

-683,268 -180,000

Strategy & Strategic Projects 378,000 378,000 220,556 227,100 233,800 240,700Planning & Strategy 891,000 644,000 1,594,870 1,218,400 1,252,800 1,288,200Natural Resources/Environmental 56,000 160,877 935,244 958,900 982,900 1,007,500Blank

1,325,000 1,182,877 2,750,670 2,404,400 2,469,500 2,536,400

Strategy & Strategic ProjectsPlanning & Strategy 145,317 180,000Natural Resources/Environmental 960,000 1,497,951Blank

960,000 1,643,268 180,000

1,348,000 1,101,000 2,497,670 2,151,400 2,216,500 2,283,400

Total Capital Income

CORPORATE PLANNING & STRATEGY

INCOME

CAPITAL INCOME

CAPITAL EXPENDITURE

EXPENDITURE

2016/2017

Sub Program Summary

Total Income



Total Expenditure

Strathfield Council

Program No. 4.0


AdministrationFacilitiesCommunity Services -197,000 -206,576 -215,610 -221,200 -226,600 -232,100

-197,000 -206,576 -215,610 -221,200 -226,600 -232,100

Facilities -682,209Community Services

-682,209

Facilities 866,000 997,944 1,102,565 1,219,600 1,253,000 1,287,200Community Services 674,000 716,076 743,576 888,780 779,800 803,900

1,540,000 1,714,020 1,846,141 2,108,380 2,032,800 2,091,100

Facilities 540,239 10,000Community Services

540,239 10,000

1,343,000 1,365,474 1,640,531 1,887,180 1,806,200 1,859,000

HUMAN SERVICES & FACILITIES



Total Expenditure


Sub Program Summary

2016/2017

Total Income

CAPITAL INCOME

INCOME

EXPENDITURE

CAPITAL EXPENDITURE


Strathfield Council

Program No. 4.3

Division:- Human Services & Facilties


Youth Services -4,000 -4,000 -3,131 -3,200 -3,200 -3,200Aged & Disabled -193,000 -197,229 -212,479 -218,000 -223,400 -228,900Community Development & Administration -5,347

-197,000 -206,576 -215,610 -221,200 -226,600 -232,100

Youth ServicesAged & DisabledCommunity Development & Administration

Youth Services 11,000 11,000 12,610 13,000 13,400 13,800Aged & Disabled 138,000 156,729 247,547 377,280 252,400 260,100Community Development & Administration 525,000 548,347 483,419 498,500 514,000 530,000

674,000 716,076 743,576 888,780 779,800 803,900

Youth ServicesAged & DisabledCommunity Development & Administration

477,000 509,500 527,966 667,580 553,200 571,800

COMMUNITY SERVICES

EXPENDITURE




CAPITAL INCOME

Total Expenditure

CAPITAL EXPENDITURE

Sub Program Summary

Total Income

INCOME

2016/2017

Strathfield Council

Program No 5.0


Public Libraries -60,000 -67,600 -64,189 -65,800 -67,500 -69,200Public Halls & Venues -63,000 -63,000 -56,200 -57,600 -59,000 -60,600Events & Tourism -41,520 -41,520 -40,500 -41,500 -42,500 -43,500Open Space & Bushland -1,776,000 -2,686,000 -3,000,200 -2,050,700 -2,102,200 -2,154,900

-1,940,520 -2,858,120 -3,161,089 -2,215,600 -2,271,200 -2,328,200

Public Libraries -120,000Public Halls & VenuesEvents & TourismOpen Space & Bushland -3,590,000 -21,747,176 -15,905,206

-3,590,000 -21,867,176 -15,905,206

Public Libraries 1,367,000 1,348,600 1,371,753 1,414,500 1,458,500 1,503,700Public Halls & Venues 21,000 21,000 14,000 14,300 14,600 14,900Events & Tourism 495,000 495,000 587,000 601,900 617,000 632,600Open Space & Bushland 3,648,000 3,797,931 3,914,446 4,026,500 4,141,600 4,259,600

5,531,000 5,662,531 5,887,199 6,057,200 6,231,700 6,410,800

Public Libraries 164,000 231,000 251,000 113,800 116,600 119,500Public Halls & VenuesEvents & TourismOpen Space & Bushland 4,222,000 23,383,745 16,740,206 200,000 500,000 550,000

4,386,000 23,614,745 16,991,206 313,800 616,600 669,500

4,386,480 4,551,980 3,812,110 4,155,400 4,577,100 4,752,100

RECREATION AND CULTURE

EXPENDITURE

INCOME

CAPITAL EXPENDITURE

CAPITAL INCOME

2016/2017

Sub Program Summary

Total Income


Total Expenditure




Strathfield Council

Program No 5.7

Division:- Human Services & Facilities2017/2018 2018/2019 2019/2020 2020/2021

Adopted Budget as Estimated Estimated Estimated EstimatedBudget at Dec Qtr Budget Budget Budget Budget

Parks & Reserves -399,000 -1,399,000 -1,486,200 -498,700 -511,200 -524,100Bushland -29,000 -29,000Trees -20,000 -20,000 -26,000 -26,700 -27,400 -28,100Golf Course -1,328,000 -1,238,000 -1,488,000 -1,525,300 -1,563,600 -1,602,700Sporting Grounds

-1,776,000 -2,686,000 -3,000,200 -2,050,700 -2,102,200 -2,154,900

CAPITAL INCOME

Parks & Reserves -3,590,000 -21,385,943 -15,905,206BushlandTreesGolf Course -361,233Sporting Grounds

-3,590,000 -21,747,176 -15,905,206

Parks & Reserves 1,187,000 1,274,500 1,345,432 1,381,700 1,419,000 1,457,200Bushland 409,000 438,998 296,132 305,500 315,100 325,000Trees 187,000 187,000 469,267 482,900 496,900 511,300Golf Course 1,172,000 1,204,433 1,124,265 1,158,200 1,193,200 1,229,000Sporting Grounds 693,000 693,000 679,349 698,200 717,400 737,100

3,648,000 3,797,931 3,914,446 4,026,500 4,141,600 4,259,600

Parks & Reserves 3,255,000 21,855,945 16,740,206 300,000 300,000BushlandTrees 20,000 20,000Golf Course 560,800Sporting Grounds 947,000 947,000 200,000 200,000 250,000

4,222,000 23,383,745 16,740,206 200,000 500,000 550,000

2,504,000 2,748,500 1,749,246 2,175,800 2,539,400 2,654,700

2016/2017

INCOME

OPEN SPACE & BUSHLAND

Sub Program Summary

Total Income


EXPENDITURE

CAPITAL EXPENDITURE

Total Expenditure



Strathfield Council

ENVIRONMENTAL SERVICES Program No 6.0


AdministrationDevelopment Control -1,158,000 -1,312,959 -1,020,500 -1,046,200 -1,072,400 -1,099,100Regulatory Services -943,000 -943,000 -1,400,700 -1,435,800 -1,471,600 -1,508,400

-2,101,000 -2,255,959 -2,421,200 -2,482,000 -2,544,000 -2,607,500

AdministrationDevelopment ControlRegulatory Services

Administration 1,078,000 1,345,191 2,292,846 2,350,200 2,409,000 2,469,200Development Control 676,000 802,609 750,597 775,000 800,200 826,200Regulatory Services 516,000 516,000 1,055,598 1,087,400 1,120,000 1,153,600

2,270,000 2,663,800 4,099,041 4,212,600 4,329,200 4,449,000

AdministrationDevelopment Control 28,350Regulatory Services

28,350

169,000 436,191 1,677,841 1,730,600 1,785,200 1,841,500


Total Income

Sub Program Summary



Total Expenditure

2016/2017

INCOME

EXPENDITURE

CAPITAL EXPENDITURE

CAPITAL INCOME


Strathfield Council

Program No 6.3


Administration & Inspection -202,000 -202,000 -202,200 -207,300 -212,400 -217,700Law Enforcement -741,000 -741,000 -1,198,500 -1,228,500 -1,259,200 -1,290,700

-943,000 -943,000 -1,400,700 -1,435,800 -1,471,600 -1,508,400

Administration & InspectionLaw Enforcement

Administration & Inspection 342,000 342,000 782,598 807,500 833,100 859,500Law Enforcement 174,000 174,000 273,000 279,900 286,900 294,100

516,000 516,000 1,055,598 1,087,400 1,120,000 1,153,600

Administration & InspectionLaw Enforcement

-427,000 -427,000 -345,102 -348,400 -351,600 -354,800

REGULATORY SERVICES

Total Expenditure


Sub Program Summary

Total Income

EXPENDITURE

CAPITAL EXPENDITURE

CAPITAL INCOME

INCOME



2016/2017

Strathfield Council

PUBLIC ORDER AND SAFETY Program No 7.0


Community SafetyEmergency Services

Community Safety -50,000 -195,700Emergency Services -1,133

-51,133 -195,700

Community SafetyEmergency Services 628,930 630,063 640,828 656,900 673,400 690,300

628,930 630,063 640,828 656,900 673,400 690,300

Community Safety 50,000 195,700Emergency Services

50,000 195,700

628,930 628,930 640,828 656,900 673,400 690,300

Total Capital


2016/2017

INCOME

EXPENDITURE

CAPITAL EXPENDITURE

CAPITAL INCOME

Sub Program Summary

Total Income


Total Expenditure


Strathfield Council

URBAN INFRASTRUCTURAL SERVICES Program No 8.0


Urban and Support Services -1,725,000 -1,825,000 -3,350,462 -3,331,900 -3,415,400 -3,500,800Roads -708,000 -1,108,000 -543,800 -557,500 -571,400 -585,700Ancillary Roadworks -999,817 -999,817 -999,817 -1,025,000 -1,050,800 -1,077,100Footpaths -330,000Civic Services

-3,432,817 -4,262,817 -4,894,079 -4,914,400 -5,037,600 -5,163,600

Urban and Support Services -400,000 -400,000 -1,744,000 -803,900 -824,000 -844,700Roads -1,178,017 -4,296,034 -2,500,000 -2,500,000 -2,500,000Ancillary Roadworks -1,004,811 -1,780,147 -500,000 -500,000 -500,000FootpathsCivic Services -236,501

-400,000 -2,819,329 -7,820,181 -3,803,900 -3,824,000 -3,844,700

Urban and Support Services 2,471,000 2,553,500 2,947,705 3,035,100 3,125,100 3,217,800Roads 284,000 284,000 563,760 577,700 592,000 606,800Ancillary Roadworks 1,221,000 1,221,000 1,221,526 1,252,300 1,283,700 1,315,800Footpaths 272,000 272,000 382,141 392,900 403,900 415,300Civic Services 983,000 1,219,501 813,736 838,056 863,200 889,000

5,231,000 5,550,001 5,928,867 6,096,056 6,267,900 6,444,700

Urban and Support Services 950,000 1,050,000 2,085,000 1,307,200 1,339,800 1,373,300Roads 978,000 2,516,017 4,396,034 2,115,900 2,061,100 2,040,600Ancillary Roadworks 520,000 1,781,837 2,511,671 2,380,000 2,150,000 2,070,000Footpaths 875,000 1,205,000 435,302 500,000 512,500 525,300Civic Services 37,000 38,000 38,950 39,900 40,900

3,323,000 6,589,854 9,466,007 6,342,050 6,103,300 6,050,100

4,721,183 5,057,709 2,680,614 3,719,806 3,509,600 3,486,500

Sub Program Summary

Total Income


Total Expenditure


INCOME

EXPENDITURE

CAPITAL INCOME

CAPITAL EXPENDITURE


2016/2017

Strathfield Council

ENVIRONMENTAL AND COMMUNITY AMENITIES Program No 9.0


Household Garbage Collection -7,041,000 -7,746,575 -9,994,116 -10,185,500 -10,440,000 -10,701,100Street CleaningUrban Stormwater Drainage -284,000 -284,000 -288,695 -295,900 -303,300 -310,800Public Facilities /Community Amenities

-7,325,000 -8,030,575 -10,282,811 -10,481,400 -10,743,300 -11,011,900

Household Garbage CollectionStreet CleaningUrban Stormwater Drainage -850,000 -1,149,000 -155,000Public Facilities /Community Amenities -320,000 -706,268 -1,134,641

-1,170,000 -1,855,268 -1,289,641

Household Garbage Collection 6,916,000 7,247,907 9,986,414 10,128,400 10,393,800 10,666,300Street Cleaning 686,000 686,000 679,098 696,900 715,200 734,000Urban Stormwater Drainage 149,000 149,000 338,579 111,500 114,400 117,400Public Facilities /Community Amenities 64,000 64,000 64,000 65,600 67,200 68,900

7,815,000 8,146,907 11,068,091 11,002,400 11,290,600 11,586,600

Household Garbage Collection 146,477 7,702 57,100 46,200 34,800Street CleaningUrban Stormwater Drainage 1,134,000 1,433,000 288,650 205,000 210,100 215,400Public Facilities /Community Amenities 2,416,000 2,802,268 1,524,928 205,714 266,300 255,700

3,550,000 4,381,745 1,821,280 467,814 522,600 505,900

2,870,000 2,642,809 1,316,919 988,814 1,069,900 1,080,600

2016/2017


Sub Program Summary

Total Income


Total Expenditure


INCOME

EXPENDITURE

CAPITAL EXPENDITURE

CAPITAL INCOME


Strathfield Council

GENERAL PURPOSE REVENUES Program No 10.0


General Purpose Revenues -19,511,000 -19,688,290 -22,834,320 -23,414,200 -23,999,500 -24,599,400

-19,511,000 -19,688,290 -22,834,320 -23,414,200 -23,999,500 -24,599,400

General Purpose Revenues -7,791,000 -7,761,000 -12,207,500 -12,498,017 -12,795,317 -13,099,752

-7,791,000 -7,761,000 -12,207,500 -12,498,017 -12,795,317 -13,099,752

General Purpose Revenues

General Purpose Revenues

-27,302,000 -27,449,290 -35,041,820 -35,912,217 -36,794,817 -37,699,152

2016/2017

Sub Program Summary

Net Surplus/(Deficiency)

Total Expenditure

Total Income


INCOME

EXPENDITURE

CAPITAL EXPENDITURE

CAPITAL INCOME


Strathfield Council

APPROPRIATION - FUTURE EXPENDITURE Program No 11.0


Appropriations for Future Expenditure



Appropriations for Future Expenditure 7,459,700 7,466,100 7,652,800 7,844,100

7,459,700 7,466,100 7,652,800 7,844,100

7,459,700 7,466,100 7,652,800 7,844,100

2016/2017

Sub Program Summary

INCOME

EXPENDITURE

CAPITAL EXPENDITURE

CAPITAL INCOME

Total Income


Total Expenditure




若您需要协助或需要了解任何信息，请与史卓菲市议会联络。您可以通过翻译与传译服务（TIS）使用自己的母语与史卓菲市议会通话. 具体步骤是：致电13 14 50，说明您的母语，然后要求与“史卓菲市议会”通话 (电话号码02 9748 9999). 此项服务适用本地通话费。

رفاوتت .دليفثارتس سلجمب لاصتالا ىجري ،تامولعم وأ ةدعاسم ىلإ ةجاحب تنك اذإ ةمجرتلا ةمدخ لالخ نم كتغلب دليفثارتس سلجم ىلإ ثدحتلل ةيهفشلا ةمجرتلا ةمدخ

بلطا مث ،كتغل بلطو 13 14 50 ىلع لاصتالا ىجري .(TIS) ةيهفشلاو ةيريرحتلا ةمدخلا هذه مادختسا ةفلكت .(02) 9748 9999 فتاهلا ىلع ”دليفثارتس سلجم“ عم ثدحتلا

.ةيلحملا ةملاكملا ةفلكت لداعت

시의회의 도움이나 정보가 필요하신 경우 스트라스필드 시의회에 연락하십시오. 통역 및 번역 서비스(TIS)를 통해 스트라스필드 시의회와 전화통화 시 통역 서비스를 이용할 수 있습니다. 13 14 50번 에 전화하여 필요한 언어의 통역을 요청하십시오. 그런 후 (02) 9748 9999번 “스트라스필드 시의회”에 전화해 달라고 부탁하십시오. 본 서비스 이용에는 시내 전화 요금이 부담됩니다.

If you require assistance or information, please contact Strathfield Council. An interpreter service is available to speak to Strathfield Council in your own language through the Translators and Interpreter Service (TIS). Please call 13 14 50 and ask for your language. Then ask to speak with "Strathfield Council" on telephone (02) 9748 9999. Use of this service is the cost of a local call.

65 Homebush Road, Strathfield NSW 2135 P 02 9748 9999 | www.strathfield.nsw.gov.au

Part 2A – Ten Year Long Term Financial Plan page 1

Part 2A

Ten Year Long Term Financial Plan


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 INCOME STATEMENT - GENERAL FUND Actuals Current Year Projected years Enter Scenario Name on Cover Sheet > 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 $ $ $ $ $ $ Income from Continuing Operations Revenue: Rates & Annual Charges 22,763,000 23,137,000 26,740,214 27,408,600 28,093,600 28,795,800 User Charges & Fees 4,387,000 5,092,817 5,820,832 5,967,100 6,116,200 6,268,900 Interest & Investment Revenue 1,497,000 1,104,000 1,123,000 1,092,700 1,120,000 1,148,000 Other Revenues 1,406,000 2,566,810 2,983,625 3,051,900 3,122,300 3,194,300 Grants & Contributions provided for Operating Purposes 3,805,000 4,525,000 2,902,420 1,950,200 1,999,000 2,048,900 Grants & Contributions provided for Capital Purposes 6,774,000 8,340,736 7,284,000 7,466,200 7,652,800 7,844,100 Other Income: Net gains from the disposal of assets 59,000 - - - - - Total Income from Continuing Operations 40,691,000 44,766,363 46,854,091 46,936,700 48,103,900 49,300,000

Expenses from Continuing Operations Employee Benefits & On-Costs 12,480,000 14,459,603 16,397,213 16,662,800 17,220,000 17,594,900 Materials & Contracts 8,125,000 4,390,623 5,180,353 4,565,328 4,543,100 4,655,900 Depreciation & Amortisation 5,081,000 4,806,000 4,923,500 5,031,817 5,142,517 5,255,652 Other Expenses 7,735,000 12,066,096 12,947,699 13,184,008 13,517,300 13,858,200 Total Expenses from Continuing Operations 33,421,000 35,722,322 39,448,766 39,443,953 40,422,917 41,364,652

Operating Result from Continuing Operations 7,270,000 9,044,041 7,405,325 7,492,747 7,680,983 7,935,348

Discontinued Operations - Profit/(Loss) - - - - - - Net Profit/(Loss) from Discontinued Operations - - - - - -

Net Operating Result for the Year 7,270,000 9,044,041 7,405,325 7,492,747 7,680,983 7,935,348

Net Operating Result before Grants and Contributions provided for Capital Purposes 496,000 703,305 121,325 26,547 28,183 91,248


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 INCOME STATEMENT - GENERAL FUND Projected Years Pro< Enter Scenario Name on Cover Sheet > 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 $ $ $ $ $ $ Income from Continuing Operations Revenue: Rates & Annual Charges 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 User Charges & Fees 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 Interest & Investment Revenue 1,148,000 1,148,000 1,148,000 1,148,000 1,148,000 1,148,000 Other Revenues 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 Grants & Contributions provided for Operating Purposes 2,048,900 2,048,900 2,048,900 2,048,900 2,048,900 2,048,900 Grants & Contributions provided for Capital Purposes 7,844,100 7,844,100 7,844,100 7,844,100 7,844,100 7,844,100 Other Income: Net gains from the disposal of assets - - - - - - Total Income from Continuing Operations 49,300,000 49,300,000 49,300,000 49,300,000 49,300,000 49,300,000







Strathfield Municipal Council

10 Year Financial Plan for the Years ending 30 June 2027 CHARTS - GENERAL FUND


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 BALANCE SHEET - GENERAL FUND Actuals Current Year Projected Years Scenario: < Enter Scenario Name on Cover Sheet > 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $ $ $ $ $ $ $ ASSETS Current Assets Cash & Cash Equivalents 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283 34,614,838 41,046,345 Investments 42,500,000 32,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Receivables 2,977,000 3,083,713 3,093,753 3,188,269 3,336,473 3,491,448 3,578,344 Inventories 132,000 56,337 67,147 59,170 58,882 60,344 60,364 Other 61,000 90,822 100,046 97,955 99,672 102,176 102,184 Total Current Assets 56,334,000 54,858,932 38,791,136 43,078,724 49,207,310 55,768,806 62,287,237

Non-Current Assets Infrastructure, Property, Plant & Equipment 278,684,000 289,432,966 313,854,100 315,432,347 317,023,230 318,438,778 319,854,325 Total Non-Current Assets 278,684,000 289,432,966 313,854,100 315,432,347 317,023,230 318,438,778 319,854,325 TOTAL ASSETS 335,018,000 344,291,898 352,645,236 358,511,071 366,230,540 374,207,584 382,141,563

LIABILITIES Current Liabilities Payables 9,524,000 9,753,857 10,701,870 9,074,958 9,113,444 9,155,140 9,155,271 Provisions 3,022,000 3,119,166 3,119,166 3,119,166 3,119,166 3,119,166 3,119,166 Total Current Liabilities 12,546,000 12,873,024 13,821,036 12,194,124 12,232,610 12,274,306 12,274,437

Non-Current Liabilities Provisions 357,000 259,834 259,834 259,834 259,834 259,834 259,834 Total Non-Current Liabilities 357,000 259,834 259,834 259,834 259,834 259,834 259,834 TOTAL LIABILITIES 12,903,000 13,132,857 14,080,870 12,453,958 12,492,444 12,534,140 12,534,271 Net Assets 322,115,000 331,159,041 338,564,366 346,057,113 353,738,096 361,673,444 369,607,292

EQUITY Retained Earnings 177,381,000 186,425,041 193,830,366 201,323,113 209,004,096 216,939,444 224,873,292 Revaluation Reserves 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 Council Equity Interest 322,115,000 331,159,041 338,564,366 346,057,113 353,738,096 361,673,444 369,607,292 Total Equity 322,115,000 331,159,041 338,564,366 346,057,113 353,738,096 361,673,444 369,607,292


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 BALANCE SHEET - GENERAL FUND Scenario: < Enter Scenario Name on Cover Sheet > 2022/23 2023/24 2024/25 2025/26 2026/27 $ $ $ $ $ ASSETS Current Assets Cash & Cash Equivalents 47,476,821 53,907,309 60,337,797 66,768,285 73,198,773 Investments 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Receivables 3,666,168 3,753,980 3,841,792 3,929,604 4,017,416 Inventories 60,364 60,364 60,364 60,364 60,364 Other 102,184 102,184 102,184 102,184 102,184 Total Current Assets 68,805,537 75,323,837 81,842,137 88,360,437 94,878,737

Non-Current Assets Infrastructure, Property, Plant & Equipment 321,269,873 322,685,421 324,100,968 325,516,516 326,932,064 Total Non-Current Assets 321,269,873 322,685,421 324,100,968 325,516,516 326,932,064 TOTAL ASSETS 390,075,410 398,009,258 405,943,106 413,876,953 421,810,801

LIABILITIES Current Liabilities Payables 9,155,271 9,155,271 9,155,271 9,155,271 9,155,271 Provisions 3,119,166 3,119,166 3,119,166 3,119,166 3,119,166 Total Current Liabilities 12,274,437 12,274,437 12,274,437 12,274,437 12,274,437

Non-Current Liabilities Provisions 259,834 259,834 259,834 259,834 259,834 Total Non-Current Liabilities 259,834 259,834 259,834 259,834 259,834 TOTAL LIABILITIES 12,534,271 12,534,271 12,534,271 12,534,271 12,534,271 Net Assets 377,541,139 385,474,987 393,408,835 401,342,682 409,276,530

EQUITY Retained Earnings 232,807,139 240,740,987 248,674,835 256,608,682 264,542,530 Revaluation Reserves 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 Council Equity Interest 377,541,139 385,474,987 393,408,835 401,342,682 409,276,530 Total Equity 377,541,139 385,474,987 393,408,835 401,342,682 409,276,530


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - GENERAL FUND Actuals Current Year Projected YearsScenario: < Enter Scenario Name on Cover Sheet > 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

$ $ $ $ $ $ Cash Flows from Operating Activities Receipts: Rates & Annual Charges 22,492,000 23,224,601 26,556,386 27,374,500 28,058,653 28,759,975 User Charges & Fees 5,088,000 4,936,156 5,765,845 5,956,052 6,104,938 6,257,367 Interest & Investment Revenue Received 1,451,000 1,074,197 1,318,864 1,029,461 1,032,815 1,055,550 Grants & Contributions 10,448,000 12,901,487 10,232,912 9,429,762 9,647,715 9,888,815 Bonds & Deposits Received 1,478,000 - - - - - Other 2,863,000 2,535,654 2,994,935 3,057,037 3,116,316 3,188,178 Payments: Employee Benefits & On-Costs (12,518,000) (14,443,014) (16,309,544) (17,110,058) (17,220,000) (17,594,900) Materials & Contracts (8,641,000) (4,482,024) (5,054,166) (4,588,393) (4,517,315) (4,620,173) Bonds & Deposits Refunded (545,000) - - - - - Other (8,692,000) (12,066,096) (12,947,699) (13,184,008) (13,517,300) (13,858,200)

Net Cash provided (or used in) Operating Activities 13,424,000 13,680,962 12,557,533 11,964,353 12,705,823 13,076,612

Cash Flows from Investing Activities Receipts: Sale of Investment Securities 34,500,000 10,000,000 15,000,000 - - - Sale of Infrastructure, Property, Plant & Equipment 1,256,000 400,000 219,000 224,500 230,100 235,900 Payments: Purchase of Investment Securities (42,500,000) - - - - - Purchase of Infrastructure, Property, Plant & Equipment (5,588,000) (15,616,902) (28,874,402) (7,985,713) (6,956,970) (6,909,956)

Net Cash provided (or used in) Investing Activities (12,332,000) (5,216,902) (13,655,402) (7,761,213) (6,726,870) (6,674,056)

Cash Flows from Financing Activities Receipts: Payments: Net Cash Flow provided (used in) Financing Activities - - - - - - Net Increase/(Decrease) in Cash & Cash Equivalents 1,092,000 8,464,060 (1,097,869) 4,203,140 5,978,953 6,402,555

plus: Cash, Cash Equivalents & Investments - beginning of year 9,572,000 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283

Cash & Cash Equivalents - end of the year 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283 34,614,838 Cash & Cash Equivalents - end of the year 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283 34,614,838 Investments - end of the year 42,500,000 32,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Cash, Cash Equivalents & Investments - end of the year 53,164,000 51,628,060 35,530,190 39,733,330 45,712,283 52,114,838 Representing: - External Restrictions 35,191,000 37,895,590 14,879,011 12,136,111 9,382,311 6,667,111 - Internal Restrictions 16,544,000 12,349,695 12,350,465 15,007,865 17,851,765 21,086,765 - Unrestricted 1,429,000 1,382,775 8,300,714 12,589,354 18,478,207 24,360,962

53,164,000 51,628,060 35,530,190 39,733,330 45,712,283 52,114,838


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - GENERAL FUND Projected YearsScenario: < Enter Scenario Name on Cover Sheet > 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 $ $ $ $ $ $ Cash Flows from Operating Activities Receipts: Rates & Annual Charges 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 User Charges & Fees 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 Interest & Investment Revenue Received 1,061,104 1,060,176 1,060,188 1,060,188 1,060,188 1,060,188 Grants & Contributions 9,893,000 9,893,000 9,893,000 9,893,000 9,893,000 9,893,000 Bonds & Deposits Received - - - - - - Other 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 Payments: Employee Benefits & On-Costs (17,594,900) (17,594,900) (17,594,900) (17,594,900) (17,594,900) (17,594,900) Materials & Contracts (4,657,296) (4,657,400) (4,657,400) (4,657,400) (4,657,400) (4,657,400) Bonds & Deposits Refunded - - - - - - Other (13,858,200) (13,858,200) (13,858,200) (13,858,200) (13,858,200) (13,858,200) Net Cash provided (or used in) Operating Activities 13,102,707 13,101,676 13,101,688 13,101,688 13,101,688 13,101,688 Cash Flows from Investing Activities Receipts: Sale of Investment Securities - - - - - - Sale of Infrastructure, Property, Plant & Equipment 235,900 235,900 235,900 235,900 235,900 235,900 Payments: Purchase of Investment Securities - - - - - - Purchase of Infrastructure, Property, Plant & Equipment (6,907,100) (6,907,100) (6,907,100) (6,907,100) (6,907,100) (6,907,100) Net Cash provided (or used in) Investing Activities (6,671,200) (6,671,200) (6,671,200) (6,671,200) (6,671,200) (6,671,200) Cash Flows from Financing Activities Receipts: Payments: Net Cash Flow provided (used in) Financing Activities - - - - - - Net Increase/(Decrease) in Cash & Cash Equivalents 6,431,507 6,430,476 6,430,488 6,430,488 6,430,488 6,430,488 plus: Cash, Cash Equivalents & Investments - beginning of year 34,614,838 41,046,345 47,476,821 53,907,309 60,337,797 66,768,285 Cash & Cash Equivalents - end of the year 41,046,345 47,476,821 53,907,309 60,337,797 66,768,285 73,198,773 Cash & Cash Equivalents - end of the year 41,046,345 47,476,821 53,907,309 60,337,797 66,768,285 73,198,773 Investments - end of the year 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Cash, Cash Equivalents & Investments - end of the year 58,546,345 64,976,821 71,407,309 77,837,797 84,268,285 90,698,773 Representing: - External Restrictions 3,951,911 1,236,711 1,521,511 1,806,311 2,091,111 2,375,911 - Internal Restrictions 24,321,765 27,556,765 30,791,765 34,026,765 37,261,765 40,496,765 - Unrestricted 30,272,669 36,183,345 39,094,033 42,004,721 44,915,409 47,826,097

58,546,345 64,976,821 71,407,309 77,837,797 84,268,285 90,698,773

Part 2B Workforce Management

Strategy 2017-2021

General Manager’s Message The 2017-2021 Workforce Management Strategy was developed by previous management in compliance with the NSW Government’s requirements and basically identified all the common workplace and workforce opportunities and challenges facing Local Government and attempted to address these issues identified to meet the outcomes expected within the community strategic plan ‘Strathfield 2025’. Council over the last months of 2016 and early months of 2017 has had a definite, clear and targeted direction which has facilitated the adoption of contemporary business practices and processes which has resulted in a paradigm shift in workplace and workforce culture. Outcomes and accountability are now the focus of all staff energy and with the new staff coming on board combined with the corporate knowledge of existing staff the community can look forward to a bright, positive achievement-oriented future from their Council. Along with other Councils in New South Wales Strathfield Council identified a number of current and future internal and external workforce planning challenges that include: • Working within a Proposal Period regarding LG Boundaries. • Change management • Building internal leadership capability and capacity • Staff accepting accountability and responsibility for achieving work goals and targets • Developing a high performance culture • Addressing skills shortages in key areas • Aging workforce • Attraction and retention of key staff • Developing a skilled, trained and flexible workforce • Labour Market changes and managing generational differences in work-life expectations • Meeting higher community expectations in services and delivery • Legislative, technological, market/competition, political, economic and societal changes The 2017-2021 (as reviewed) Workforce Management Plan is designed to address these challenges by adopting a project management approach to developing, implementing, monitoring, evaluating and continuously improving operational and strategic processes and practices towards achieving ‘Strathfield 2025”. HENRY WONG ACTING GENERAL MANAGER

Strathfield Council Workforce Management Strategy 2017-2021 page 2

1. Introduction The Strathfield Local Government Area is centrally located in Sydney’s Inner West and is well known for its transport, schools, attractive streetscapes, parks and buildings. Strathfield Council supports and provides a wide range of services and facilities to a diverse and growing community, which includes residents, ratepayers, workers, students and visitors. Recent Census show the residential population estimated at around 40,000. It is anticipated by 2026, Strathfield’s population will number at least 46,000 people. In 2012, Strathfield Council first adopted Strathfield 2025 - the Community Strategic Plan for the Strathfield Local Government Area (LGA) to 2025 and beyond. In 2013, following the local government election in September 2012, the plan was reviewed and adopted. Strathfield 2025 is based on five broad inter-related themes that are derived from the extensive community engagement process, which identified priorities for the community’s future. Strathfield 2025 represents a shared vision for Strathfield - both Council and the community - and sets clear goals and strategies to meet this vision. To create a high performance culture that delivers on these key themes, Council has developed a Workforce Management Strategy which is underpinned by Council’s organisational values. The strategy is designed to create people management culture that encourages leadership, accountability and with a focus on achievement rather than just activity. All employees are expected to demonstrate Council’s Corporate values, which are built into each position description and performance review and which expresses Council’s commitment to serving the community to the best of our ability. • Integrity: We will maintain our reputation for honesty and integrity and our ability to fulfil our

promises. It is this concept by which all our actions are based and by which we are happy for our actions to be judged.

• Respect: We show respect to those we deal with both inside and outside of the Council • Teamwork: We approach all our work as a team, sharing our skills and resources for our client's

benefit. We value the health and safety of our people. • Professionalism: We value our clients and are accountable for the work we do with them.

What is Workforce Planning? Simply put, workforce planning is defined as having the right people with the right skills doing the right jobs at the right time. Workforce management planning identifies the human resources and skills required to deliver on the medium to long-term strategic direction of the community, as outlined in the Community Strategic Plan. The Workforce Strategy is one of Council’s resourcing strategies including Asset Strategy and Long Term Financial Planning that identifies the resources required to achieve the community’s vision and outcomes set out in the Community Strategic Plan. Workforce Management Strategies are also aimed at achieving sustained organisational performance and accountability through the development of a capable workforce with the appropriate attitudinal traits that values achievement. The Strategy is integrated with business procedures and incorporates an analysis of the Council’s current and future operating contexts


while always monitoring the various environments Council operates in, while addressing workforce issues and organisational imperatives. Workforce planning involves continuous processes of matching workforce requirements to organisational objectives and resources, and highlighting / forecasting the human resource implications when undertaking particular operational or strategic activities. Resource planning allows for flexibility in ensuring that the right resources are utilised to increase organisational efficiencies a set of desired workforce competencies. This may lead to the re-allocation or re-distribution of resources both people and financial to enable Council to achieve goals and objectives in Strathfield 2025 and its Delivery Program.

How does this link to other plans? The Local Government Act requires all NSW councils to produce a long term Community Strategic Plan, with a four year Delivery Program and an Annual Operational Plan linked to the longer term planning outcomes. In 2012, following extensive community consultation, Strathfield Council adopted its Community Strategic Plan, ‘Strathfield 2025’. Strathfield 2025 is based on five broad inter-related themes that are derived from the extensive community engagement process, which identified priorities for the community’s future. Under the five themes there are key goals and subsequent strategies for Council to facilitate in partnership with the community, government agencies and business. Each of these five themes, which form the five pillars of Strathfield 2025 is set out below.

• Connectivity • Community Wellbeing • Prosperity & Opportunities • Livable Neighbourhoods • Responsible Leadership

Flowing from the long term Community Strategic Plan is the Delivery Program, a four year strategic document listing the actions Council plans to implement to achieve the community’s needs. Council has then developed an annual Operational Plan and annual Budget, highlighting what strategies and projects can be undertaken each year. The Delivery Program will clearly articulate the key performance indicators for each of the five themes of the Community Strategic Plan, which will further raise community expectations and provide a transparent system for internal and external performance measurement.


In order to meet the community’s long term aspirations and needs identified in the Strathfield 2025 Plan, Council needs to assess and develop resourcing strategies and plans to carry them out. Council’s Resourcing Strategy consists of Long Term Financial Plan (LTFP), Asset Management Strategy (including Asset Management Policy) and Workforce Management Strategy. While the Long Term Financial Plan and Asset Management Strategy cover a minimum period of ten years, between 2011/12 and 2021/22, the Workforce Management Strategy addresses the needs of Council’s Delivery Program 2013-2017. A new Workforce Plan will be developed in the next Financial Year when it should be known if Strathfield continues to exist as a separate entity

Implementation, monitoring and review Strathfield Council’s Workforce Management Strategy relies heavily on senior executives, management and council staff sharing the belief that achievement and accountability are the cornerstone of public service to the Strathfield Community. This further reinforces the need to ensure that the Workforce Management Strategy, core values and culture is integrated into the key theme objectives and are designed to maximise performance and exceed community expectation. The Human Resources and Organisation Development Team have lead responsibility for the implementation of the Workforce Management Strategy. A four year list of priorities has been developed and funding is allocated through the Delivery Program and Annual Operational Plan and Budget processes respectively.


The impact of the strategies and actions outlined in this Plan are monitored and reported through Delivery Program progress reports against performance measurements set out in the Delivery Program and Annual Operational Plan. As a minimum the Workforce Strategy will be subject to a major review every two years or after each LG Election. The Council’s work and employment environments are constantly changing and evolving, being shaped by external factors such as legislative change, political changes, economic changes and societal changes as well as the Labour Market and budget allocations. Accordingly this plan needs to be flexible as employee legislation and current work practices allow and notwithstanding the scheduled major review, the plan will be amended as required to reflect changing workforce, community and Council priorities.

2. Challenges and Factors Environmental factors Strathfield 2025 articulates the current and future macro and micro factors affecting Strathfield Council. These factors have resulted in local government now being required to ‘provide a wider range of services and taking a greater role than ever before in economic and social development and environmental management’. It could be assumed that this will have significant human capital implications i.e. leadership, talent recruitment and retention, reward and recognition, personal and professional development, workplace health and safety etc. in the face of constant change and uncertainty. Previous Employee Satisfaction Surveys (ESS) and Governance Audits have assisted in identifying internal or micro factors, which could have an adverse impact on Strathfield Council’s achievement of its key organisational objectives.

Challenges Working within a Proposal Period regarding LG Boundaries Uncertainty caused by the Proposal Period and Council challenges to reports can cause distraction and confusion and adversely impact on the motivation of staff. Reassuring staff regarding their futures, creating a focus on achievement and getting things done can help realign staff’s view and distract them from the negatives associated with the current situation. Change Management Change management is always a challenge and by the adoption of recognised best practice change management processes and practices Council can minimise the upset and confusion some staff may feel and replace that with a focus on following a plan that leads to positive outcomes that will enhance staff’s perception and reality of their work-life and future. Labour Market changes and managing generational and diversity differences in work life expectations With a diverse range of EEO and generational profiles the challenge for Strathfield will be ensure that we have the right mix of people to deliver on the expectations of our community. Utilising staff data and surveys will allow Strathfield to get a better understanding of our workforce makeup and allow us to focus initiative to ensure a high performance workforce. Council’s workforce should be reflective of the demographics of the Community we serve to ensure understanding and expectations. Building Leadership Capacity and Capability Strathfield Council Workforce Management Strategy 2017-2021 page 6

Developing our leadership talent is essential and time-consuming. Identifying and building our leadership capability is critical in developing a high performance culture that drives individuals and teams. Developing a high performance culture The culture of the organisation needs to be one in which people feel supported to achieve the performance goals so they in turn support the organisation. The challenge for Strathfield Council will be aligning people to our culture which will in turn support and drive the future direction of the organisation. Attraction and retention of key staff Reducing unnecessary turnover is an industry challenge. The loss of corporate knowledge from long serving staff is a significant challenge with Council needing to ensure that information retention is a key focus of our business. Attraction of ‘new’ thinking and competence is a challenge in that the Millennial Generation do not see Local Government as a career worth pursuing and this will be addressed via this document. Technological, Political, Economic, Market/Competition and Societal change The above have significant impacts on how Council is allowed to function, connects with community, organises and delivers services and raises expectations about service delivery. New technologies require new skills and change previous business models and operational practice. However, technology also provides opportunities to improve Council’s operations, efficiencies and accessibility. Aging workforce The growing number of older workers presents distinct challenges. The fifty years and older age group is the fastest growing segment of the workforce. The New South Wales Census of Local Government Employees identified that 20% of the workforce is expected to retire in the coming decade. As this generation leaves the workforce there will be fewer employees to replace them. The immediate challenge for Strathfield Council is to determine and implement strategies to: • employ and retain retirement-age workers through flexible work arrangements, salary/benefit

incentives and developmental opportunities, • develop practices to assist the transition of staff to retirement, and • replace the skills, knowledge and capabilities that may be lost from the workforce. Skills shortage The drain of professional staff and by not having effective succession plans in place can place Council in a high risk position. Local Government has identified skills shortages in areas of engineering, planning and building, surveying, environmental health and accounting. Council recognises these trends and recognises that if these trends are not managed then it will place strain on maintaining existing services. Developing a skilled, trained and flexible workforce to meet skill shortages A training plan has been developed and funded which focuses on outcomes and high performance. All training and educational expenses are matched to work needs so that Council retains a high benefit from the investment in staff. Council has a focus on ‘growing our own’ to address skill shortages within the external labour market. Meeting higher community expectations Higher educational levels, higher disposable incomes, media images and personal desires are moving community members to expect ‘more for less’ and demand instant responses to wants and


needs. Agile, nimble and flexible work practices and attitudes are being fostered and trained into staff to help meet community expectations in this regard.

Cultural factors Success in this area is highly dependent on achieving high and sustainable workforce engagement brought about through the attraction, recruitment, selection, development, promotion, reward and retention of people who ‘fit’ the organisation’s culture and share its objectives. To achieve this Council’s core values will be utilised to greater advantage in developing a high performance culture to ensure organisational fit in all aspects of human resource management. An analysis, based on discussions with executive and council staff suggest that the stated core values - professionalism, integrity, respect and teamwork - are a relatively accurate reflection of the current culture within the organisation or - ‘the way things are done around here’. The core values are incorporated into all functional activities of people management. The Executive Team has assumed the lead role of champion representing, and demonstrating, executives’ and council members’ genuine ‘belief in our people’. The program is based on enlisting the views of the general workforce on translating the core values into meaningful statements, which will gain employee commitment to act upon them. The Workforce Management Strategy is designed to reinforce a ‘high performance culture’ by delivering human resources services which create a people management culture that encourages individuals and teams to ‘be the best they can be’. Human resources programs used to underpin a high performance culture include:

• Ensuring that the recruitment process is used to assess ‘cultural fit’ during the selection process

• Incorporating the core values into the development of organisational behavioural

competencies to assess individual and team performance

• Developing on-boarding programs that explain the core values in terms of the expected organisational behaviour

• Reinforcing the initial Induction training and resulting employee expectations through

individual learning and development plans based on development needs identified during the probationary employment period, informal and formal performance reviews.

• Talent identification using the core values and organisational competencies to assess future

leadership capacity

Communication The Workforce Management Strategy minimises the risk associated with programs which cannot be achieved within desired time frames due to human capital shortfalls and to ensure that new people management policies, procedures and practices are directly aligned to the achievement of Community Strategic Plan objectives.


The Workforce Management Strategy must therefore be a dynamic document that allows flexibility to ensure that the right people with the right skills doing the right jobs at the right time.

3. Strathfield Council’s Workforce Overview of Strathfield Council’s Structure

Our Current Workforce Council employs 152 full time equivalent (FTE) staff. Over 85% of employees are full time employees. This is approximately one FTE employee for every 260 or so residents in Strathfield Local Government Area. Table 1 Headcount by Employment Type/Gender Around 85% of Council’s employees are employed on a full time basis and around 8% of all employees are part-time. A high proportion of Council’s workforce is permanent, with fewer casual compared to other metropolitan New South Wales councils. Strathfield Council hosts the Cooks River Alliance, a regional project which is funded through an agreement between eight member councils. The Alliance employs 2 full time employees with plans to expand staff positions in 2013-2014. Due to the regional focus of these positions, they have not been included in the Council headcount. The majority of Strathfield’s part-time employees are female around 52%. Most part-time positions are a result of requests by staff for flexible work arrangements especially those returning from parental leave. Part time employment offers Council flexibility in managing its resources as well as retaining and attracting staff with family or carer responsibilities. Table 2 Occupational Groupings (approximate) Grouping Labourer Manager Professional Technical

/ trade Community Clerical Machinery

Operator % of total staff

18% 14% 7% 10% 23% 25% 3%

Table 3 Age Profile (approximate) Strathfield Council Workforce Management Strategy 2017-2021 page 9

Age (years) <20 20-30 30-40 40-50 50-60 60-70 70+

Male 0 13 10 34 15 9 2

Female 1 15 18 13 13 9 0

Total 1 28 28 47 28 18 2 Around 32% of staff are aged over 50 years and 13% are aged over 60 years. The aging of the workforce is a trend in workforce planning. Having the right people in the right jobs at the right time is paramount to the success of the organisation. Strathfield Council need to review its succession plans ensures they reflect our future organisational needs. Council also needs to plan and be careful to ensure the occupational and workplace health, safety and wellbeing of aging staff which provides a challenge in the balance between organisational requirements and individuals abilities.


4. Internal Considerations regarding the Workforce Local issues and opportunities The following issues are identified by Council managers as being of critical importance and/or key challenges in the management of staff and the delivery of Council’s strategic direction:

• Managing our aging workforce

• Managing our staff turnover

• Recruiting new talent while continuing to engage existing employees via mentoring new staff etc.

• Retaining key workers with critical skills and experience

• The ongoing training and professional and personal development of staff

• Retaining and optimising the contribution of mature workers while maintaining their health

and well being.

• Accommodating the differing needs of a multi-generational work force

• Identifying and promoting non-financial means to attract and retain staff

• Addressing current identified skills and resource gaps in a financially sustainable way

• Meeting the demands of the business without unduly stretching the capacity of the workforce

• Accommodating employment flexibility in response to individual needs for work life balance

• Creating opportunities for continuous learning particularly for Generations X / Y and Millennial

• Addressing lack of internal career progression by creating opportunities for employees to

develop their career inside and outside Council.

• Building a culture that is outcomes and performance focused and proactive in seeking to deliver services as efficiently as possible

• Identifying further opportunities to deliver shared services in partnership with other Councils

unless and until Boundary Changes occur.

• Creating greater workforce flexibility such as more multi skilled teams in order to cover changing workload and priorities

• Capturing and transferring corporate knowledge and know how prior to employees leaving.

• Working within the Proposal Period and threat of Local Government Boundary changes.


Work Health and Safety Strathfield Council takes its responsibility for employee and public safety very seriously. Through the ongoing development of appropriate systems and frameworks, we will ensure that this responsibility is delivered on. The effective management of injured employees and a focus on proactive health initiatives is a critical element of maintaining a work environment with a focus on health and safety.

EEO and Diversity Essential to the development of an enthusiastic and engaged workforce is the is the promotion of a workplace culture based on fair and equitable workplace practices as well as the engagement of employment practices that meet the diverse needs of employees and Council’s business and service goals. Implementing EEO initiatives makes good business sense. It ensures that:

• Appointments and promotions are based on merit • All Staff are well trained • Everyone is able to work productively in a nonthreatening, environment • Productivity is maximised

Our commitment in this regard is outlined in the EEO Management Plan.

Recruitment Strathfield Council has developed core behavioural competencies that are used throughout the recruitment process to assess potentials candidates to ensure that we recruit staff who ‘fit’ the Strathfield culture. These same core behavioural competencies are also used to assess the ongoing performance of staff during their employment. Council continues to look at ways to improve its recruitment practices. Council recognises the costs involved with ongoing recruitment and as such is taking steps to educate the leadership team on succession planning, performance management, reward and recognition and training opportunities in an effort to minimise the turnover of staff.

Employee Professional and Personal Development Ensuring that Strathfield Council has the right mix of capabilities to ensure optimum service delivery, development of individuals both within their role and for career opportunities is considered essential to our success. A focus on a welcoming and informative transition to Strathfield Council, along with opportunities for employment and development in entry level roles is critical to ensure the sustainability of Strathfield Council’s workforce.

Review, Reward and Recognition Strathfield Council’s rewards and benefits packages will ensure that we are able to attract and retain the best available people, by allowing employees to not only receive a standard benefits package for being a part of our organisation, but also to have these enhanced as a result of their level of individual commitment and achievement. Regular reviews will provide our staff with ongoing feedback about their performance and also identify future opportunities.


Workplace Relations Strathfield Council is committed to maintaining open, transparent and productive working relationships, based on Strathfield Council’s values. Two way communication, delivering on agreed commitments, valuing all contributions and recognising individual differences will be critical to Council’s desired work environment.

Leadership and Culture Strathfield Council’s leaders demonstrate the organisations values and principles and reinforce our employer brand and culture. Strong leadership, the desire and capability for continuous improvement and driving change are critical to ensuring a high performing and sustainable organisation.


STRATHFIELD 2025 GOAL

STRATHFIELD 2025

STRATEGY

DELIVERY PROGRAM

WORKFORCE PLAN STRATEGY

WORKFORCE PLAN

ACTION

TIMEFRAME Council is ethically and responsibly managed

Lead in an ethical, open, accountable and transparent way

Respond to State Government initiatives affecting local government

Review impacts of reforms on Council organisation, staffing levels and supply

Analyse impacts of change and consult with staff on proposed changes.

2017

Implement changes to NSW Local Government legislation and reviews

2017

Maintain integrity of

Council administration Work cooperatively with Inner West Councils to improve Council performance

Develop and expand regional alliances with other Inner West Councils

2017

Ensure Council administration is trained and aware of ethical conduct practices and expectations

Conduct training and updates for all staff and induction for all new employees on ethical conduct

2017

Align corporate planning and organisational arrangements to deliver Strathfield 2025 and plan for future workforce challenges

Ensure Council has organisational capacity to deliver Community Strategic Plan

Attract and retain workforce to ensure long term supply of skills and resources to deliver Strathfield 2025

Develop an aging workforce strategy which looks at a range of options to staff approaching retirement

2017

Develop succession planning strategies

2017

Identify areas in Council to provide traineeships particularly in areas where there are

2017

STRATHFIELD 2025

GOAL

STRATHFIELD 2025

STRATEGY

DELIVERY PROGRAM


WORKFORCE PLAN

ACTION

TIMEFRAME projected skills shortages

Commitment, loyalty and continued to service to Council is recognised and valued

Maintain and monitor the effectiveness of recognition and rewards system

2017

Development, skilling and training of Council’s workforce is strategically targeted to ensure that Council has the right skills at the right time to implement its strategies, plans and programs.

Implement and review Workforce Management Plan

2017

Review training policy and align training and development with organisational plans and goals

2017

Ensure that all new employees receive induction training

Ongoing

Review recognised employee’s capabilities and performance

Staff performance management and work plans aligned with Council’s organisational goals, strategies and performance standards.

Ongoing


STRATHFIELD 2025

GOAL

STRATHFIELD 2025

STRATEGY

DELIVERY PROGRAM


WORKFORCE PLAN

ACTION

TIMEFRAME Continue Council’s

leadership development program

2017

Workforce management and diversity planning

Implement flexible working arrangements that balance employee and organisational needs

2017

Diversity program developed

2017

Review and update as required initiatives in the EEO management plan

2017

Provide safe work environments and minimise risk associated with Council activities

Provide a safe and healthy work environment

Maintain policies and plans that comply with legislative requirements

Review and implement Council’s Work Health & Safety Policy and WH&S Systems Plan

2017

Implement Work Health & Safety Policy and education and training for staff

Ongoing

Maintain and monitor safe and healthy workplaces

Report accidents, incidents and near misses in Council’s workplaces and ensure follow action is taken

Ongoing

All Council 2017


STRATHFIELD 2025

GOAL

STRATHFIELD 2025

STRATEGY

DELIVERY PROGRAM


WORKFORCE PLAN

ACTION

TIMEFRAME

Workplaces are audited annually

Staff Health & Safety Committee convened and meets regularly

Ongoing

Ensure all employees and

contractors are trained and competent to perform jobs

Certifications and licences for relevant staff and contractors are recorded and monitored to ensure currency

2017

Workers compensation and rehabilitation

Effective management of workers compensation and Return to Work programs

Ongoing

Professional and independent support is available for employees

Provide access to support and counselling services through Employee Assistance Program

Ongoing

Reduce risk and protect community assets

Integrate Enterprise Risk Management framework into Council operations to minimise risks

2017

Develop and implement Business Continuity Plan

2017


STRATHFIELD 2025

GOAL

STRATHFIELD 2025

STRATEGY

DELIVERY PROGRAM


WORKFORCE PLAN

ACTION

TIMEFRAME

Council is efficient, sustainable and delivers value for money services

Promote efficient and effective business practices with community, customers and partnerships

Improve Council’s efficiency utilising Information Technology

Integrate and upgrade use of IT in work operations to drive efficiency and customer service

Increased training and resources for employees promoting online services

2017

Develop applications and provide tablets for processing of service functions by out of office staff

Ongoing

Maintain and improve financial sustainability of Council

Ensure long term financial sustainability through effective short term and long term financial management

Analysis Council’s operations for best practices and efficiencies

Identify efficiencies in Council’s operations

2017


1

Part 2C Communities Asset Management Plan

As at March 2017

Blan

k

1. Introduction This plan has been revised and developed to set out the plans for Council’s assets. The assets are categorised include: Roads, Drainage, Parks and Buildings. The primary role of asset management is to support the services that deliver Strathfield Council’s long term objectives. As Council’s assets age there are increased maintenance, refurbishment and disposal costs which increase the cost of the services that they support. The current council planning framework has been revised to align with the legislated planning framework in the Local Government Act 1993 and the Integrated Planning and Reporting Guidelines for Local Government in NSW. This plan has been developed in line with the legislated framework and guidelines. The legislated framework addresses the balance between the resources available against the long term aspiration objectives of Council. The long term community strategic plan for Strathfield Council is outlined in Strathfield 2025. This document provides a series of strategic drivers for the community with each driver having a number of goals and strategic actions to achieve the desired goals. The key strategic priorities have been developed and linked to a strategy in the long term community strategic plan. These priorities also guide the four year delivery program. As both the long term community strategic plan and the four year delivery program require community consultation, a strategy has been implemented to ensure that the priorities align with community requirements.

1.1 Current status of Council assets This Communities Assets Management Plan contributes to achieving the appropriate balance of social, cultural, environmental and economic services, the key to sustainability. Whilst asset planning is about the condition of existing assets, at the forefront to this planning is current and future community expectation for how they use the assets. The current overarching report on infrastructure assets is best described by the indicators that present themselves form the actions that Council is taking:

a. Infrastructure renewals ratio which is the assets renewals divided by the depreciation, amortisation and impairment and is currently 104.57%

which is a good result identifying the efforts being taken to manage the assets and allocating the appropriate resources to their maintenance.

Part 2C – Asset Management Plan page 2

Councils renewals have improved based on previous years and council will continue to commit to addressing building and infrastructure renewals and maintain financial sustainability

b. Infrastructure backlog ratio – this is the estimated cost to bring assets to a satisfactory standard divided by the carrying value of the infrastructure assets and this ration is currently 1.86%. Of most concern are the condition of bridges that Council has responsibility for , maintenance of bridges is somewhat limited to the wearing course and obvious handrails and line markings , but in a case cracking has presented itself at the abutments of a steel reinforced concrete bridge which need to be investigated and action to be taken. Working on bridges that cannot be taken offline and closed during works is problematic and will require specialist planning to enable minimal disruption to our community.

c. Assets maintenance ratio – this is the actual assets maintenance divided by the required assets maintenance dollar spend that the ration is currently 1.17 which is a good result and indicates that Council is budgeting and spending appropriate funds on maintaining its assets . Council’s assets maintenance ration has improved on the previous year and will continue to focus on assets expenditure.

d. Cost to bring assets to agreed service level – this is the estimated cost to bring assets to an agreed service level set by Council divided by the gross replacement cost and the ration is currently 1.09% which is also a good result and costs have remained relatively stable over the period.

e. Capital expenditure ratio – this is the annual capital expenditure divided by the annual depreciation and currently is being reported as 0.88. Council is slightly below benchmark and will continue to improve capital expenditure relating to assets.

Overall Council is delivering on its responsibility of managing the communities’ assets and delivering them at a condition 3 or better rating.


1.3 Estimated future asset maintenance and renewal Based on Council’s long term financial plans, Council is forecast to meet and exceed financial benchmarks for asset maintenance and renewal from 2017-2027.


1.4 Management Approach to Assets It is the Council’s intention to operate, have available and provide in a fit for purpose manner all the community’s assets under management. To do this, Council has hired suitably qualified persons to fill roles in Council administration that provide the experience and skills to assess assets and provide the technical skills to determine the maintenance regime and to be able to scope of the repairs and reconstructions works required. Specialist skills, where required to assist the investigation process and to meet the statutory regulations like fire suppression systems are outsourced and the services are provided through the procurement and purchasing system to ensure value for money and transparency. Assets such as roads are inspected every five (5) years to enable the wear and deterioration to be categorised and in doing so financial forward planning is enabled to ensure Councils resources are allocated where required. The mitigation of trips and falls on footpaths is a high priority of Council and the condition assessment of footpath is a process that is ongoing to ensure Council is not exposed to any risk of injury. Council management are conscious and intend to carry out all assets maintenance works in accordance with the current legislation, such as and not limiting to –

• Local Government Act 1993 • Local Government (General ) Regulation 2005 • Roads Act 1993 • Environmental Planning and Assessment Act 1979 • Environmental Planning Legislation Amendment Act 2006 • Protection of the Environment Administration Act and Operation Act 2007 • Civil Liability Act 2002 • Work Health and Safety Act 2011 • Commonwealth Disability Discrimination Act 1992 (DDA) • Building Code of Australia • The suite of Australian Standards.


1.5 Development population forecasts There is a recorded average growth of population numbers of approx. 1.3% and it is envisaged that population numbers will be approximately 44,200 by the year 2026 with most increased to be clustered around transport nodes such as rail and main roads. The increased population will expose the community’s assets to more use which is deemed to manageable as the materials used to maintain our assets are of the best quality and the workmanship and quality is all carried out to the presiding standards hence it is forecast that the assets are durable and sufficient to welcome the increased population.


2. Community Assets under Management 2.1 Roads Assets Assets held • 97.5 km of Roads including both asphalt and concrete

• 2 Pedestrian Bridges • 12 Community Car parks

• 177 km Footpaths • 5 Road Bridges • 3 Road Culverts

Available Data The current condition and estimated remaining useful life of the asset groups is based on the engineering team inspecting the roads network every five (5) years as per the required reporting: • Roads surface - visual inspection assessing wearing, cracking & defection • Footpaths - visual inspection • Bridges and culverts - visual inspection and detailed engineering assessment where required • Traffic facilities - visual inspection • Roads pavement - the road formation base material is not depreciable • Signs and Lines - visual assessment

Condition ratings are from 1-5 rating system. Condition 1 is a brand new asset that has been commissioned. Commission 5 rating is where the asset has failed and requires immediate assessment as to its replacement, removal and or decommissioning.

Main Findings The roads network presented to the community is in a Condition 3 rating and or better. There are no sections that are failed and/or unusable at the current point in time. Condition 3 is defined as satisfactory and does require maintenance. The roads are designed and maintained to the current best practice standards of workmanship and materials.

Council engages suitably qualified contractors to mill the surface of asphalt and replace with new quality controlled asphalt which lasts approximately 30 years in service.

The impact of the Westconnex , NBN and development activity type works upon the roads network is being managed. Restorations are being carried out to minimise the impact and not affect the durability of the road surface.


2.2 Drainage Assets Assets held • 65.8 km Stormwater Pipes

• 2,447 Stormwater Pits • 3.2 km Box Culverts • 2.8 km Open Channels • 1 Detention Basin • 3.2 km Box Culverts • Mason Park stormwater reuse • 187 km Kerb and Guttering

Available data The current condition and estimated remaining useful life of the asset groups is based on the Engineering Team inspecting the drainage network every five (5) years as per the required reporting of kerb and guttering - visual inspection and drainage pipes -visual and CCTV inspections (as required).

Condition ratings are from 1-5 rating system. Condition 1 is a brand new asset that has been commissioned. Commission 5 rating is where the asset has failed and requires immediate assessment as to its replacement, removal and or decommissioning.

Main findings Council drainage assets are fully utilised and are provided in accordance with industry design and safety standards where required. Buried concrete reinforced drainage pipes and pits have a much longer life span when compared to other assets. Council is addressing Cosgrove and Gould Streets where there are pits that have been dislodged and gutters need to be realigned. Drainage works on Amaroo and The Boulevarde are being scheduled to be carried out and commissioned.

Drainage assets are vulnerable to vibration cracking due to heavy vehicular overhead trafficable loads and where required Council engages a closed circuit television camera investigation (CCTV). With the proliferation of mature deciduous trees scattered throughout the municipality, the leaves and debris if not swept up of the streets does invariably make its way into the gully pits and does affect the flow of water . Council has an external contractor sweeping the streets in a strategic manner and gully pits are cleaned out by large educators and the debris is taken and disposed of at a suitable tip site as required.


2.3 Parks Assets

Assets held Council provides park services throughout the Strathfield Council area comprising

• 226 Playground items

• 59 Floodlighting installations at 10 separate parks

• 12 Tennis Courts at the South end Tennis Complex

• 14 BBQs at 11 separate parks

• 18.8km of Fencing

• 6 Memorials

• 7 Cricket Nets and 3 Cricket Pitches

• 220 Benches and Seats

• Others

Available Data Basic information regarding Parks assets is available in the following registers Horticulture Lands register Arboriculture Map info register Playground equipment Playfix Floodlighting Asset condition register Parks furniture Asset condition register Sports equipment Sports equipment list

Condition Data Council has number of asset registers covering the majority of the Council’s parks assets. Importantly, high risk assets such as playground equipment are inspected quarterly in accordance with Australian Standards. Updating of all registers and management of condition data will be an ongoing challenge for the organisation. Condition should be measured using a 1-5 rating system.

Main Findings Generally, Council’s Parks assets are fully utilised and provided in accordance with industry design and safety standards where relevant.

Evidence gathered through Council’s community consultation suggests that Councils parks assets are generally in good condition and meeting community needs. Sporting oval capacity continues to be a challenge and strategies are being developed to ensure ongoing equitable access to playing fields. In the 20-17-2018 year, works will be commenced to establish all-weather surfacing in Strathfield and Mason Parks. Due to the nature of Parks assets, the majority of works being carried out is maintenance work. This is particularly true for sportsfields and tree management.

Budget Implications

Maintenance expenditure levels are considered to be adequate to meet current community levels of service. This is in accordance with Council’s overall asset strategy where ongoing productivity and service improvements will offset any increases in maintenance and operational costs required to maintain the existing levels of service. An ongoing works program will be developed to ensure optimal asset renewal expenditure, to achieve the adopted network service levels.


2.4 Building Assets

Asset held Council provides a range of buildings across the Council area for public and Council use comprising:

5 Council Administration buildings 2 Libraries 11 Halls 4 Residential buildings owned by Council 4 Child Care Centres 8 Community Centres 8 Council Depot buildings 15 Parks buildings

Available Data Council undertook a Buildings Asset Valuation in 2011 by Sergon Building Consultants. The valuation included a condition assessment of all the building components which were summarised in the following buildings assets classes:

Floors Building envelopes Fit-out Floor Fit-out Internal Screens Roof Mechanical Services Fire Services

The valuation includes a condition assessment and condition is measured using a 1-5 rating system

Main Findings Council’s building assets are fully utilised and provided in accordance with industry design and safety standards where relevant.

Councils building portfolio is generally in good condition, however as a result of a recent condition audit of the building assets existing funding will be reallocated internally to priority areas and to ensure that the building assets are maintained in accordance with the adopted community levels of service.

Budget Implications

Maintenance expenditure levels are considered to be adequate to meet current required community levels of service.

The estimated expenditure for maintenance and renewals on building assets may increase as a result of the internal reallocation of funding. All new asset expenditure will effectively be funded from grants and/or developer contributions.

An ongoing works program will be developed to ensure optimal asset renewal expenditure, to achieve the adopted network service levels. It is anticipated that the financial projections will be reviewed in line with this approach on an annual basis.


3. Asset condition and estimated replacement value 3.1 Assets under management and their useful economic life before maintenance is required Asset Category Planned asset life (years) Road base formation material 100

Road wearing top surface 30

Kerb and gutter 100

Bridges and culverts 100

Footpaths 50

3.2 Condition rating methodology Condition

Rating Condition Descriptor Guide Residual Life as a % of Total Life

Mean %age residual life

1 Excellent Sound physical condition. Asset likely to perform adequately without major work.

Normal maintenance required >86 95

2 Good Acceptable physical condition, minimal short term risk of failure.

Normal maintenance plus minor repairs required (to 5% or less of the asset)

65 to 85 80

3 Satisfactory Deterioration evident, failure in the short term unlikely. Minor components need replacement or repair now but asset still functions safely.

Significant maintenance and/or repairs required (to 10 - 20% of the asset)

41 to 64 55

4 Worn Deterioration of the asset is evident and failure is possible in the short term. No immediate risk to health and safety.

Significant renewal required (to 20 - 40% of the asset)

10 to 40 35

5 Poor Failed or failure is imminent or there is significant deterioration of the asset. Health and safety hazards exist which present a possible risk to public safety.

Over 50% of the asset requires renewal

<10 5


3.3 Assets under management and their estimated replacement value as at 30 June 2016

Report on Infrastructure Assets as at 30 June 2016 Asset Class Asset category Gross replacement value Buildings Council offices, administration centre $10,255,000 Council works depot $2,169,000 Council Public Halls $2,598,000 Libraries $7,657,000 Cultural Facilities ( amenities) $8,381,000 Community centre $4,523,000 Council House $1,133,000 Other - Sub total $36,716,000 Roads Sealed roads $75,270,000 Bridges $14,227,000 Footpaths $33,619,000 Other roads assets $11,071,000 Bulk earthworks $31,065,000 Kerb and gutter $32,538,000 Sub total $197,790,000 Stormwater drainage Stormwater conduits $51,280,000 Stormwater inlets and junction pits $5,379,000 Sub total $56,659,000 Open space / recreational assets Open space / recreational assets $19,081,000 Sub total $19,081,000 Total $310,246,000


3.4 Alignment of asset management with the Community Strategic Plan Theme CSP Goal CSP Strategy Roads Drainage Parks Building

Connectivity 1.1 Movement to and from Strathfield is easy and safe

1.1.1 Collaborate with relevant parties to provide accessible, available and sustainable public transport options




1.2.1 Collaborate with State Government and relevant parties to connect regional development strategies with provision of state and regional infrastructure and services





Community Wellbeing

2.1 Strathfield is a safe and healthy place






2.3.1 Plan programs that meet the needs of people of all ages, cultures and abilities



Theme CSP Goal CSP Strategy Roads Drainage Parks Building


Prosperity and Opportunities

3.3 Strathfield is a highly desirable place

3.3.1 Develop and promote a sense of place and civic pride in Strathfield



Liveable Neighbourhoods

4.1 Strathfield has high quality sustainable urban design that mixes well designed and innovative development with existing local character

4.1.1 Strathfield’s planned environment is highly liveable with quality and sustainable development incorporating best practice design

4.3 Strathfield’s natural environment is maintained and enhanced

4.3.1 Ensure that development is sensitive to Strathfield’s natural environment

Responsible Leadership

5.2 Council is ethically and responsibly managed



5.3.1 Deliver high quality and efficient customer focused services


4. Service Levels 4.1 Roads Assets - Service Levels Theme CSP Goal CSP Strategy Accessibility Quality Affordability Responsiveness Health &

Safety









Community Wellbeing









Theme CSP Goal CSP Strategy Accessibility Quality Affordability Responsiveness Health & Safety








4.2 Drainage - Service Levels Theme CSP Goal CSP Strategy Accessibility Quality Affordability Responsiveness Health & Safety







1.2.2 Ensure that projected population and development growth is supported by



local infrastructure planning 1.2.3 Ensure that regional development

effectively integrates and supports healthy urban ecosystems



Community Wellbeing














4.1 Strathfield has high quality sustainable urban

4.1.1 Strathfield’s planned environment is highly liveable with quality and sustainable development incorporating



design that mixes well designed and innovative development with existing local character

best practice design








4.3 Parks – Service levels Theme CSP Goal CSP Strategy Accessibility Quality Affordability Responsiveness Health & Safety

Connectivity 1.2 Infrastructure and development is integrated, planned and sustainable



1.3 Information and digital technologies connect local to




global

Community Wellbeing





2.2.2 Work with partners to deliver recreational programs and activities to improve the health of the community


2.3 Strathfield is a

harmonious community with a strong sense of community cohesion

2.3.1 Plan programs that meet needs of people of all ages, cultures and abilities







Liveable 4.3 Strathfield’s 4.3.1 Ensure that development is sensitive to Strathfield’s natural



Neighbourhoods

natural environment is maintained and enhanced

environment






4.4 Buildings – service levels Theme CSP Goal CSP Strategy Accessibility Quality Affordability Responsiveness Health & Safety

Connectivity 1.2 Infrastructure and development is integrated, planned and sustainable



1.3 Information

and digital technologies connect local to global




Community Wellbeing


2.3.1 Plan programs that meet the need of people of all ages, cultures and abilities














5.3 Council is efficient, sustainable and




delivers value for money services


1

Part 2C1Asset Management

Strategy As at 15 March 2017

Strathfield Council Asset Management Strategy as at 1 November 2015 p2

TABLE OF CONTENTS 1. INTRODUCTION ..................................................................................................................................................................................................... 5

1.1 Background ......................................................................................................................................................................................................... 5

1.2 Planning relationships ......................................................................................................................................................................................... 5

2. POLICY AND OBJECTIVES ................................................................................................................................................................................... 7

2.1 Background ......................................................................................................................................................................................................... 7

2.2 Coverage ............................................................................................................................................................................................................. 7

2.3 Objectives ............................................................................................................................................................................................................ 8

2.4 Policy ................................................................................................................................................................................................................... 8

2.5 Adoption of policy ................................................................................................................................................................................................ 9

3. LEVELS OF SERVICE .......................................................................................................................................................................................... 10

3.1 Context .............................................................................................................................................................................................................. 10

3.2 Strathfield 2025 ................................................................................................................................................................................................. 10

3.3 Levels of Service Standards .............................................................................................................................................................................. 11

3.4 Community engagement ................................................................................................................................................................................... 11

3.5 Integration .......................................................................................................................................................................................................... 14

Table 3.1 – Asset linkages to the community strategic plan ..................................................................................................................................... 15

3.6 Service level outcomes ...................................................................................................................................................................................... 16

Table 3.2 – Service Level Outcomes ........................................................................................................................................................................ 18

4. FUTURE DEMAND ...................................................................................................................................................................................................... 21

4.1 Demand forecast .................................................................................................................................................................................................... 21

4.2 Population forecasts ............................................................................................................................................................................................... 21

Table 4.1 - Population projections ............................................................................................................................................................................ 21

4.3 Changes in technology ...................................................................................................................................................................................... 22


4.4 Demand management plan ............................................................................................................................................................................... 22

Table 4.2 - Future demand impact on assets ........................................................................................................................................................... 22

5. CURRENT SITUATION ........................................................................................................................................................................................ 24

5.1 Asset management roles and responsibilities .................................................................................................................................................. 24

5.2 Asset management systems .............................................................................................................................................................................. 25

5.3 Data collection and validation ............................................................................................................................................................................ 25

6. LIFE CYCLE MANAGEMENT ............................................................................................................................................................................... 26

6.1 Lifecycle management strategy .............................................................................................................................................................................. 26

6.2 Asset Category – Roads .................................................................................................................................................................................... 27

6.3 Asset Category – Drainage ............................................................................................................................................................................... 29

6.4 Asset Category - Parks ...................................................................................................................................................................................... 31

6.5 Asset category – Buildings ................................................................................................................................................................................ 33

7. FINANCIAL FORECASTS..................................................................................................................................................................................... 35

Table 7.1 - Asset depreciation .................................................................................................................................................................................. 35

Table 7.2 - Asset operational and maintenance expenditure.................................................................................................................................... 36

Table 7.3 - Asset renewal expenditure ..................................................................................................................................................................... 37

Table 7.4 - New asset expenditure prediction ........................................................................................................................................................... 38

Table 7.5 - Total asset expenditure prediction .......................................................................................................................................................... 39

8. CRITICAL ASSETS ................................................................................................................................................................................................. 40

9. ASSET MANAGEMENT STRATEGY ................................................................................................................................................................... 41

9.1 Asset strategy ................................................................................................................................................................................................... 41

9.2 Gap analysis ...................................................................................................................................................................................................... 42

9.3 Improving asset management capability ........................................................................................................................................................... 42

Table 9.1 - Asset management improvement plan ................................................................................................................................................... 43


Appendix A – Self Assessment Checklist ........................................................................................................................................................................ 45

Document Status This strategy was originally prepared for Strathfield Council by Morrison & Low Consultant Pty Ltd in September 2013. Morrison Low Consultant Pty Ltd PO Box K45` Haymarket Sydney 1240 New South Wales Tel: 02 9211 2991 www.morrisonlow.com The following versions have been approved: Approval Date T. McCarthy, Morrison Low FINAL incorporating Council

feedback 09/13 Feedback from 02/09, 19/09 &

10/10 David Hazeldine, Director Technical Services, Strathfield Council

Updates 09/15 Amendments to Section 3 – Community Levels of Service

David Hazeldine, Director Technical Services, Strathfield Council

Updates 11/15 Amendments to Section 7 - Financial Forecasts.


1. INTRODUCTION

1.1 Background

Strathfield Council is following the guidelines that accompany the Local Government Amendment (Planning and Reporting) Act 2009 in the development of this strategic asset management plan. The Act makes the development of a strategic asset management plan a mandatory requirement for NSW local governments.

The primary role of assets is to support the delivery of services that deliver Council’s long term objectives. As Council’s assets age there are increased maintenance, refurbishment and disposal costs which increase the cost of the services that they support. It is currently estimated that Strathfield Council has approximately $353 million of depreciating physical assets.

The cost of asset creation or acquisition is generally less than 20% of the life cycle cost of an asset which includes operation, refurbishment and disposal costs. Before any asset is purchased or constructed the life cycle costs and risks must be considered as they will place an increased burden on Council’s budget. In an extreme position, Councils can make themselves financially unsustainable in the longer term with an aggressive asset creation program that does not consider the life cycle costs.

The objective of this plan is to identify the balance between service delivery requirements to maximise the achievement of Council’s long term objectives and the life cycle costs of asset ownership within agreed risk tolerances. The information currently available for each asset groups dictates the level of sophistication of the strategy for that asset class.

1.2 Planning relationships

The current council planning framework has been revised to align with the legislated planning framework in the Local Government Amendment (Planning and Reporting) Act 2009 and the Integrated Planning and Reporting Guidelines for Local Government in NSW. This plan has been developed in line with the legislated framework and guidelines.

The legislated framework addresses the balance between the resources available against the long term aspiration objectives of Council to ensure that there is not an over commitment to resources (particularly assets) in the short term.


The long term community strategic plan for Strathfield Council is outlined in Strathfield 2025. This document provides a series of strategic drivers for the community with each driver having a number of goals and strategic actions to achieve the desired goals. It should be noted that Strathfield 2025 includes objectives in which Council will perform an advocacy role of guiding the private sector and other entities in delivering the objectives in the plan. The key strategic priorities have been developed and linked to a strategy in the long term community strategic plan. These priorities also guide the four year delivery program. As both the long term community strategic plan and the four year delivery program require community consultation, a strategy has been implemented to ensure that the priorities align with community requirements. The integrated planning and reporting framework diagram shows the relationship between the various plans and resourcing strategies. As part of this planning process, Council has also prepared a resourcing strategy which includes a Long Term Financial Plan, an Asset Management Policy, Asset Management Strategy and the Workforce Management Plan. Strathfield 2025, the Delivery Program and Operational Plan have informed and been informed by the Resourcing Strategy, which includes Long Term Financial Planning, Workforce Management

Planning and Asset Management Planning.


2. POLICY AND OBJECTIVES

2.1 Background The charter of local government established in the Local Government Act 1993 provides a set of principles that guide councils in the carrying out of their functions. In connection with asset management, the charter states that a council must: provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for

the community and to ensure that those services and facilities are managed efficiently and effectively have regard to the long term and cumulative effects of its decisions bear in mind that it is the custodian and trustee of public assets and to effectively plan for, account for and manage the assets for which it is

responsible engage in long-term strategic planning on behalf of the local community. The purpose of this policy is to guide the strategic management of Council’s assets to ensure the sustainability, equity and affordability of Council’s service delivery for present and future Strathfield communities. In 2009, the Local Government Act was amended to establish the integrated planning and reporting framework, which requires that council develops resourcing strategies, including asset management, to support strategies set out in the Community Strategic Plan and Delivery Program. Asset management strategies must include an asset management policy.

2.2 Coverage This policy applies to all infrastructure assets owned or controlled by Council and forms part of the resourcing strategy which supports the Community Strategic Plan whilst meeting the outcomes of the integrated planning and reporting framework in accordance with the Local Government Act and Office of Local Government’s Integrated Planning and Reporting Guidelines.


2.3 Objectives

The objective of the policy is to set out a framework for implementing consistent asset management processes and ensure that adequate provision is made for long-term and sustainable asset management, which requires that:

assets are managed in accordance with relevant legislation, best practice, appropriate accounting standards and reporting requirements asset management reflects the community’s vision and priorities and is integrated with Council’s Community Strategic Plan and Delivery Program an asset ‘whole of life cost’ approach is taken to asset management in the development of operational, maintenance, renewal, augmentation and

investment asset management is measured against defined levels of service “Quadruple bottom line” (QBL) sustainability for social, economic, environmental and civic leadership outcomes is achieved.

2.4 Policy

Strathfield Council owns and/or operates a significant portfolio of assets. As custodian of the assets, Council is responsible for establishing and implementing optimal asset management strategies and practices that enable the assets to be sustained and related levels of service acceptable to the community to be provided at the lowest possible overall cost whilst controlling exposure to risk and loss.

In order to achieve this, Council is committed to the following principles:

Integrate asset management strategy and planning with the vision, desired outcome and objectives of the Strathfield Community Strategic Plan‘Strathfield 2025’

Provide assets that reflect the infrastructure requirements of present and future members of our community Council will provide infrastructure that is planned, designed, constructed, costed and maintained to ensure that infrastructure is sustainable. That a strategic and systematic approach to asset management that meets legislative requirements, embraces industry standards and best

practice will be applied throughout Council. Councillors are responsible for ensuring that sufficient resources are applied to manage Council’s assets and the longer term and cumulative

effect of decision making is considered when determining Council policy, plans and strategies. The General Manager and/or authorised officers are responsible for the managing the assets in accordance with this Policy, Council’s adopted

Asset Management Strategy, and related Asset Management Plans.


Assets will be accounted for in accordance with the requirements of the appropriate accounting standards and reporting requirements Council will develop and review its Asset Management Plans on a minimum four year cycle. Council will maintain and update its asset management system (AssetFinda) with comprehensive information of all infrastructure assets. Asset management capabilities will be regularly reviewed and improved through necessary advances in technology, systems and processes and

training

Assets will be accounted for in accordance with the requirements of the appropriate accounting standards and reporting requirements: Council will develop and review its asset management plans on a minimum four year cycle Council’s asset management capabilities will be regularly reviewed and improved through necessary advances in technology, systems and

processes and training

2.5 Adoption of policy Council’s Asset Management Policy was adopted by Council at its meeting held on 2 December 2014.


3. LEVELS OF SERVICE 3.1 Context Asset management planning includes the active engagement of and consultation with the community to explain the impact on all people that use the infrastructure asset network, and to determine the community’s service level expectations for infrastructure assets. Quality information from community members and stakeholders ensures the current and future infrastructure across the Strathfield LGA is managed by Council to achieve the principles of equity, access, participation and right. This information from the community is integrated with data, research and technical and financial information in preparing Asset Management Strategies and Plans and Long Term Financial Plan. The level of service for each asset category defines what Council intends to deliver to the community with respect to its assets and the level of service the community can afford. The level of service for each asset category is based on community expectations, legislative requirements and Council policy. Asset levels of service for each asset category focuses on how the community experiences the asset (relating to factors such as condition, quality, reliability, responsiveness, sustainability, timeliness, accessibility, cost and functionality) and technical characteristics required to deliver the asset. There is a direct relationship between the level of service provided by an asset and the cost to provide it. As the level of service becomes higher, the cost to provide it also increases. Council considers these factors in relation to each asset category and for the infrastructure network as a whole.

3.2 Strathfield 2025 The Vision for Strathfield Local Government area is detailed in Strathfield 2025 the Councils Community Strategic Plan and is detailed as: ““Strathfield is a well connected urban centre in Sydney’s Inner West with rich cultural diversity and a strong sense of community cohesion. The community is engaged with Council in guiding a sustainable future and opportunities for education, recreation, employment and overall wellbeing in Strathfield”.


3.3 Levels of Service Standards

Strathfield Council has adopted asset condition 3 as ‘satisfactory’ for the purposes of asset management. This service standard was adopted by resolution of Council on 1 September 2015 following community engagement processes described in 3.3.

3.4 Community engagement

Council has consulted with the community on frequent basis since 2009 to engage the community in determining agreed service levels. The results of successive surveys and engagement have indicated that the assets of highest importance to the community are roads and footpaths, though all assets are considered to be of medium to high importance. Generally, the community is satisfied with the management of Council’s assets, with no asset class achieving a less than medium satisfaction rating. On this basis, Council has adopted ‘average’ (condition 3) as the agreed minimum service level for management of all types of physical infrastructure assets.

In 2009, an independent community survey (researchers McGregor Tan) was commissioned by Council, which surveyed views on a wide range of issues relating to community and council services. While this survey was not aimed specifically at asset management, the survey indicated community views on some areas of asset management.

Satisfaction with accessibility and appearance of local amenities. A high level of satisfaction was recorded for parks, streets, town centres andshopping precincts.

Footpaths, road maintenance, parks and reserves, library services, sports facilities and community centres were all considered of high level ofimportance to the community. Parks and reserves, library services, sports facilities and community centres were all rated with high satisfactionratings and footpaths and road maintenance as medium.

In 2011-12, Council undertook a large scale community engagement process for the development of the Strathfield Community Strategic plan though household surveys, interviews, public meetings, focus groups and submissions. Though this process, Council obtained community feedback on community assets, their performance and importance. The services and assets of highest importance were roads and parking facilities, well maintained and attractive local areas and parks and recreational areas. Survey respondents indicated satisfaction with maintaining the local area and parks and recreation. The community ranked walkways/footpaths as satisfactory but of lesser importance. The issue most frequently raised in these engagements was traffic management. This involved a range of traffic related issues including congestion, parking, residential parking schemes, traffic controls and road maintenance.


In 2014, Council commissioned an independent community survey (IRIS Research) to ascertain views on Council’s management of community assets. Infrastructure Importance rating Rating score Local roads 1 High Footpaths 2 High Stormwater drainage 3 High Parks, playgrounds and reserves 4 High Kerbs and Gutters 5 High Libraries 6 Medium Sporting fields 7 Medium Community buildings and halls 8 Medium Bike paths 9 Medium The top five assets were in the ‘high’ importance range with the most important asset to residents was found to be ‘local roads’ with 92.6% providing a high importance rating. The remaining four infrastructure assets were deemed ‘medium’ importance. Infrastructure Importance rating Rating score Libraries 1 High Parks, playgrounds and reserves 2 High Sporting fields 3 Medium Stormwater drainage 4 Medium Kerbs and gutters 5 Medium Community buildings and halls 6 Medium Bike paths 7 Medium Local roads 8 Medium Footpaths 9 Medium Libraries and parks, playgrounds and reserves were considered to be in the ‘high’ satisfaction rating with all other assets in the medium satisfaction rating. No asset was ranked with a low satisfaction rating.


This survey also indicated that the community considers that well maintained community assets were highly important. All the following statements received high agreement ratings:

The appearance and attractiveness of my area is important to me (90.1% agreement) Well maintained and quality local infrastructure and facilities is important to the value of property in my area (86.3% agreement) Well maintained and quality local infrastructure provides with me with a better quality of life in my area. (82.5% agreement).

In May and June 2015, Council conducted a community engagement which permitted any member of the public to have their say on Council’s asset management. Council’s community engagement process utilised number of techniques to enable the community to engage in the way/s that best suit their level of interest, availability and preferences. This included:

An information flyer was issued to each household A community survey was advertised and accessible on Council’s website. Print copies of the survey were available from Council’s Customer

Service and Libraries. Information on the review and engagement was published on Council website Static information displays with feedback options were featured at Strathfield Library Face-to-face engagement opportunities.

An information flyer was sent to each household in the Strathfield Council area in early June 2015, which set out information on the current condition of Council’s assets across the range of asset classes which included regional roads, local roads, footpaths, kerb and gutter, parks and buildings. A copy of the flyer is attached.

Information sessions were held at Strathfield Library on Saturday 6 June or Saturday 13 June at 10am to 12 noon. The asset management community survey was available on the Council website, library and at information sessions.

The results from the community engagement were consistent with previous engagements. Overall, the community considered Council’s current asset management program to be well managed with no asset classes rating in the low category in either importance or satisfaction.

Infrastructure Importance rating RatingLocal roads 1 High Footpaths 2 HighCommunity buildings and halls 3 Medium


Infrastructure Importance rating Rating Stormwater drainage 4 Medium Kerbs and Gutters 5 Medium Parks, playgrounds and sporting fields 6 Medium Infrastructure Satisfaction rating Rating Community buildings, libraries and halls 1 High Parks, playgrounds and sporting fields 2 High Stormwater drainage 3 Medium Local roads 4 Medium Kerbs and Gutters 5 Medium Footpaths 6 Medium The survey requested that residents compared the standard of asset management to other council areas.

Question Agreement response Strathfield Council’s assets are better maintained than other councils 72.41% Strathfield Council’s assets are in similar condition compared to other councils

17.24%

Strathfield Council’s assets are worse than other councils 3.45% Can’t say 6.90%

3.5 Integration Assets play an important part in the delivery of services to our community. As such infrastructure assets will play both a direct and an indirect role in the delivery of a number of the key community drivers and Council actions. The table below indicates which assets play a role in the delivery of Councils key strategies linked to Strathfield 2025, the community strategic plan themes, goals and strategies.


Table 3.1 – Asset linkages to the community strategic plan

Theme Goal Strategy Roads Drainage Buildings Parks

Connectivity

Movement to and from Strathfield is easy and safe

1.1.1: Collaborate with relevant parties to provide accessible, available and sustainable public transport options

1.1.2: Address impacts of traffic congestion

1.1.3: Improve mobility and accessibility of local transport networks

Infrastructure and development is integrated, planned and sustainable

1.2.1: Collaborate with State Government and relevant parties to connect regional development strategies with provision of state and regional infrastructure and services

1.2.2: Ensure that projected population and development growth is supported by local infrastructure planning

Information and digital technologies connect local to global

1.3.2: Align and adapt library services to changing information needs, service delivery and literacy demands

Community Wellbeing

Strathfield is a safe and healthy place 2.1.2: Protect the health and safety of the Strathfield community

Strathfield community is healthy, active and inclusive

2.2.1: Support a range of recreational and community activities in parks and open space and outdoor facilities

2.2.2: Work with partners to deliver recreational programs and activities to improve health of the community

2.2.3: Ensure Council facilities, parks and public open spaces are well managed and accessible

Strathfield is a harmonious community with a strong sense of community cohesion

2.3.1: Plan programs that meet the needs of people of all ages, cultures and abilities

2.3.2: Collaborate with partners to deliver programs that support and build and strengthen community capacity and resilience


Theme Goal Strategy Roads Drainage Buildings Parks

2.3.3: Provide equitable access to council facilities for community, cultural and recreational programs


Strathfield as a highly desirable place

3.3.1: Develop and promote a sense of place and civic pride in Strathfield

3.3.2: Collaborate with business and community stakeholders to develop and implement place promotion

3.3.3: Develop attraction strategies for investment in the local economy

Liveable Neighborhoods

Strathfield neighbourhoods are clean, attractive & well maintained

4.2.1: Maintain clean and attractive public areas and landscapes

4.2.3: Maintain and improve quality of water systems

Our natural environment is maintained and enhanced

4.3.1: Ensure that development is sensitive to Strathfield's natural environment

4.3.2: Develop activities and programs that promote our natural environment

4.3.3: Protect and enhance Strathfield's biodiversity


Council is ethically and responsibly managed

5.2.3: Provide safe work environments and minimise risk associated with Council activities


5.3.1: Deliver high quality and efficient customer focused services

5.3.3: Maintain and improve financial sustainability of Council

3.6 Service level outcomes The asset management plans for each asset category specifically defines the community levels of service and the technical levels of service.


Community levels of service are related to the service that the community receives. The community’s expectations with regards to levels of service are communicated to Council via consultation. This can be measured in a number of ways, both tangible and intangible, such as appearance of facilities, speed of service and availability of service

Technical levels of service are technical in nature and are measurable quantitatively. It is the means by which council officers establish the level of operation and maintenance required to ensure that the community levels of service are achieved.

These levels of service have been combined to deliver five asset related service level outcomes. The service level outcomes are:

Accessibility Quality Responsiveness Affordability Health and Safety

Each of the service level outcomes is related directly to Council’s Community Strategic Plan Strathfield 2025 by the way each asset class helps deliver the services required by the community. These service level outcomes are essential to ensure the asset portfolio is not only maintained to a satisfactory level but also caters for the future demands of the community whilst balancing the potential risks to the community and the Council. The service level outcomes and how they are related to the assets and Council’s strategies are detailed in Table 3. 2 - Service level outcomes.

Accessibility

To ensure the asset base performs as required it is essential that the asset, no matter which type of asset, is generally available to the community as required. As a service outcome the council’s customers will require assets that are accessible and can be relied upon to deliver the services that are not only expected, but the services that are required.


Table 3.2 – Service Level Outcomes

Theme Goal Strategy Accessibility Quality Affordability Responsiveness Health

& Safety

Connectivity Movement to and from Strathfield is easy and safe

1.1.1: Collaborate with relevant parties to provide accessible, available and sustainable public transport options

1.1.2: Address impacts of traffic congestion

1.1.3: Improve mobility and accessibility of local transport networks

Infrastructure and development is integrated, planned and sustainable

1.2.1: Collaborate with State Government and relevant parties to connect regional development strategies with provision of state and regional infrastructure and services

1.2.2: Ensure that projected population and development growth is supported by local infrastructure planning

Information and digital technologies connect local to global

1.3.2: Align and adapt library services to changing information needs, service delivery and literacy demands

Community Wellbeing

Strathfield is a safe and healthy place

2.1.2: Protect the health and safety of the Strathfield community

Strathfield community is

2.2.1: Support a range of recreational and community activities in parks and open space and outdoor facilities



& Safety

healthy, active and inclusive

2.2.2: Work with partners to deliver recreational programs and activities to improve health of the community

2.2.3: Ensure Council facilities, parks and public open spaces are well managed and accessible

Strathfield is a harmonious community with a strong sense of community cohesion

2.3.1: Plan programs that meet the needs of people of all ages, cultures and abilities

2.3.2: Collaborate with partners to deliver programs that support and build and strengthen community capacity and resilience

2.3.3: Provide equitable access to council facilities for community, cultural and recreational programs


Strathfield as a highly desirable place

3.3.1: Develop and promote a sense of place and civic pride in Strathfield

3.3.2: Collaborate with business and community stakeholders to develop and implement place promotion

3.3.3: Develop attraction strategies for investment in the local economy


Strathfield’s neighbourhoods are clean, attractive & well maintained

4.2.1: Maintain clean and attractive public areas and landscapes

4.2.3: Maintain and improve quality of water

systems

Our natural environment is

4.3.1: Ensure that development is sensitive to Strathfield's natural environment



& Safety

maintained and enhanced

4.3.2: Develop activities and programs that promote our natural environment

4.3.3: Protect and enhance Strathfield's biodiversity


Council is ethically and responsibly managed

5.2.3: Provide safe work environments and minimise risk associated with Council activities


5.3.1: Deliver high quality and efficient customer focused services

5.3.3: Maintain and improve financial sustainability of Council


4. FUTURE DEMAND

4.1 Demand forecast The future infrastructure demand for community infrastructure and facilities is driven by changes and trends in: Population growth/reduction Changes in the demography of the community Lifestyle changes Residential occupancy levels Commercial/Industrial demand Technological changes which impact the asset The economic situation Government policy Environmental

4.2 Population forecasts The estimated current and forecast resident population of Strathfield LGA from the New South Wales Local Area Population Projections is shown in the table below:

Table 4.1 - Population projections

Year Total Population Annual Average Growth Rate

% age population 0 – 14 years old



% age population >65 years old

2036 50,100 1.25 17.2 36.1 29.5 17.2 2026 44,200 1.27 17.7 37.4 29.9 15.0 2016 38,900 1.57 17.7 39.6 30.1 12.6 2011* 35,188 16.4 42.4 29.3 12.0


2006 33,200 17.5 40.4 29.8 12.3 The major component of the historic population increase relates to increases in medium to high density unit dwellings in Strathfield. The population trend in Strathfield indicate large numbers of persons aged 15 to 35 years (36.1% in Census 2011), which is significantly larger than the Sydney average (28.8%). There is generally declining numbers of persons aged 55 years and over against Sydney and Inner West region averages. The ‘de-aging’ of the population is due to a range of factors including increased numbers of medium to high density unit development and attraction of large numbers of students and persons of working age to Strathfield due to its transport and accessible geographical location. New development in Strathfield is characterised by a younger demographic. The majority of population growth is likely to occur within the northern section of Strathfield surrounding the rail stations and in the Parramatta Road corridor.

4.3 Changes in technology Technology changes may affect the delivery of buildings services as a result of improvements to construction materials and methods and more efficient operational costs. These may potentially increase the life of some assets and reduce susceptibility to damage.

4.4 Demand management plan

Table 4.2 - Future demand impact on assets

Demand factor Impact on services – Building Assets

Impact on services – Drainage Assets

Impact on services – Roads Assets

Impact on services – Parks Assets

Population Population growth will place an increased demand on buildings assets, especially libraries and community centres.

Population growth itself will not have a significant impact on drainage services, however the associated increase in buildings and impermeable areas will lead to increased demand on drainage assets

Population growth will place an increased demand for the provision of roads assets and increased private vehicle and public transport usage

Population growth will lead to an increased demand for and usage of parks and associated assets

Demographics The trend towards an increasing and younger population will place an increased demand on some buildings assets, especially libraries and community centres

The trend towards an aging population will place a higher demand on public transport

The trend towards a younger population may lead to an increased demand for certain types of parks assets e.g. sporting and recreational


Demand factor Impact on services – Building Assets

Impact on services – Drainage Assets

Impact on services – Roads Assets

Impact on services – Parks Assets facilities

Social/Economic The trend towards increased medium to high density units will place a higher demand on public transport

The trend towards increased medium to high density units will lead to an increased demand for and usage of parks and associated assets

Transportation Changes

The design and provision of transport networks will need to address future needs, including the increased demand for public transport, cycle ways and footpaths

Increasing costs Requirement to continue to maximise service delivery within the funding limitations.

Requirement to continue to maximise service delivery within the funding limitations.



Environment and Climate

impacted by change such as more severe weather events.

Drainage assets will be impacted by change such as more severe weather events.

Some infrastructure assets may be impacted by change such as more severe weather events.

Some parks assets may be impacted by change such as more severe weather events.

Lifestyle Will impact on the type and size of facilities provided into the future

Will impact on the type and size of sports catered for with recreational assets.

Technology May require improved environmental management of facilities

May require improved environmental management of facilities


5. CURRENT SITUATION 5.1 Asset management roles and responsibilities The responsibilities relating to infrastructure assets within Council are as follows: Council – Owns all assets and acts as a steward for the assets. The Council will set the asset management policy and vision, and ensures that resources are available for asset management activities. Executive – Reviews the Strategic Asset Management Plan (including the four-year Asset Delivery Program) and asset business cases in line with the asset management policy, and advises Council on asset matters. Director of Technical Services – Is delegated by Council to act in the capacity of asset owner and make recommendations to Council, and responsible for the development of the Strategic Asset Management Plan which recommends the most sustainable use of available funds across the asset portfolios. Community Lands and Services Manager and Manager Environmental Services – Responsible for the establishment and delivery of operations and maintenance and capital works programs for parks and building assets. Manager Engineering Works and Services – Responsible for the establishment and delivery of operations and maintenance and capital works programs for road and drainage assets. Asset Engineer – Responsible for the establishment and maintenance of asset management systems and processes.


5.2 Asset management systems Council has acquired ‘Asset Finda’ as its formalised asset management system. All asset data for depreciation purposes is stored in the corporate financial system. The asset registers for asset management purposes are maintained in a series of standalone spread sheets maintained by the individual asset managers. It is recommended that to improve the asset management improvement program a single corporate asset register is established.

5.3 Data collection and validation In the preparation of this asset management strategy and the development of the asset management plans, Council has used the most current and up to date information that it has available. This information will be required to be updated on a regular basis. Currently there is no fixed regime of data collection and or data validation. Data is collected as and when required. As part of the asset management improvement plan it is proposed that these matters be addressed on an ongoing basis.


6. LIFE CYCLE MANAGEMENT

6.1 Lifecycle management strategy Council has collected asset condition data for most of its assets. This data is based on a 1 – 5 condition assessment as detailed below:

Condition rating Condition Descriptor 1 Excellent No work required (normal maintenance) 2 Good Only minor maintenance work required 3 Average Maintenance work required 4 Poor Renewal required 5 Very poor Urgent renewal/upgrading required


6.2 Asset Category – Roads

Road Assets

Holdings Council provides a road and footpath network throughout the Strathfield Council area comprising: 97.5 km of Roads 187 km Kerb and Guttering 179 km Footpaths Cycle ways (not previously classed as a road asset) 5 Road Bridges 7 Pedestrian Bridges 3 Road Culverts 12 Car parks 5488 Signs 4947 Sign posts.

Available Data A condition assessment of roads assets was undertaken in 2009. The current condition and estimated remaining useful life of the asset groups was based on the following: Roads surface Visual inspection Roads pavement Visual inspection Footpaths Visual inspection Kerb and Guttering Visual inspection Bridges and culverts Visual inspection Signs and Lines Visual inspection Other transport assets Visual inspection Condition is measured using a 1-5 rating system

Condition Data Condition Rating Surface Pavement Footpaths K&G Bridges

Excellent 20.6% 62.4% 25.1% 0% 44%

Good 32.9% 31.4% 51.0% 17.8% 22%

Average 36.5% 5.1% 15.9% 77.2% 29%

Poor 6.0% 0.5% 5.0% 4.5% 5%


Road Assets

Very poor 4.0% 0.6% 3.0% 0.5% 0%

Main Findings Generally, Council’s roads assets are fully utilised and provided in accordance with industry design and safety standards where relevant. Ongoing restoration of the road surface caused by the service utility companies maintaining their assets will continue to pose the greatest impact on Council’s over-all road asset conditions. Overall residents perceive roads as a very important asset and are somewhat satisfied with the performance and delivery of the asset.

Budget Implications

Maintenance expenditure levels are considered adequate to meet current community levels of service. Restoration work is undertaken to restore the assets following work on or under the asset carried out by others, e.g. utilities companies. The restoration works are fully funded by the organisation that carried out the work on or under the road. The estimated expenditure for maintenance and renewals on road assets is to remain at existing levels. All new asset expenditure will effectively be funded from grants and / or developer contributions. Section 7 - Financial Forecasts details the asset expenditure over the life of this strategy. An ongoing works program will be developed to ensure optimal asset renewal expenditure, to achieve the adopted network service levels. It is anticipated that the financial projections will be reviewed in line with this approach on an annual basis and as required.


6.3 Asset Category – Drainage

Drainage Assets

Holdings Council provides a drainage network throughout the Strathfield Council the area comprising 65.8 km Stormwater Pipes 2,447 Stormwater Pits 3.2 km Box Culverts 2.8 km Open Channels 1 Detention Basin Water quality devices Freshwater Park and chain of ponds Stormwater harvesting Mason Park stormwater reuse

Available Data Council undertook a valuation of its drainage asset in 2015. The valuation included a desk top based reassessment of asset condition of the following drainage assets: Stormwater pipes Stormwater pits Box culverts Open channels Water quality devices were not included in the valuation

Condition is measured using a 1-5 rating system

Condition Data Condition Rating Pipes Pits Culverts Channels

Excellent 0% 32.84% 0% 0.11%

Good 4.47% 29.52% 11.48% 10.98%

Average 88.68% 35.53% 85.51% 80.10%

Poor 5.11% 1.69% 2.45% 7.59%

Very poor 1.74% 0.42% 0.56% 1.33%


Drainage Assets

Main Findings Generally, Council’s Drainage assets are fully utilised and provided in accordance with industry design and safety standards where relevant. Council’s Drainage assets have a much longer total life when compared to the other asset classes. As a result the drainage assets will need to be continually monitored to ensure that there is no accelerated decline in the condition of the assets. Drainage Assets are vulnerable to damage from over loading and major flood events, as a result the asset may not achieve its full life capacity. Damaged pit lintels are the major contributor to Drainage maintenance and renewal.

Budget Implications

Maintenance expenditure levels are considered adequate to meet current Community Levels of Service. The estimated expenditure for maintenance and renewals on Drainage assets is to remain at existing levels. All new asset expenditure will effectively be funded through Council’s sustainability program for the foreseeable future. Section 7, Financial Forecasts details the asset expenditure over the life of this strategy. An ongoing works program will be developed to ensure optimal asset expenditure, to achieve the adopted network service levels. It is anticipated that the financial projections will be reviewed in line with this approach on an annual basis.


6.4 Asset Category - Parks

Parks Assets

Holdings Council provides park services throughout the Strathfield Council area comprising 226 Playground items 59 Floodlighting installations at 10 separate parks 12 Tennis Courts at the South end Tennis Complex 14 BBQs at 11 separate parks 18.8km of Fencing Memorials Cricket Nets and 3 Cricket Pitches 220 Benches and Seats Others

Available Data Basic information regarding Parks assets is available in the following registers Horticulture - Lands register Arboriculture - Map info register Playground equipment - Playfix Floodlighting - Asset condition register Parks furniture - Asset condition register Sports equipment - Sports equipment list

The valuation includes a condition assessment. Condition is measured using a 1-5 rating system

Condition Data Council has number of asset registers covering the majority of the Council’s parks assets. Importantly, high risk assets such as playground equipment are inspected quarterly in accordance with Australian Standards. Updating of all registers and management of condition data will be an ongoing challenge for the organisation. Condition should be measured using a 1-5 rating system


Parks Assets

Main Findings Generally, Council’s Parks assets are fully utilised and provided in accordance with industry design and safety standards where relevant. Council maintains registers relating to parks assets Levels of Service however has limited formal information regarding asset capacity and performance. Evidence gathered through Council’s community consultation suggests that Councils parks assets are generally in good condition and meeting community needs. Sporting oval capacity continues to be a challenge and strategies will need to be developed to ensure ongoing equitable access to playing fields. Due to the nature of Parks assets, the majority of works being carried out is maintenance work. This is particularly true for sports fields and tree management.

Budget Implications

Maintenance expenditure levels are considered to be adequate to meet current Community Levels of Service. This is in accordance with Council’s overall asset strategy where ongoing productivity and service improvements will offset any increases in maintenance and operational costs required to maintain the existing levels of service. The estimated expenditure for maintenance and renewals on Park assets is to remain at existing levels. All new asset expenditure will effectively be funded from grants and / or developer contributions. Section 7, Financial Forecasts details the asset expenditure over the life of this strategy. An ongoing works program will be developed to ensure optimal asset renewal expenditure, to achieve the adopted network service levels. It is anticipated that the financial projections will be reviewed in line with this approach on an annual basis.


6.5 Asset category – Buildings

Building Assets

Holdings Council provides a range of buildings across the Council area for public and Council use comprising: 5 Council Administration buildings 2 Libraries 11 Halls 4 Residential buildings owned by Council 4 Child Care Centres 8 Community Centres 8 Council Depot buildings 15 Parks buildings

Available Data Council undertook a Buildings Asset Valuation in 2011 by Sergon Building Consultants. The valuation included a condition assessment of all the building components which were summarised in the following buildings assets classes: Floors Building envelopes Fit-out Floor Fit-out Internal Screens Roof Mechanical Services Fire Services

The valuation includes a condition assessment. Condition is measured using a 1-5 rating system

Condition Data Condition Rating

Floor Envelope Fit out Floor

Fit out Internal

Roof Mechanical Services

Fire Services

Excellent 20% 17% 0% 50% 13% 99% 81%

Good 38% 32% 79% 17% 58% 1% 4%

Average 31% 30% 17% 16% 27% 0% 0%

Poor 12% 21% 4% 18% 2% 0% 14%


Very poor 0% 0% 0% 0% 0% 0% 0%

Main Findings Generally, Council’s building assets are fully utilised and provided in accordance with industry design and safety standards where relevant. Councils building portfolio is generally in good condition, however as a result of a recent condition audit of the building assets existing funding will be reallocated internally to priority areas and to ensure that the building assets are maintained in accordance with the adopted community levels of service.

Budget Implications

Maintenance expenditure levels are considered to be adequate to meet current required community levels of service. The estimated expenditure for maintenance and renewals on building assets may increase as a result of the internal reallocation of funding. All new asset expenditure will effectively be funded from grants and / or developer contributions. Section 7, Financial Forecasts details the asset expenditure over the life of this strategy. An ongoing works program will be developed to ensure optimal asset renewal expenditure, to achieve the adopted network service levels. It is anticipated that the financial projections will be reviewed in line with this approach on an annual basis.


7. FINANCIAL FORECASTS The following general assumptions have been made in preparing the expenditure forecasts: Depreciation values are at 30 June 2015 as shown in the annual financial statement. No allowance has been made for inflation. Note that for

buildings assets, information is included as at June 2015 fair value assessment. The renewals program and forecasts have been established on the basis of the most recent condition assessment and currently assessed

replacement values and limited historical cost data Maintenance costs allow for the forecast increase in assets due to development and increase demand on assets due to demand changes The rate and pattern of development are as detailed in Section 4 - Future Demand The average useful life and average remaining life of assets are based on current local knowledge, industry standards, historical trends and

condition assessment. The expenditure data is reflected in the base case funding scenario in then Councils current Long Term Financial Plan. The method of valuation of Council’s assets is by ‘fair value’ in accordance with the AAS27, International Accounting Standard AASB116 and the DLG Circulars No. 06-43 & 06-75.

Table 7.1 - Asset depreciation

Asset Class Replacement Value Accumulated Depreciation

Depreciated Replacement Cost

Asset Consumption Ratio

Roads $182,881,072 $44,014,579 $138,866,493 59%

Drainage $56,659,143 $19,719,764 $36,939,379 41%

Parks $5,404,053 $1,918,947 $3,485,106 66%

Buildings* 36,666,784 $14,785,722 $21,881,062 60%

Total $281,611,052 $80,439,012 $201,172,040 57%


* Information for buildings assets are from the fair value assessment in June 2013

The Asset Consumption Ratio measures the average proportion of “as new” value remaining in the assets. This ratio shows the written down current value of a local government’s depreciable assets relative to their “as new” value in up to date prices. The ratio highlights the aged condition of the Councils stock of physical assets.

A ratio less that 50% indicates a rapid deterioration of the local government’s asset base. Urgent investment may be required to ensure service levels are maintained. A ratio of 60% indicates an adequate usable level of service across individual asset categories.

The asset valuation data suggests that Council’s assets have been depreciated by approximately 30% on average which would indicate that the assets have sufficient residual life to effectively manage the existing services of the Council.

Table 7.2 - Asset operational and maintenance expenditure - highlights the expected asset expenditure projections for the period 2015/16 to 2024/25.

The expenditure projection is based on maintaining the asset base. Operational activities are those carried out to keep the asset usable but have no impact on the condition of the asset such as cleaning, utilities and data collection. Maintenance activities are those required to maintain the ability of the asset to provide the required service levels. The expenditure projection also takes account of assets required to deliver the community strategic plan objectives.

Table 7.2 - Asset operational and maintenance expenditure

Operations and Maintenance Expenditure 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

Roads 1,009,516 1,175,193 1,201,247 1,227,889 1,159,867 1,176,342 1,202,533 1,229,318 1,256,709 1,284,721 Drainage 92,097 414,177 435,505 458,033 481,833 506,979 533,549 561,627 591,302 622,666 Parks 389,171 397,078 405,145 413,377 421,778 430,349 439,096 448,021 457,129 466,422 Buildings* 265,287 675,593 704,305 734,503 757,587 790,842 825,849 862,707 901,522 942,408 Total 1,756,071 2,662,041 2,746,202 2,833,802 2,821,065 2,904,512 3,001,027 3,101,673 3,206,662 3,316,217


Table 7.3 - Asset renewal expenditure

Asset Renewal Expenditure 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Road 1,572,497 2,777,209 2,739,068 3,473,487 2,614,875 2,891,840 3,273,321 3,304,490 2,625,262 2,617,663 Drainage 100,000 438,415 438,415 2,330 438,415 438,415 438,415 438,415 838,415 438,415 Parks* 86,987 82,743 2,330 87,773 2,330 185,833 60,454 2,330 2,330 2,330 Building 2,115,000 733,708 741,658 749,847 758,281 766,968 775,916 785,132 794,625 804,402 Total 3,874,484 4,032,075 3,921,471 4,313,437 3,813,901 4,283,056 4,548,106 4,530,367 4,260,632 3,862,810

* It should be noted that there is no renewal expenditure for Council’s Park assets. Currently Park asset renewal expenditure is included as part of the operation and maintenance expenditure. Part of Councils strategy for maintaining its assets, is to better determine the split between maintenance and renewal expenditure. Table 7.4 - New asset expenditure prediction - highlights the expected new asset expenditure projections for the period 2015/16 to 2024/25. The New Asset Expenditure Prediction is based on works that create a new asset that did not previously exist or increase the capacity of or improve the quality of an existing asset. New works detailed in the Developer Contribution Plan are included in the expenditure prediction. The expenditure prediction also takes account of assets required to deliver the community strategic plan objectives and are consistent with the current Long Term Financial Plan for the Organisation.


* It should be noted that there is no renewal expenditure for Council’s Park assets. Currently Park asset renewal expenditure is included as part of the operation and maintenance expenditure. Part of Councils strategy for maintaining its assets, is to better determine the split between maintenance and renewal expenditure. Table 7.4 - New asset expenditure prediction - highlights the expected new asset expenditure projections for the period 2015/16 to 2024/25. The New Asset Expenditure Prediction is based on works that create a new asset that did not previously exist or increase the capacity of or improve the quality of an existing asset. New works detailed in the Developer Contribution Plan are included in the expenditure prediction. The expenditure prediction also takes account of assets required to deliver the community strategic plan objectives and are consistent with the current Long Term Financial Plan for the Organisation.

Table 7.4 - New asset expenditure prediction New Asset Expenditure

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Roads 348,660 262,000 41,000 651,750 322,050 471,813 565,310 1,025,526 26,802 176,802

Drainage 430,000 850,000 675,000 50,000 500,000 50,000 1,500,000 30,000 400,000

Parks 377,630 2,050,000 2,466,021 2,821,049 46,236 3,834,516 204,122 37,282

Buildings 120,000 1,647,396 291,650 217,200

731,218 687,616 1,246,723 4,148,564

Total 1,276,290 4,809,396 3,473,671 3,739,999 1,553,268 1,255,665 7,146,549 1,055,526 4,379,488 614,084

Expenditure on new assets will in general terms be determined on development growth within the area and the rate of collection of contributions. Developer contributions will drive new asset expenditure.

Table 7.5 - Total asset expenditure prediction - highlights the total asset expenditure for the period 2015/16 to 2024/25.


Table 7.5 - Total asset expenditure prediction

Total Asset Expenditure 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Roads 2,930,673 4,214,402 3,981,315 5,353,126 4,096,792 4,539,995 5,041,164 5,559,334 3,908,773 4,079,186 Drainage 622,097 1,702,592 1,548,920 510,363 1,420,248 995,394 2,471,964 1,030,042 1,429,717 1,461,081 Parks 853,788 2,529,821 2,457,475 3,322,199 424,108 662,418 4,334,066 450,351 663,581 506,034 Buildings 2,500,287 3,056,697 1,737,613 1,701,550 2,247,086 2,245,426 2,848,488 1,647,839 5,844,711 1,746,810 Total 6,906,845 11,503,512 10,141,344 10,887,238 8,188,234 8,443,233 14,695,682 8,687,566 11,846,782 7,793,111


8. CRITICAL ASSETS Council does not have a current method in place for determining its critical assets, however from local knowledge and experience the assets below have been identified as critical to the operation of Council business. Council’s administration building and Council chambers Councils Works Depot Strathfield Square These assets are considered critical in terms of the ability of Council to operate on a day to day basis, Strathfield Square has been included due to its impact on the area as a whole in particular its importance as a central transport hub for both trains and buses. Currently no risk mitigation strategies have been developed for these assets. In relation to the council administration building, appropriate risk management processes have been developed around security of Council's data and corporate knowledge; however more work is required in terms of business continuity planning in relation to these assets. It is understood that these matters will be addressed over the next twelve months.


9. ASSET MANAGEMENT STRATEGY An asset management strategy focuses development and implementation of plans and programmes for asset creation, operation, maintenance, rehabilitation/replacement, disposal and performance monitoring to ensure that the desired levels of service and other operational objectives are achieved to optimum cost for the lifecycle of the asset. Lifecycle Management aims to develop decision support information, to model future asset maintenance and rehabilitation requirements and compare these predictions with historical expenditure trends. The lifecycle management strategies for each asset category will outline:

Supporting data for each asset category - Holdings - Available data - Condition data

Main findings Budget implications

If the cost of all the asset strategies exceeds the available budget Council will need to allocate funds to those assets that are of the highest priority.

9.1 Asset strategy Councils overall strategy is to maintain and improve current asset condition by improved work processes and productivity improvements without any significant increasing of budget allocations. We aim to achieve this by adopting the following strategies;

Ongoing service reviews and the adoption of improved management and work practices. Continue to investigate asset rationalisation to ensure that Council has the right quantity and mix of assets. Continue to review the break-up of asset expenditure to ensure that maintenance and renewal expenditure is appropriately captured. Improve reporting on assets so that Council fully understand the long term implications of asset ownership.

Council recognises that it manages an extensive and complex range of assets and that the management of these assets must be undertaken in a responsible manner taking into account service delivery and Council’s ability to manage the assets in a long term financially sustainable manner.


Council will ensure that all assets are managed in long term sustainable manner which maximises productivity and utilisation of assets to meet the community and Council’s objectives. In order for councils overall strategy to be achieved, it will be necessary to use at least core level asset management skills and practices across all asset classes. Council’s strategy to achieve that is based on a gap analysis which has identified the gap between the current and desired practices and has a number of improvement actions to close the gap.

9.2 Gap analysis An asset management gap analysis process has been undertaken for the overall Asset management function. The gap analysis process has included an: assessment of current asset management practice against various desired asset management criteria and elements assessment of desired/target asset management practice to be achieved within the target timeframe against various best practice asset

management criteria and elements identification of the gap between current asset management practice and desired/target asset management practice. The results of the gap analysis are shown on the following page. The results indicate that there are clear roles and responsibilities defined for the assets classes, however the areas showing the biggest gap include data processes and techniques and the strategic asset planning processes.

9.3 Improving asset management capability As part of our ongoing commitment to asset management within the organisation each asset class has a number of improvement tasks which have been prioritised and as each task is actioned Council’s capability and capacity for improved management of assets will be enhanced. Below are the actions which will lead to improved management of Council’s assets as a whole. Specific actions related to individual asset categories are included in the individual asset management plans.


Table 9.1 - Asset management improvement plan Task Priority

Review, develop and implement data collection processes On going

Undertake further asset data collection and condition assessment On going

Develop and implement a management and maintenance system including works orders and costing On going

Implement capitalisation policy On going

Collect and record lifecycle cost and expenditure data On going

Review and develop long term capital work programs and financial forecasts, including separate identification of renewals and new forecasts

1

Review and develop asset inspection processes 1

Review and determine data management responsibilities 1

Review organisation structure and resourcing for asset management focus including clear definition of roles and responsibilities

1

Establish a procedure for long term forecasts for new works expenditure 1

Revise and develop risk management plan for the management of assets 1

Prepare management plans to identify how technical levels of service performance targets will be achieved 1

Development of levels of service 1

Develop customer request classification and reporting system 1

Develop and implement strategies for managing planned and unplanned maintenance 2

Develop a consolidated asset register 2

Develop asset disposal policy and procedure 2


Task Priority

Develop new asset take over procedure and process, including responsibility for operation and maintenance of new assets

2

Develop capital project approval process including lifecycle cost forecasts 2

Develop spatial systems for asset management representation and strategic use 2

Develop and implement asset management training and awareness program 2

Develop and implement asset rationalisation strategy 2

Review and further develop the asset management plan 3

Develop and implement service specifications and service level agreements 3

Integrate and interface asset systems, spatial systems and corporate/finance system 3

Undertake lifecycle costing/planning 3

Review asset management policy 3


APPENDIX A – SELF ASSESSMENT CHECKLIST Requirement Reference Yes Partial No N/A Link to evidence/examples

Asset Management Planning (AM)

Council has accounted for and planned for all existing assets and any new asset solutions proposed in CSP and Delivery Program

EE - 2.9 All assets are accounted for in Schedule 7 of Council’s Annual Statements of Accounts.

AM exists to support the CSP and Delivery Program

EE - 2.10

AM plan/s exist to support the CSP and Delivery Program

EE - 2.10 Asset management plans have been developed for all major infrastructure assets and take into account the objectives and strategies defined in the Community Strategic plan and Council’s Delivery Plan.

Asset management strategy and plan/s have a minimum 10 year timeframe

EE - 2.11 The AM strategy AMPs and LTFP cover a period of 10 years

AM strategy includes a council endorsed AM policy

EE – 2.12 The AM strategy includes the AM Policy, endorsed by Council on the 2 December 2012

AM strategy identifies assets critical to Council's operations, and outlines risk management strategies for these assets

EE – 2.13 Critical assets have been identified in the asset management strategy.

AM strategy includes specific actions required to improve AM capability and projected resource requirements and timeframes

EE – 2.14 Asset management improvement plan is included as part of this strategy

AM plan/s encompass all assets under council's control

EE – 2.15 Asset management plans have been completed for all infrastructure assets. Asset management plans for minor assets will be completed as required.


Requirement Reference Yes Partial No N/A Link to evidence/examples

AM plan/s identify asset service standards EE – 2.16 Levels of service for all assets have been included in the asset management plans and the asset management strategy also includes the service level outcomes for all infrastructure assets

AM plan/s contain long-term projections of asset maintenance, rehabilitation and replacement costs.

EE – 2.17 Long term asset expenditure requirements are included as part of the asset management strategy and outstanding maintenance requirements included as part of Schedule 7 of the Statements of Accounts

Condition of assets is reported in annual financial statements in line with the Local Government Code of Accounting Practice and Financial Reporting.

EE – 2.18 Schedule 7 of the Statements of Accounts also shows the condition of assets. Where condition is unknown a plan exists to fill the gaps in knowledge as part of the asset management improvement plan.

Part 2C2 Asset Management

Policy

As at 2 December 2014 (Reviewed March 2017)

POLICY

TITLE ASSET MANAGEMENT POLICY

DATE ADOPTED 3 April 2012 MINUTE 57/12

REVISED 2 December 2014 REVIEW 2017

RESPONSIBILITY Asset Engineer

ECM NO 545139

ASSOCIATED LEGISLATION

• Local Government Act 1993 • Local Government (General) Regulation 2005

ASSOCIATED POLICIES

• Office of Local Government Planning and Reporting Manual and

Guidelines (2013) • International Infrastructure Management Manual Version 3.0 (2006)

1.0 Introduction

1.1 Title and Commencement This policy is titled Asset Management Policy. This policy was adopted on 3 April 2012 by Council resolution (minute 57/12). The following amendments have been made: Date Type Minute 2 December 2014 Revision 320/14

1.2 Background and Purpose of Policy

The charter of local government established in the Local Government Act 1993 provides a set of principles that guide councils in the carrying out of their functions. In connection with asset management, the charter states that Council must: • provide directly or on behalf of other levels of government, after due consultation,

adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively

• have regard to the long term and cumulative effects of its decisions • bear in mind that it is the custodian and trustee of public assets and to effectively plan

for, account for and manage the assets for which it is responsible • engage in long-term strategic planning on behalf of the local community.

Part 2C2 - Strathfield Council Asset Management Policy (Reviewed March 2017) Page 2 of 5

The purpose of this policy is to guide the strategic management of Council’s assets to ensure the sustainability, equity and affordability of Council’s service delivery for present and future Strathfield communities. In 2009, the Local Government Act was amended to establish the integrated planning and reporting framework, which requires that council develops resourcing strategies, including asset management, to support strategies set out in the Community Strategic Plan and Delivery Program. Underpinning the planning and reporting framework is the need for council to take a long-term view when making decisions and the need to consider social, economic and environmental and civic leadership outcomes, also known as the ‘quadruple bottom line (QBL)’. Asset Management Strategies must include an Asset Management Policy.

1.3 Objectives of the policy

The objectives of the policy is to set out a framework for implementing consistent asset management processes and ensure that adequate provision is made for long-term and sustainable asset management, which requires that: • assets are managed in accordance with relevant legislation, best practice, appropriate

accounting standards and reporting requirements • assets management reflects the community’s vision and priorities and is integrated with

Council’s Community Strategic Plan and Delivery Program • an asset ‘whole of life cost’ approach is taken to asset management in the development

of operational, maintenance, renewal, augmentation and investment • asset management is measured against defined levels of service • “quadruple bottom line” (QBL) sustainability outcomes are considered in development

of strategies and policies. 1.4 Coverage of the Policy

This policy applies to all assets owned or controlled by Council and forms part of the resourcing strategy which supports Council’s Community Strategic Plan ‘Strathfield 2025’ whilst meeting the outcomes of the integrated planning and reporting framework in accordance with the Local Government Act and Office of Local Government’s Integrated Planning and Reporting Guidelines and Manual.

1.5 Definitions

“Asset” is a physical component of a facility which has value and enables services to be providedi. For the purposes of this policy Council ‘assets’ are infrastructure assets and include but are not limited to: • buildings • roads and associated infrastructure • drainage and stormwater infrastructure • public open space and facilities such as playgrounds and sportsfields


“Asset Management” is the combination of management, financial, economic, engineering, and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective mannerii. “Asset Management Strategy” is a strategy for asset management covering the development and implementation of plans and programs for asset creation, operation, maintenance, rehabilitation/replacement, disposal, and performance monitoring to ensure that the desired level of service and other operational objectives are achieved at optimum costiii. “Level of Service” is the defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, statutory functional requirements, environmental, acceptability and costiv. “Life Cycle” is the cycle of activities that an asset (or facility) goes through while it retains an identity as a particular asset ie from planning and design through to decommissioning or disposalv. It should be noted that infrastructure assets may have an indeterminate life and as such this definition may not apply. “Strathfield 2025” is Council’s Community Strategic Plan. This plan is Council’s highest level plan that identifies the community’s priorities and aspirations for the future and the plan strategies for achieving these goals. “Sustainabilty” for the purposes of this policy means Quadruple Bottom Line (QBL) - economic, environmental, social and civic leadership considerations that underpin Council’s strategic and resourcing strategies.

3.0 Policy Statement

Strathfield Council owns and/or operates a significant portfolio of assets. As custodian of the assets, Council is responsible for establishing and implementing optimal asset management strategies and practices that enable the assets to be sustained and related levels of service acceptable to the community to be provided at the minimal life cycle cost (LCC) whilst controlling exposure to risk and loss. In order to achieve this, Council is committed to the following principles: • Asset management strategy and planning will integrate with and support the vision,

desired outcomes and objectives of the Community Strategic Plan “Strathfield 2025”, Delivery Program and Council policies and procedures.

• Development of asset management strategies will reflect the infrastructure

requirements of present and future members of our community.

• ‘Whole of life’ costs will be used as basis for making decisions regarding asset acquisition, use, replacement, maintenance and disposal. Life cycle costs will be considered in all decisions relating to new services and assets as well as upgrading existing services and assets.


• Council provided infrastructure will be planned, designed, constructed, costed and maintained to ensure that the management of the infrastructure is sustainable.

• That third party agreement for use of Council’s infrastructure such as Council facilities

will include provisions that recognise and support sustainable management of the relevant asset.

• That a strategic and systematic approach to asset management that meets legislative

requirements, embraces industry standards and best practice will be applied throughout Council.

• Councillors are responsible for ensuring that sufficient resources are applied to manage

Council’s assets and the longer term and cumulative effect of decision making is considered when determining Council policy, plans and strategies.

• The General Manager and/or authorised officers are responsible for the managing the

assets in accordance with this Policy, Council’s adopted Asset Management Strategy, and related Asset Management Plans.

• Assets will be accounted for in accordance with the requirements of the appropriate

accounting standards and reporting requirements

• Council will develop and review its Asset Management Plans on a minimum four year cycle.

• Council will maintain and update its asset management system (AssetFinda) with comprehensive information of all infrastructure assets.

• Council’s asset management capabilities will be regularly reviewed and improved through necessary advances in technology, systems and processes and training

i International Infrastructure Management Manual Version 3.0 (2006) ii Manual (2006) as in n.1 above iii Manual (2006) as in n.1 above iv Manual (2006) as in n.1 above v Manual (2006) as in n.1 above


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Part 3 – Delivery Program and Operational Plan 2017-2018 page 2

Table of Contents

Section 1: Introduction 3

Snapshot – Strathfield Council current issues and performance 4

Highlights from this Plan 7

Councillors 8

Community Vision and Values 9

Strathfield Demographics 10

How Council works 13

Section 2: Delivery Program and Operational Plan Themes

Connectivity Theme – Goals and Actions 16

Community Wellbeing Theme – Goals and Actions 20

Prosperity and Opportunities Theme – Goals and Actions 25

Liveable Neighbourhoods Theme – Goals and Actions 28

Responsible Leadership Theme – Goals and Actions 32

Section 3: Resourcing 2017-2018

2017-2018 Budget 36

Four year program – income and expenditure summaries 38

Capital Works 50

Ten year financial plans 54

Revenue Policy 2017-2018 63


Section 1: Introduction to Delivery Program 2014-2018 and Operational Plan 2017-2018

Thank you for taking the time to read through Strathfield Council’s Delivery Program for 2014-2018 and its Operational Plan for 2017-2018.

The Integrated Planning and Reporting framework was adopted by Council in 2012. The Community Strategic Plan – Strathfield 2025 – was first adopted in 2012 after extensive community engagement. The goals and strategies of ‘Strathfield 2025’ are implemented via Council’s Delivery Program and Operational Plan. The Council Operational Plan 2017-2018 is derived from the Delivery Program 2014-2018 which outlines what Council intends to achieve over the life of the plan, in order to work towards realising the community’s long term vision as set out in the Strathfield 2025 Community Strategic Plan. The annual Operational Plan details individual projects and services that Council will undertake and sets targets for the 12 month period in line with allocated resources. The Integrated Planning and Reporting framework is also focused on the financial sustainability of Council, which involves ensuring that services, facilities and functions are properly resourced. Council is constantly assessing performance and efficiency in the short-term and the long-term to ensure that Council maintains its focus on providing quality and cost effective services to residents and ratepayers. Council’s continuing financial sustainability requires continuing investment and maintenance of the community’s assets and improving efficiencies and services throughout the organisation. To ensure the community is kept informed of Council’s progress against its strategic goals and delivery objectives, Council reports quarterly to the community on its progress against the Budget, with a progress report on the performance of the Delivery Program presented at minimum every six months.


Snapshot - Strathfield Council issues and performance Council Merger update At the time of writing, the proposed merger of Strathfield Council with Burwood Council and City of Canada Bay has not been resolved and is subject to legal action. Below is a summary of the background and current outstanding issues:

In late 2015, the NSW State Government presented proposals for forced mergers of most Sydney metropolitan councils including Strathfield Council. The proposal for Strathfield Council involves the forced merger of Strathfield with City of Canada Bay and Burwood Councils.

Council is financially sustainable as an independent council. In the last audited financial statement, Council met or exceeded the majority of

industry benchmarks for financial sustainability. The Strathfield community, through regular consultations and independent surveys, has overwhelmingly opposed the merger of Strathfield Council. Council resolved to oppose the forcer merger proposal in its representations to the NSW Government and in 2016, commenced legal action.

On 6 January 2016, the Minister for Local Government formally referred the merger proposal to the Chief Executive of the Office of Local

government for examination and report under the Act. A Delegate was then appointed to conduct a public inquiry, call for written submissions, and prepare a report with due regard to factors in section 263(3) of the Local Government Act. These factors include financial considerations, communities of interest, elected representation, employment of staff, services and facilities, and the attitude of residents and ratepayers.

In March 2016, the Delegate prepared a report relating to the Proposal, which was referred to the Boundaries Commission. The Boundaries

Commission provided commentary to the Minister on 22 April 2016. The commentary provided that the Delegate had adequately considered the factors required by section 263(3) of the Act, with the exception of financial advantages or disadvantages, community of interest and geographic cohesion in the existing areas and in any proposed new area and opinions of each of the diverse communities.

Strathfield Council brought proceedings in the Land and Environment Court seeking amongst other things, an order that the Original Report

was void and of no effect. On 20 September 2016, his Honour Justice Tim Moore handed down his judgement which included a declaration that the Original Report was not a valid report in satisfaction of the requirements of s 218F(6)(a) of the Act.

Subsequently, the Delegate prepared a Revised Report, dated September 2016. The Revised Report was referred to the Boundaries

Commission on 5 October 2016. The Boundaries Commission provided commentary to the Minister on 10 October 2016 including that the


Delegate had adequately considered the factors required by section 263(3) of the Act, with the exception of financial advantages or disadvantages.

Strathfield Council has commenced proceedings in the Land & Environment Court with hearing dates in March 2017 and Court of Appeal in

April 2017. Financial sustainability/performance The independent audit of Strathfield Council’s most recent financial statements (2015-2016) concluded that Council met or exceeded the industry benchmarks for financial sustainability (as set out in NSW Government’s Fit for the Future program) in all categories except collection of outstanding rates and charges. Collection of outstanding rates and charges has been addressed and it is expected that Council will achieve this standard in the 2016-2017 financial year.

Strathfield Council Financial Performance (2016-2017)

Benchmark Operating Performance

Ratio

Own Source Revenue Ratio

Debt service cover ratio

Outstanding rates and charges

Asset Maintenance

Ratio

Building & Infrastructure

Renewals

Infrastructure Backlog

Benchmark indicator

Minimum > = 0% Minimum > = 60% Minimum > =2.0 Minimum > =2%

Maximum > = 5%

Minimum > = 1.00x

Minimum > = 100%

Minimum > = 2%

Rating 1.29% 73.96% 0% 5.90% 1.7x 104.57% 1.86%

Key to ratings

- achieved or exceeded benchmark indicator

– below benchmark indicator


Improving the Strathfield’s Community assets, places and facilities Over the 2016-2017, Strathfield Council implemented improvements to community assets, places, facilities and plans which will be completed by June 2017. This includes: upgrading of the Strathfield Town Centre including upgrading of the paved areas to contemporary granite paving, enhanced public lighting and

increased landscaped areas upgrades to the Strathfield Town Hall & associated Council buildings replacement of playgrounds in various Strathfield parks implementing public Wifi and CCTV in the Strathfield Town Centre. improvement of Council’s Urban Design and Heritage Standards through review of three Development Control Plans for public notification of

development applications, heritage and urban design controls adoption of Council’s Active Transport Plan and Community Safety Strategy Council performance and service delivery An independent community survey was commissioned in December 2016 to assess community views on Strathfield Council’s performance, services and facilities. The results of this survey indicate high levels of community satisfaction with Council’s performance and delivery of services, with the majority of Council’s performance and service delivery achieving or exceeding good to excellent ratings of 60%.

Question Council performance

Delivery of Services

Customer Services

Community participation and cohesion

Maintenance Community Facilities &

Services

Streetscape Appearance

Community Safety

Good-Excellent

rating


Highlights from this Plan Following from the results of the community survey and a workshop of Councillors and senior Council staff, priorities for actions and expenditures was established for 2017-2018. These include: Progressing new or upgraded infrastructure and capital works to support greater liveability by providing places that meet needs and aspirations of

the Strathfield community. These include: o new amenities facilities and all-ability playgrounds in many local parks o all weather sportsgrounds and playing fields in Strathfield and Homebush o improvements to the Homebush and Homebush West Town Centres o construction of stage 1 of the Australian Korean Garden at Bressington Park Homebush o construction of the Belfield Community Hub at Elliot Reserve, Belfield o construction of the Melville Reserve Facility at Homebush West

Improvement of the quality of development and planning in the Strathfield Council area by establishing an Independent Hearing and Assessment Panel and review and adoption of stronger and more comprehensive Urban Design and Heritage Standards to improve the quality of local neighbourhoods and streetscapes

Continue development of Strathfield Town Centre Strategy Investment in upgrades of roads and footpath infrastructure Upgrade of the Cooks River Cycleway, which runs through the Strathfield Council area Establishment of CCTV in Homebush and Homebush West Town Centres to improve community safety Development of an Integrated Transport Plan for the Strathfield Council area Expansion of public access WiFi in Homebush and Homebush West Town Centres Provision and enhancement of the quality of Council’s core service delivery areas in community, environmental, library and information and

planning and development services Delivery of a range of community programs, events and services for the Strathfield area that connect and support local communities Increased enforcement of parking and traffic controls in the Strathfield Council area Investment in renewable energy. All new Council owned buildings will be designed for passive cooling and heating and will incorporate rainwater

harvesting and semi off-grid independent solar systems to meet baseload electricity needs and solar technology for hot water.

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Community Vision The community vision describes the community’s aspirations for the future of the Strathfield Local Government Area by 2025: “Strathfield is a well-connected urban centre in Sydney’s inner west with rich cultural diversity and a strong sense of community cohesion. The community is engaged with Council in guiding a sustainable future and opportunities for education, recreation, employment and overall wellbeing in Strathfield.”

Our Values Strathfield Council has adopted a statement of values which expresses the commitment to serving the community. Integrity - We will maintain our reputation for honesty and integrity and our ability to fulfill our promises. It is this concept by which all our actions

are based and by which we are happy for our actions to be judged. Respect - We show respect to those we deal with both inside and outside of the Council Teamwork - We approach all our work as a team, sharing our skills and resources for our client's benefit. We value the health and safety of our

people. Professionalism - We value our clients and are accountable for the work we do with them. TRATHFIELD


STRATHFIELD DEMOGRAPHICS – Snapshot of the Strathfield area Strathfield Council was incorporated in 1885 and is centrally located in Sydney’s Inner West. The area is well known for its transport, schools, attractive streetscapes, parks and buildings. Strathfield – the place:

Strathfield Council has a total area of approximately 14.1 square kilometres. Strathfield Council is located in Sydney’s Inner West about 10.5 kilometres from the city centre and half way between Parramatta and the city. Strathfield Council is bounded by Homebush Bay Drive to the north, Powells Creek, The Boulevarde and Coronation Parade to the east,

Punchbowl Road and Juno Parade in the south and Roberts Road, Chullora rail yards, Rookwood Cemetery and the Sydney Olympic Park rail line to the west.

The Council area includes the suburbs of Strathfield (postcode 2135), Strathfield South (2136), Homebush (2140), Homebush West (2140), part of Belfield (2191) and part of Greenacre (2190). Sydney Markets is also located within the Strathfield Local Government Area and has its own postcode, 2129.

Strathfield is predominantly residential but has significant commercial and industrials areas. The major commercial centre is the Strathfield Town Centre adjacent to Strathfield Station, with commercial areas also located at Homebush, Homebush West, Sydney Markets, Strathfield South and Cave Road.

Strathfield Council is a major transport hub with three train stations at Strathfield, Homebush and Flemington. Strathfield Rail Station is one of the largest stations in NSW featuring metro, regional, freight, country and state rail connections. Major roadways such as Parramatta Road, Hume Highway (Liverpool Road), Homebush Bay Drive/Centenary Drive and the M4/Westconnex pass through Strathfield.

Strathfield is considered the educational centre of the Inner West with 15 public and private schools and a university. Strathfield – its people:

As at 30 June 2015, the estimated residential population (ERP) of Strathfield was 40,125. This represents an increase of 4,937 people since the 2011 ABS Census. From 2006 to 2011, Strathfield Council area’s population increased by 3,210 people.

Analysis of the household/family types in Strathfield Council area in 2011 compared to Greater Sydney and Inner West shows that there were a higher proportion of couple families with children and lower proportion of lone households. Overall, 37.5% of households were couple families with children compared to 34.8% in Greater Sydney and 30.3% in Inner West and 17.6% are lone households in Strathfield compared to 21.5% in Greater Sydney and 23.4% in Inner West (2011 ABS Census).

The Indigenous population represents 0.3% of the Strathfield population or 101 people (2011 ABS Census).


Strathfield has greater cultural diversity than the rest of NSW with approximately 52% of residents born overseas compared to 34.2% for Greater Sydney Area (2011 ABS Census).

Over 52% of the population was born in countries other than Australia. Outside of those born in Australia, the main countries of birth are China, Korea (South), India, Sri Lanka and Hong Kong. Nearly 60% of residents speak a language other than English, though most residents speak more than one language. Languages other than English spoken at home include Korean, Cantonese, Mandarin, Tamil and Arabic. 71% are Australian citizens (2011 ABS Census).

Strathfield has a larger percentage of persons aged 25 to 34 years than Greater Sydney, 20.1% compared to 15.4%, and larger percentage of persons aged 18 to 24 years than Greater Sydney 12.1% to 9.5%. However, there is a smaller percentage of persons aged 35 to 49 years and 5 to 11 years than Greater Sydney, respectively 19.6% to 21.9% and 7.2% to 8.7% (2011 ABS Census).

The largest changes in age structure in the Strathfield area between 2006 and 2011 were in the following age groups: o 25 to 34 years (+1993 people) o 50 to 59 years (+ 540 people) o 60 to 69 years (+400 people) o 0 to 4 years (+377 people)

Strathfield’s environment – natural and built: Strathfield has large number of parks and natural areas, which include bush remnants, revegetated parkland, open parkland, urban

neighbourhood parks and wetlands. About 9% of Council’s total area is public parks and open space. Strathfield’s main waterways are: Saleyards and Powells Creek, in the north of the council area, which flow to join the Parramatta River at

Homebush Bay and Coxs Creek and the Cooks River, which flow to the southeast to Botany Bay. Strathfield Council contains a high proportion of medium and high density type dwellings, 51.8% compared to 47.8% of separate houses (ABS

Census 2011). This is a significant difference to Greater Sydney, where 40% are medium to high density. Analysis of the monthly housing loan repayments of households in Strathfield Council area compared to Greater Sydney shows that there was a

larger proportion of households paying high mortgage repayments ($2600 per month or more), and a smaller proportion of households with low mortgage repayments (less than $1000 per month).

Overall, 37.5% of households were paying high mortgage repayments, and 10.8% were paying low repayments, compared with 36% and 11.9% respectively in Greater Sydney.

Strathfield’s socio-economy status:


On the socio-economic index (SEIFA) Strathfield Council ranks in the top 20% of NSW as the least disadvantaged Council areas with a disadvantage index of 1,022.1.

The dominant housing tenure type in Strathfield in 2011 was either under purchase or fully owned (56%). This increased by 761 since 2006. A total of 34.5% persons were renting, which was an increase of 248 from 2006.

The top three industries in Strathfield were Transport, Postal and Warehousing (16.7%), Wholesale (15%) and Retail Trade (12.8%). Strathfield’s economy: Strathfield Council has the highest amount of developed and undeveloped employment land in the Inner West Estimated Gross Regional Product (GRP) of Strathfield area was $3.449 billion as at 30 June 2015 (NIEIR 2016) 5561 business are registered in the Strathfield Council area (ABS 2015). There is an estimated 26,545 jobs in the Strathfield Council area (NIEIR 2015). Transport, Postal and Warehousing is the largest employer in Strathfield Council area, making up 16.7% of total employment. The resident labour force of Strathfield in 2011 was 16,489, of which 65% worked full-time and 33% part-time. This was an increase of 2437

persons since Census 2006. It is estimated by 30 June 2015, 20,604 Strathfield residents were in employment (NIEIR 2016). Governance of Strathfield: The Strathfield Council area is located in the federal electorate of Reid, represented by Craig Laundy MP (Liberal Party) and the electorate of

Barton, represented by Tony Bourke MP (Labor Party). Strathfield Council is located in the state electorate of Strathfield, represented by Jodi McKay MP and electorate of Lakemba, represented by

Jihad Dib MP (Labor Party). Strathfield Council has seven councillors including the Mayor. Council has no wards. The last Council election was held in 2012. Strathfield Council was incorporated on 2 June 1885, which included the suburbs of Redmyre (renamed Strathfield), Homebush and Druitt Town

(renamed Strathfield South). The Council area has expanded in size with addition of new areas. This includes additions of the Flemington area (now Homebush West) in 1892 and the Richmond Road precinct in 1930, the former Homebush Council in 1947 and the west ward of the former Enfield Council in 1949. There have been two minor boundary adjustments in 1953 with Bankstown Council and 1992 with Auburn Council.


How Council Works Local government in NSW is based on the principle of representative democracy. This means that the people elect representatives (councillors) to their local council to make decisions on their behalf. In New South Wales, local government elections are generally held in September every four years. The last election was held on 13 September 2012. Due to NSW Government proposals concerning Council amalgamations, the current term has been extended past the usual four years. All residents of Strathfield Local Government Area (LGA) who are eligible to vote must vote. Property owners who live outside of the LGA may vote by registering their intention to vote on the non-residential roll. Strathfield Council is made up of seven Councillors. The Mayor is elected from and by the Councillors. The Mayor chairs Council meetings, represents Council at official functions and is Council's official spokesperson. The Mayor and Councillors meet regularly at formal Council Meetings to make decisions on policies and other important issues. It is the responsibility of the General Manager and Council staff to implement the decisions of Council. The General Manager is the Chief Administrative Officer and is appointed by Council. The responsibilities of this position include the overall administration of the Council organisation and employee matters, management of the Council's financial affairs, the implementation of policies and advising Council on all aspects of local government. Council's main sources of revenue are rates, government grants, investments, fees and other charges. This income is used to provide a range of services. The powers of Council are derived from the Local Government Act 1993 and other Acts enacted by the Parliament of NSW. It is the responsibility of Councillors to make decisions on all areas of policy and resourcing priorities, including the level and extent of works and services to be provided throughout the year. These decisions are adopted through a majority voting system, with each Councillor having one vote. In the case of an equal number of votes, the Chairperson has the casting vote. Meetings open to the public Council's Ordinary meetings are held on the first and third Tuesday of the month commencing at 6.30pm at Strathfield Council Chambers. At these meetings, reports from Council officers are submitted, with a recommendation, for the consideration of the councillors. The councillors then make a resolution based on these reports that can be acted upon immediately by Council staff. Council Meetings are open to the public, but there are occasions when a meeting will be closed to the public as discussions may relate to legal, or other confidential matters.


Section 2: Delivery Program and Operational Plan

Understanding the Delivery Program and Operational Plan Council, in consultation with the community, developed Strathfield 2025, our Community Strategic Plan. This plan reflects the aspirations and needs of the community for the area they live and operate in. Strathfield 2025 was first adopted in June 2012 following extensive community consultation. The program is regularly reviewed to ensure the strategic directions set in the Plan are achievable, particularly in consideration of Council’s resourcing capacity and state and regional planning frameworks. In developing the Operational Plan, assumptions are made about the Council’s capacity to deliver the targets identified, however as noted, should financial, workforce and capital resources or the framework in which local government operates change, further review of programs and plans will occur which may change priorities and activities undertaken by Council.

2025 Community Strategic Plan The Strathfield 2025 Community Strategic Plan guides and informs Council’s medium to long term planning and decision making by setting goals and strategies for Strathfield’s growth to 2025. Council is the key driver of Strathfield 2025, but its implementation is also the shared responsibility of all community stakeholders. Council does not have full responsibility for implementing nor resourcing all the community’s aspirations. Other stakeholders, including government agencies, non-government organisations, community groups and individuals also have a role to play in delivering these outcomes. Strathfield 2025 established five strategic themes which sets out the principle activities of the Council. These themes include: Connectivity Community Wellbeing Prosperity and Opportunities Liveable Neighbourhoods Responsible Leadership

Delivery Program 2014-2018 The Strathfield Council Delivery Program 2014-2018 outlines how the goals and strategies of the Strathfield 2025 plan will be implemented. The Delivery Program is a fixed-term four year plan, designed as a single point of reference for all projects and services to be undertaken by Council. Plans, activities and funding allocations must be directly linked to this Program.


Operational Plan 2017-2018 The Operational Plan is a subset of the Delivery Program and is prepared annually in line with a detailed annual budget and statement of Council’s Revenue Policy, including proposed rates, fees and charges. It sets out individual actions for each project, activity or service to be undertaken and targets.

Resourcing Strategies Strathfield 2025 is supported by resourcing strategies including Long Term Financial Plan, Asset Management Strategies and Plans and Workforce Management Plan.

How we will measure our progress?

Monitoring and Reporting In accordance with Integrated Planning and Reporting requirements, the Operational Plan is prepared each year in conjunction with the periodic review of Council’s Delivery Program and Resourcing Strategy. A financial assessment of performance is reported quarterly to Council in accordance with the Local Government Act 1993. A progress report on the performance of the Delivery Program is presented at minimum every six months to Council.

Annual Report The Annual Report details Council’s performance in meeting the targets outlined in the Operational Plan and provides information that must be disclosed under the Local Government Act 1993. The Report also contains detailed externally audited financial statements.


Connectivity Theme The community strategic plan, Strathfield 2025, was developed from extensive consultation with the Strathfield community and reviews of state, regional and council plans and strategies. Strathfield is situated in one of the fastest growing regions in Australia, which poses challenges and opportunities for Strathfield to the year 2025 and beyond. The broad theme of connectivity is divided up into three key goals: transport, integrated planning and communication technologies. The key goals that are seen as important to achieving the aspiration of a more connected community are as follows: Goal 1.1 - Movement to and from Strathfield is easy and safe Strathfield is situated in one of the fastest growing regions in Australia. Moving around easily and safely is central to quality of life, reducing social isolation, providing access to services, workplaces and education, strengthening local and regional economies and being able to enjoy parks, recreation and open spaces. Maintaining and upgrading local transport infrastructure is essential to reducing traffic congestion. Goal 1.2 - Infrastructure and development is integrated, planned and sustainable Catering for population growth requires good planning and must be supported by improvements in infrastructure and services at the State and local level as well as consideration for the impacts of urban development on built and natural environments. Goal 1.3 - Information and digital technologies connect local to global Technology connects Strathfield communities to information and services at a local, national and global level. New technologies provide opportunities to improve how Council services are accessed and delivered.


CONNECTIVITY THEME

STRATHFIELD 2025 STRATEGIES

DELIVERY PROGRAM 2014-2018

OPERATIONAL PLAN 2017-2018 ACTIONS

PERFORMANCE MEASURES RESPONSIBILITY

1.1.1 Collaborate with relevant parties to provide accessible, available and sustainable public transport options.

1.1.1.1 Work with State Government and relevant parties to improve and integrate transport

1.1.1.1.1 Respond to State Government and regional transport proposals impacting on the Strathfield Council area

Strathfield interchange is on the Light Rail network by 2025

Infrastructure Planning

1.1.1.2 Promote use of public transport 1.1.1.2.1 Implement priority actions connecting with public transport from Council’s Active Transport Plan.

Completion of Active Transport network to Public Hubs by 2019


1.1.1.3 Improve major transport interchanges

1.1.1.3.1 Progress development of the Strathfield Town Centre Strategy

Masterplan finalised by 2021

Planning & Development

1.1.3.1.2 Lobby and respond to proposals concerning major transport interchanges in Strathfield LGA

Redevelopment of Strathfield Interchange by 2020



1.1.2.1 Monitor and improve identified areas of traffic congestion

1.1.2.1.1 Undertake traffic study of Strathfield Council area and prioritise actions to address traffic congestion.

Completion of an Integrated Transport Plan by 2018



1.1.3.1 Improve connectivity of local transport network

1.1.3.1.1 Implement upgrade of Cooks River Cycleway as prioritised in Council's Active Transport Plan

Completion of upgrade works


1.1.3.2 Ensure management of parking and traffic controls

1.1.3.2.1 Identify areas that require technology based parking controls to achieve improvements and efficiencies in parking and traffic management

Promote the use of transport and traffic apps. Ongoing


1.1.3.2.2 Undertake regular parking patrols and enforce compliance with traffic controls and parking schemes

Increase enforcement to modify user behavior in 2017

Environmental Services

1.1.3.3 Secure RMS and Federal Government grant funding for upgrade of traffic facilities

1.1.3.3.1 Apply for grant for upgrades of traffic facilities

Ongoing Infrastructure Planning


CONNECTIVITY THEME





1.1.3.4 Maintain and improve local transport facilities and infrastructure

1.1.3.4.1 Undertake audit program of all traffic signs, road markings and facilities. Develop and implement program of maintenance works.

Ongoing Service Delivery

1.1.3.4.2 Undertake improvements to local roads and footpaths in accordance with adopted works program.

Increase allocation to achieve asset condition better than condition 3

Service Delivery

1.1.3.4.3 Undertake improvements to bridges at Pomeroy Street, Allen Street and Cave Road.

Completion of works



1.2.1.1 Review and consider impact of local, state and regional strategies for growth on infrastructure and services

1.2.1.1.1 Respond to State Government strategies and plans regarding infrastructure and services to support growing population and housing density

Apply State initiated s94 levies on developments for regional infrastructural assets



1.2.2.1 Review and consider impact of growth strategies on local infrastructure and services

1.2.2.1.1 Review s.94 strategy to align and prioritise implementation of new or embellished works with development.

Review completed by December 2017


1.2.3 Ensure regional development effectively integrates and supports healthy urban ecosystems

1.2.3.1 Participate in regional alliances and partnerships to improve urban ecosystems

1.2.3.1.1 Participate in multi-council and regional partnerships to improve urban ecosystems across regional or catchment areas.

Complete Urban Design Handbook and Guidelines to deliver Quadruple Bottom Line


1.3.1 Collaborate with relevant parties to provide access to information and digital technologies

1.3.1.1 Provide and promote computer literacy and access in the community

1.3.1.1.1 Provide support for and promote availability of public access internet services

Public access points at Strathfield and local centres by 2018

Library & Information Services


CONNECTIVITY THEME





1.3.2 Align and adapt library services with changing information needs, service delivery and literacy demands

1.3.2.1 Provide quality library and information services to Strathfield community

1.3.2.1.1 Provide Library and Information Services, including loans, reference services, target group collections, inter-library and digital resources.

Increase printed and e-Collections for 24x7 access


1.3.2.2 Improve efficiency of library services 1.3.2.2.1 Review delivery of Strathfield’s library and information services

Create a self-managed Reading Room and kiosk @ High Street


1.3.3 Improve access to Council information and services across multiple mediums

1.3.3.1 Utilise a range of printed materials, publications and digital media to provide general Council information to broad community

1.3.3.1.1 Report regularly to the community on Council’s activities and achievements utilising range of digital and print formats

Increase the availability of digital full text services to readers via personal devices

General Manager Unit

1.3.3.2 Improve access & availability of Council and community information

1.3.3.2.1 Maintain and monitor Council website, and social media ensuring information is available and up-to-date

Ongoing General Manager Unit

1.3.3.2.2 Review community noticeboards and public notifications to improve accessibility to Council information



Community Wellbeing Theme The community strategic plan, Strathfield 2025, was developed from extensive consultation with the Strathfield community and reviews of state, regional and council plans and strategies. The broad theme of community wellbeing is divided up into three key goals: community safety, community facilities and programs. The key goals that are seen as important to achieving the aspiration of safe, healthy, inclusive and harmonious community are as follows: Goal 2.1 - Strathfield is a safe and healthy place Providing a safe, clean, healthy and attractive local environment for the community is achieved by protecting and improving public amenity and working with the community and Police to improve community safety and managing compliance issues. Strathfield is a vibrant and diverse community. Council plays an important role in protecting and enhancing the wellbeing of the local community by providing safe, clean, healthy and attractive environments, access to public spaces and community facilities, and opportunities to participate in learning, recreation, community programs and activities. Goal 2.2 - Strathfield community is healthy, active and inclusive Adapting the management of Council facilities, parks and open spaces and developing innovative programs to suit community needs will create opportunities for recreation and activities development of business, industry and employment. Council recognises the importance of supporting programs that enhance innovation and productivity in business and build capacity in the workforce. Goal 2.3 - Strathfield is a harmonious community with a strong sense of community cohesion The harmonious nature of Strathfield’s diverse community provides a strong foundation from which to build and deliver community and recreational programs and activities that cater for people of all ages, cultures and abilities.




DELIVERY PROGRAM 2014-18 OPERATIONAL PLAN 2016-2017 ACTIONS PERFORMANCE MEASURE RESPONSIBILITY

2.1.1 Collaborate with Police and relevant parties to plan and support initiatives to address community safety and crime prevention

2.1.1.1 Improved police services in Strathfield

2.1.1.1.1 Work in partnership with Police on community safety and crime prevention projects

Self-regulation through the existing Liquor Accord and public education

Community Services

2.1.1.2 Improve community safety and reduce crime in Strathfield

2.1.1.2.1 Implement CCTV programs in Homebush Town Centre and Homebush West Town Centre

Completed by 2017


2.1.1.2.2 Implement actions prioritised in Council's Community Safety Strategy

Ongoing monitoring and refinement

Community Services

2.1.2 Protect the health and safety of the Strathfield Community

2.1.2.1 Provide safe environments and minimise hazards

2.1.2.1.1 Develop and implement maintenance and inspection program for Council managed public infrastructure

Safety by Design inspection – completed audit by 2018

Service Delivery

2.1.2.1.2 Develop and implement public health and pollution control program

Increase compliance action on polluters


2.1.2.2 Participate and support local emergency services

2.1.2.2.1 Participate in the Strathfield, Burwood and Canada Bay Council's Emergency Management Committee and implement actions as required.

Ongoing funding Service Delivery

2.1.2.3 Administer and enforce policy and regulations of keeping of companion animals

2.1.2.3.1 Develop and implement responsible animal management program

Public education and working with the RSPCA and Office of Local Government






2.2.1 Provide outdoor facilities, parks and open space to support range of recreational and community activities

2.2.1.1 Manage, monitor and upgrade open space, parks and facilities

2.2.1.1.1 Utilise capital funds or available grant funding to improve or replace community and parks infrastructure and facilities. Develop projects in line with community and recreational needs and asset management principles.

Number of works approved


2.2.1.1.2 Construct stage 1 of Australian Korean Memorial Garden and Cultural Centre project

Stage 1 completed

Infrastructure Planning; Service Delivery

2.2.1.1.3 Construct Belfield Community Hub and Melville Reserve Community Hall

Construction completed

Service Delivery

2.2.1.1.4 Upgrade amenities facilities in parks and sportsgrounds

Construction completed

Service Delivery

2.2.1.1.5 Maintain and service all playgrounds to Australian Standard. Replace playgrounds in accordance with s.94 funding and plan.

Compliance rate with safety standards as verified by audit. Upgrades and maintenance completed to schedule and budget.

Service Delivery

2.2.1.1.6 Manage events approvals, community facilities bookings, sportsgrounds bookings and filming approvals.

Number of bookings taken per type of facility; filming approvals granted each year.

Infrastructure Planning; General Manager Unit; Customer Services





2.2.1 Provide outdoor facilities, parks and open space to support range of recreational and community activities

2.2.1.1 Work with stakeholders and community members to deliver local sport and recreational activities

2.2.1.2.1 Deliver sporting and recreation programs and events that promote health and social wellbeing for general community and specific target groups

Number of programs and activities provided

Community Services

2.2.1.2.2 Administer community grants for community, cultural and recreation clubs and organisations

Number of grants awarded

Community Services


2.2.2.1 Manage facilities, parks and open spaces in an efficient manner

2.2.2.1.1 Review fee structures and manage the use of public spaces and facilities including casual and regular hires, licences and leases.

Fees reviewed by December 2017

General Manager’s Unit

2.3.1 Plan programs that meet the needs of people of all ages, cultures and abilities

2.3.1.1 Facilitate programs that support needs of Culturally and Linguistically Diverse (CALD) communities

2.3.1.1.1 Delivery of programs for CALD community that celebrate cultural diversity and support integrated settlement.

Increase public events and targeted education campaigns

Community Services

2.3.1.2 Support the needs of older residents, carers and people with a disability

2.3.1.2.1 Delivery of programs and events for seniors and people with disabilities which connect to broader community and provide access to health, social and information services

Continue to support seniors inclusive programs

Community Services; Library & Information Services

2.3.1.3 Support the needs of children and youth and their families

2.3.1.3.1 Deliver programs, events and services that support children and their families including school holiday programs, Storytime and Baby Bounce, library services and resources etc

Working with Schools and supporting not- for-profit to increase access for families with school age children

Community Services; Library & Information Services

2.3.1.3.2 In consultation with the Youth Advisory Committee, develop and implement programs and events that meet needs of young people

Ongoing Community Services





2.3.1.4 Provide information on community activities and organisations

2.3.4.1.1 Provide information and referral services for community organisations and target groups


2.3.2 Collaborate with relevant parties to delivery programs that support, build and strengthen community capacity and resilience

2.3.2.1 Provide programs that build community resilience and capacity

2.3.2.1.1 Develop and deliver programs that educate community and build resilience such as road and drive safety programs

Continue to support Road Safety Education and Programs particularly around schools

Community Services; Infrastructure Planning


2.3.3.1 Develop and monitor plans addressing access and equity

2.3.3.1.1 Implement actions prioritised from community access audits and Community Access Plan

Include all abilities in all playground designs

Community Services


Prosperity and Opportunities Theme The community strategic plan, Strathfield 2025, was developed from extensive consultation with the Strathfield community and reviews of plans and strategies. The broad theme of Prosperity and Opportunities is divided up into three key goals: support for innovative business development, planning of commercial and industrial areas and celebrating and promoting Strathfield as a place and community. The key goals that are seen as important are as follows: Goal 3.1 - Strathfield supports innovative business development Prosperity and creation of opportunities provides economic and community benefits that support an enhanced quality of life. Strathfield is integral to the performance of the NSW economy due to its central location which provides many opportunities for the ongoing Goal 3.2 - Development of industrial and commercial areas is sustainable and well planned Renewal of industrial and commercial areas provides opportunities for sustainable development, which includes consulting with the community, incorporating resource efficiency and clean technologies, improving road networks, transport integration and infrastructure as well as creating employment and generating business to support other local businesses including the retail sector. Goal 3.3 - Strathfield is a highly desirable place Strathfield’s strong sense of civic pride and identity is acknowledged through the appreciation of the unique and desirable qualities of the local area, celebrations of Strathfield’s history and heritage, promotion of local attractions and through bringing people together for events and activities.



STRATHFIELD 2025 STRATEGIES DELIVERY PROGRAM 2014-2018 OPERATIONAL PLAN 2017-2018 ACTIONS

PERFORMANCEMEASURES RESPONSIBILTY

3.1.1 Support Strathfield's economic development through appropriate and relevant research, consultation, planning and information

3.1.1.1 Key demographic, housing, employment and industry data about Strathfield available to the public

3.1.1.1.1 Provide public access to demographic information on Strathfield Council area.

Support business in the development of business plans


3.1.2 Support skills training and employment readiness in the Strathfield workforce

3.1.2.1 Support initiatives that improve employability for local residents

3.1.2.1.1 Encourage containment and employment of locals by businesses

Hold an annual local employment event


3.1.3 Support local business development initiatives

3.1.3.1 Support initiatives that improve growth prospects for local businesses

3.1.3.1.1 Undertake comprehensive studies of local centres to develop site/location planning controls

Undertake a local inventory study to establish local comparative advantage by 2018


3.2.1 Collaborate with government, business and community to support well planned and sustainable enterprise areas

3.2.1.1 Engage with state and federal agencies and local/regional representatives to implement metropolitan and sub regional plans

3.2.1.1.1 Respond to proposals from state and federal agencies concerning commercial and industrial development in Strathfield Council area.

Develop a smart transport logistics precinct for urban and non-urban freight by 2020


3.2.2 Strengthen and refine Council’s regulatory processes to support opportunities for business development

3.2.2.1 Ensure food premises are safe and healthy

3.2.1.2.1 Develop and implement Food Safety Surveillance Program and ‘Scores on Doors’ program

Increase compliance enforcement in 2017, then ongoing


3.2.1 Strengthen and refine Council’s regulatory processes to support opportunities for business development

3.2.1.1 Ensure business premises meet regulatory standards

3.2.1.1.1 Develop and implement Business Compliance and Monitoring Program

Implement a stringent compliance stance on industrial developments by 2018




STRATHFIELD 2025 STRATEGIES DELIVERY PROGRAM 2014-2018 OPERATIONAL PLAN 2017-2018 ACTIONS

PERFORMANCEMEASURES RESPONSIBILTY


3.3.1.1 Improve appearance of retail centres 3.3.1.1.1 Implement upgrade of Homebush and Homebush West Town Centres

Completion of works

Service Delivery

3.3.1.1.2 Provide festive decorations at Strathfield Council Chambers, retail precincts and selected residential streets during Christmas/New Year season

Ongoing Service Delivery


3.3.1.1 Celebrate and acknowledge civic and community achievements

3.3.1.1.1 Undertake recognition and celebrate civic and community achievements through awards and celebratory activities



3.3.1.2 Promote awareness of Strathfield area 3.3.1.2.1 Develop promotion and awareness of Strathfield program

e-News, events and working with schools



3.3.2.1 Promote Strathfield food outlets 3.3.2.1.1 Coordinate and deliver Strathfield Food, Wine and Jazz Festival

Event held General Manager Unit

3.3.2.1.2 Monitor leases and promote alfresco dining in town centres

Develop a Public Domain Management Strategy by 2018

Corporate Services

3.3.2.2 Involve business and community stakeholders in events promotions

3.3.2.2.1 Provide financial or in-kind assistance for eligible community and cultural events



3.3.3.1 Provide information to businesses wishing to set up or expand in Strathfield LGA.

3.3.3.1.1 Provide information service to prospective businesses.

Work closely with the NSW Business Chamber by 2018



Liveable Neighbourhoods Theme The community strategic plan, Strathfield 2025, was developed from extensive consultation with the Strathfield community and reviews of plans and strategies. The community considered that effective governance is critical to delivery plans and maintaining community trust and confidence in Council. Goal 4.1 - Strathfield has high quality sustainable urban design that mixes well designed and innovative development with local existing character Liveable neighbourhoods are high quality, well planned and sustainable urban and natural environments that balance well designed and innovative development with existing local character. . Changing lifestyles and population pressures require careful urban design and regulation to encourage environmentally sensitive planning and design and promote sustainable living and business practices. As Strathfield’s population increases the trend for a variety of housing types and medium to high density developments must be met with the provision of local infrastructure. Goal 4.2 - Strathfield’s neighbourhoods are clean and well maintained Providing a clean and attractive local environment is critical to the livability of our local neighbourhoods. Clean and well maintained streets, parks and open spaces uphold and support public amenity and enjoyment of our local areas. Goal 4.3 - Strathfield’s natural environment is protected and enhanced Council will protect, maintain and enhance the natural environment to ensure that a balance is maintained between the pressures from population growth, and the protection and enhancement of natural ecosystems.


LIVEABLE NEIGHBOURHOODS THEME STRATHFIELD 2025

STRATEGIES DELIVERY PROGRAM 2014-2018 OPERATIONAL PLAN 2016-2017 ACTIONS PERFORMANCE

MEASURES RESPONSIBILITY

4.1.1 Strathfield’s planned environment is highly livable with quality and sustainable development incorporating best practice design

4.1.1.1 Ensure Council plans and controls meet statutory requirements and community values

4.1.1.1.1 Review and strengthen Strathfield's building and development plans to improve the quality of development outcomes

Heritage and Design DCP implemented by December 2017


4.1.1.1.2 Prepare background studies and develop statutory documents for implementation of Parramatta Road Urban Transformation Strategy. Undertake design excellence process for the Homebush precinct.

Parramatta Road Urban Design Guidelines implemented by 2018


4.1.1.2 Heritage is valued, conserved and adapted

4.1.1.2.1 Review heritage planning provisions and manage programs to support owners of heritage properties

Heritage DCP implemented by December 2017


4.1.1.3 Consider needs of people living in medium to high density units

4.1.1.3.1 Review urban planning controls and strategies including s.94 plan to deliver quality development outcomes and facilities that support needs of people living in higher densities

Apply SEPP 65 to all RFB and multi-unit developments by December 2017


4.1.1.3.2 Implement program to build community capacity and resilience in the Centenary Park precinct

New multicultural program for ethnic Chinese started by 2018

Community Services

4.1.2 Council offers informative and accessible planning services and programs that streamline service delivery

4.1.2.1 Effective assessment and determination processes

4.1.2.1.1 Deliver high quality and timely development assessment and participate on the Sydney Central Planning Panel

IHAP started by September 2017


4.1.2.1.2 Implement Strathfield Independent Hearing and Assessment Panel

Implemented in 2017


4.1.2.1.3 Establish Design Review Panel to provide independent expert advice on referred development applications

Implemented in 2017


4.1.2.2 Provide access to quality information on development processes

4.1.2.2.1 Implement online lodgement and viewing of development applications and planning proposals

Gateway fully implemented by September 2017






4.1.3 Provide effective and timely compliance management

4.1.3.1 Ensure building and land uses comply with approved consents and permits

4.1.3.1.1 Investigate and take action on non-compliances of consents and permits

No. of complaints investigated; No. of sites inspected


4.2.1 Maintain clean and attractive public street and landscapes

4.2.1.1 Maintain tree canopy coverage and biodiversity in Strathfield

4.2.1.1.1 Review actions from Strathfield’s Fauna Study and develop biodiversity management program to protect native species, habitats and population

Initiate “Dig Strathfield – Live Greener” sustainability programs by 2018


4.2.1.1.2 Review and implement Strathfield's Tree Management program

Develop a Significant Tree Policy by 2018

Service Delivery

4.2.1.2 Ensure that facilities, parks and open spaces are properly maintained

4.2.1.2.1 Develop and implement maintenance program for facilities, parks and open spaces

Increase sweeping frequency by 50% in 2017

Service Delivery

4.2.1.3 Maintain clean and attractive streets and public spaces

4.2.1.3.1 Develop and implement maintenance program for streets and public spaces

Roll out action plan in 2017

Service Delivery

4.2.2 Provide effective and efficient domestic waste and recycling services to the community

4.2.2.1 Improve waste management around medium to high density units

4.2.2.1.1 Implement waste management program to address waste issues specific to multi-unit dwellings eg illegal dumping

At least 2 compliance monitoring visits annually


4.2.2.2 Provide range of waste and recycling services

4.2.2.2.1 Provide general and green waste, recycling and on-call collection services to residential properties

In-house education and collection service by August 2017


4.2.3 Improve quality of water systems

4.2.3.1 Maintain clean and effective stormwater drainage network

4.2.3.1.1 Undertake catchment analysis for Strathfield Council area.

All modeling completed by 2018


4.2.3.1.2 Undertake testing and monitoring of pollution and quality of local waterways

Establish a new water cycle team by 2018







4.3.1.1 Promote and protect natural environment

4.3.1.1.1 Implement restoration and revegetation of natural areas and undertake noxious weeds control

Ongoing Environmental Services

4.3.2 Develop activities and programs that promote the natural environment

4.3.2.1 Provide information and participate in events that promote environment

4.3.2.1.1 Deliver events that promote natural environment eg Clean Up Australia, National Tree Day

Ongoing Environmental Services

4.3.3 Protect and enhance Strathfield’s biodiversity

4.3.3.1 Educate and partner with community for protection and improvement of natural areas including waterways

4.3.3.1.1 Coordinate and deliver environmental programs that involve community education and participation eg Bushcare

Employ a dedicated volunteers coordinator in 2017



Responsible Leadership Theme The community strategic plan, Strathfield 2025, was developed from extensive consultation with the Strathfield community and reviews of plans and strategies. The community considered that effective governance is critical to the delivery of services and projects and in maintaining community trust and confidence in Council. The goals, strategies and actions in the Responsible Leadership theme are aimed at delivering strong leadership and facilitating community representation and effective and accountable governance that support sound financial management, ethical conduct, integrity, public accountability and transparency. The major goals that are seen as important by the community for efficient and effective leadership are:

Goal 5.1 - The Strathfield community trusts Council and is informed, valued and heard Responsible leadership is providing strong leadership and community representation, supported by effective and accountable governance and management to ensure sound financial management, ethical conduct, integrity, public accountability and transparency.

Goal 5.2 - Council is ethically and responsibly managed Council will provide efficient and value for money services to the community whilst managing increased financial pressures and demands for services and maintaining financial sustainability.

Goal 5.3 - Council is efficient, sustainable and delivers value for money services

Council has a key role in ensuring that all members of the community have an opportunity to take part in Council’s decision making processes and are supported in accessing information and services.


RESPONSIBLE LEADERSHIP THEME

STRATHFIELD 2025 STRATEGIES DELIVERY PROGRAM 2014-2018 OPERATIONAL PLAN 2016-2017 ACTIONS PERFORMANCE MEASURES RESPONSIBILITY

5.1.1 Community has opportunities to ‘have say’ and their voices are heard

5.1.1.1 Undertake regular consultation and engagement with the community on matters which affect them

5.1.1.1.1 Undertake community consultation and engagement processes in Council decision making and the delivery of projects.

Annually General Manager Unit

5.1.1.1.2 Undertake Community Survey Annually General Manager Unit

5.1.1.2 Community ‘has a say’ at Council meetings

5.1.1.2.1 Provide opportunities for community participation in council meetings


5.1.2 Ensure that the community is aware of decisions, processes and events that affect their lives

5.1.2.1 Proposals and decisions are notified and accessible to the community

5.1.2.1.1 Review communications strategies to improve public notification and input into Council events, projects and proposals

Introduce a new Notification DCP for developments and increase use of e-News in 2017


5.1.3 Ensure Councillors are accountable to the community and receive adequate support to fulfil their obligations

5.1.3.1 Ensure Councillors receive training, information and support to effectively serve the Strathfield community

5.1.3.1.1 Provide timely and accurate information to Councillors and facilitate access to councillor training and development


5.1.3.2 Provide opportunities for Councillors to interact with the community and raise awareness of Councillors roles

5.1.3.2.1 Encourage attendance by the Mayor and/or Councillors at community events and meetings.

Improve participation by 50% in 2017


5.1.3.3 Ensure Councillors are accountable for decisions

5.1.3.3.1 Maintain and provide access to registers of pecuniary interests, voting, conflict of interests and meeting attendance.

6 monthly review of returns and publish attendances in Annual Report


5.2.1 Lead in an ethical, open, accountable and transparent way

5.2.1.1 Respond to State Government initiatives affecting local government

5.2.1.1.1 Respond and implement State Government’s Local Government Reform Program and review of the Local Government Act.

Ongoing General Manager Office

5.2.1.2 Maintain integrity of Council administration

5.2.1.2.1 Ensure Councillors and staff are aware of responsibilities and obligations. Review and implement Governance compliance program.

Code of Conduct Training Annually





5.2.2 Align corporate planning and organisational arrangements to deliver Strathfield 2025 and plan for future workforce challenges

5.2.2.1 Ensure Council has organisational capacity to deliver Community Strategic Plan

5.2.2.1.1 Review, monitor and implement the Workforce Management Plan and EEO Management Plan and implement actions on a priority basis.

Regular corporate training on EEO, WHS and Code of Conduct for all new within 6 months of commencement and existing staff every 2 years


5.2.2.2 Ensure Council maintains transparent and integrated planning and reporting framework that is legislatively compliant and facilities effective decision making

5.2.2.2.1 Ensure that Council complies with legislative and policy requirements for the integrated planning and reporting system.

Functional and services reviews annually



5.2.3.1 Provide a safe & healthy work environment

5.2..1.1 Implement Work Health & Safety audit program of Council's workplaces.

WHS Committee and planned & conduct planned & unplanned workplace risk assessments 4 quarterly in 2017

Corporate Services

5.2.2.1.2 Effectively and efficiently manage and monitor the rehabilitation of injured workers

Towards achieving zero lost time workplace injuries by 2019

Corporate Services

5.3.1 Deliver high quality and efficient customer efficient services

5.3.1.2 Provide effective and efficient customer service

5.3.1.2.1 Provide best practice customer services in a timely and professional manner.

Customer service training for all staff by 2018

Corporate Services




5.3.2 Promote efficient and effective business practices with community, customers and partnerships

Maintain an effective and transparent customer complaint handling process

5.3.2.1.1 Review Council’s complaint management processes. Manage complaints in accordance with policy requirements

Review Complaints Management Policy against best practice by 2018

Corporate Services

5.3.2.2 Ensure records management is effective and compliant to support service delivery

5.3.2.2.1 Maintain effective records and information management system in ECM including providing ongoing support and training.

Full compliance with the State Records Act

Corporate Services

5.3.2.3 Improve Council's efficiency utilising Information Technology

5.3.2.3.1 Implement upgrades of the security of Council’s networks, improvements in efficiency of Council’s administration and service delivery and assist and/or facilitate implementation of Council projects.

Full compliance with international standards for mitigating and preventing network and internet risk and data security

Information Technology

5.3.3 Maintain and improve financial sustainability of Council

5.3.3.1 Provide high quality, accurate and timely information on Council's finances

5.3.3.1.1 Provide regular budget, expenditures and investments reporting to Council. Meet all statutory reporting requirements.

Compliance with accounting and statutory reporting requirements

Finance

5.3.3.2 Ensure long-term financial sustainability through effective short and long term financial management

5.3.3.2.1 Review asset management plans for all assets under council control including roads, footpaths, drainage, buildings and parks.

Maintain assets to meet the required ratios


5.3.3.2.2 Monitor, review and update Council's resourcing strategies including the Long-Term Financial Plan.

Meet Treasury Corp Financial Sustainability Standards

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FOUR YEAR PROGRAM INCOME & EXPENDITURE SUMMARY Income 2017/2018 2018/2019 2019/2020 2020/2021 1 Social 3,810,950 3,118,615 3,196,620 3,276,405 2 Economic 13,346,151 8,946,245 9,098,896 9,255,253 3 Environment 29,094,186 12,096,905 12,389,844 12,690,277 4 Governance 36,514,637 37,050,252 37,960,657 38,893,417

Total Income 82,765,923 61,212,017 62,646,017 64,115,352 Expenditure 1 Social 7,658,261 7,993,283 8,136,350 8,368,370 2 Economic 7,574,518 9,169,650 7,690,531 7,901,494 3 Environment 13,924,915 12,515,529 14,519,029 14,908,739 4 Governance 17,000,175 16,482,491 16,932,007 17,382,449

Total Expenditure 46,157,870 46,160,953 47,277,917 48,561,052 Capital Expenditure 1 Social 17,959,370 416,657 749,750 797,350 2 Economic 9,609,375 6,200,243 5,990,895 5,935,230 3 Environment 829,198 441,404 434,865 424,255 4 Governance 8,210,110 7,992,760 8,192,590 8,397,465

Total Capital Expenditure 36,608,054 15,051,064 15,368,100 15,554,300 Net Costs 0 0 0 0


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(852,000)

(965,292)

(1,105,586)

(928,300)

(951,500)

(975,200)

Planning &

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2.0(937,000)

(1,041,877)

(253,000)

(253,000)

(253,000)

(253,000)

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-

-

-

-

-

-

Hum

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(197,000)

(206,576)

(215,610)

(221,200)

(226,600)

(232,100)

Recreation &

Culture

5.0(1,940,520)

(2,858,120)

(3,161,089)

(2,215,600)

(2,271,200)

(2,328,200)

E

nvironmental S

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(2,101,000)

(2,255,959)

(2,421,200)

(2,482,000)

(2,544,000)

(2,607,500)

Public O

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-

-

-

-

-

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Urban &

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8.0(3,432,817)

(4,262,817)

(4,894,079)

(4,914,400)

(5,037,600)

(5,163,600)

E

nvironmental &

Com

munity A

menities

9.0(7,325,000)

(8,030,575)

(10,282,811)

(10,481,400)

(10,743,300)

(11,011,900)

General P

urpose Revenues

10.0(19,511,000)

(19,688,290)

(22,834,320)

(23,414,200)

(23,999,500)

(24,599,400)

Appropriations for Future E

xpenditure11.0

-

-

-

-

-

-

-

-

-

-

-

-

Total Income

(36,296,337)

(39,309,506)

(45,167,695)

(44,910,100)

(46,026,700)

(47,170,900)

CA

PITA

L INC

OM

E

Corporate S

ervices & G

overnance1.0

-

(110,646)

-

-

-

-

Planning &

Strategy

2.0-

(683,268)

(180,000)

-

-

-

B

lank3.0

-

-

-

-

-

-

Hum

an Services &

Facilities4.0

-

(682,209)

-

-

-

-

Recreation &

Culture

5.0(3,590,000)

(21,867,176)

(15,905,206)

-

-

-

Environm

ental Services

6.0-

-

-

-

-

-

P

ublic Order &

Safety

7.0-

(51,133)

(195,700)

-

-

-

U

rban & Infrastructural S

ervices & LU

S8.0

(400,000)

(2,819,329)

(7,820,181)

(3,803,900)

(3,824,000)

(3,844,700)

Environm

ental & C

omm

unity Am

enities9.0

(1,170,000)

(1,855,268)

(1,289,641)

-

-

-

General P

urpose Revenues

10.0(7,791,000)

(7,761,000)

(12,207,500)

(12,498,017)

(12,795,317)

(13,099,752)


xpenditure11.0

-

-

-

-

-

-

-

-

-

-

-

-

Total Capital Incom

e(12,951,000)

(35,830,029)

(37,598,229)

(16,301,917)

(16,619,317)

(16,944,452)

EXP

EN

DITU

RE

Corporate S

ervices & G

overnance1.0

12,522,407

12,732,389

13,937,033

13,623,017

13,982,817

14,352,152

Planning &

Strategy

2.01,325,000

1,182,877

2,750,670

2,404,400

2,469,500

2,536,400

B

lank3.0

-

-

-

-

-

-

Hum

an Services &

Facilities4.0

1,540,000

1,714,020

1,846,141

2,108,380

2,032,800

2,091,100

Recreation &

Culture

5.05,531,000

5,662,531

5,887,199

6,057,200

6,231,700

6,410,800

E

nvironmental S

ervices6.0

2,270,000

2,663,800

4,099,041

4,212,600

4,329,200

4,449,000

Public O

rder & S

afety7.0

628,930

630,063

640,828

656,900

673,400

690,300

Urban &


LUS

8.05,231,000

5,550,001

5,928,867

6,096,056

6,267,900

6,444,700

E

nvironmental &

Com

munity A

menities

9.07,815,000

8,146,907

11,068,091

11,002,400

11,290,600

11,586,600

G

eneral Purpose R

evenues10.0

-

-

-

-

-

-


xpenditure11.0

-

-

-

-

-

-

-

-

-

-

Total Expenditure

36,863,337

38,282,588

46,157,870

46,160,953

47,277,917

48,561,052

CA

PITA

L EXP

EN

DITU

RE

Corporate S

ervices & G

overnance1.0

165,000

223,956

484,160

461,300

472,800

484,700

Planning &

Strategy

2.0960,000

1,643,268

180,000

-

-

-

B

lank3.0

-

-

-

-

-

-

Hum

an Services &

Facilities4.0

-

540,239

10,000

-

-

-

Recreation &

Culture

5.04,386,000

23,614,745

16,991,206

313,800

616,600

669,500

E

nvironmental S

ervices6.0

-

28,350

-

-

-

-

Public O

rder & S

afety7.0

-

50,000

195,700

-

-

-

Urban &


LUS

8.03,323,000

6,589,854

9,466,007

6,342,050

6,103,300

6,050,100

E

nvironmental &

Com

munity A

menities

9.03,550,000

4,381,745

1,821,280

467,814

522,600

505,900

G

eneral Purpose R

evenues10.0

-

-

-

-

-

-


xpenditure11.0

-

-

7,459,700

7,466,100

7,652,800

7,844,100

12.0-

-

-

-

-

-

Total Capital E

xpenditure12,384,000

37,072,157

36,608,054

15,051,064

15,368,100

15,554,300

Net (S

urplus)/Deficit from

Program

s-

215,210

-

-

-

-

2016/2017


Program No. 1.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Corporate Services-851,000

-851,000-904,586

-927,300-950,500

-974,200

Civic Activities0

0-200,000

00

0

Governance & Organisational Development-1,000

-114,292-1,000

-1,000-1,000

-1,000

00

00

00

-852,000-965,292

-1,105,586-928,300

-951,500-975,200

Corporate Services0

-110,6460

00

0

Civic Activities0

00

00

0

Governance & Organisational Development0

00

00

0

00

00

00

0-110,646

00

00

Corporate Services8,586,887

8,632,5339,185,355

8,922,9179,147,317

9,377,452

Civic Activities344,520

344,520552,500

360,200368,000

375,900

Governance & Organisational Development3,591,000

3,755,3364,199,178

4,339,9004,467,500

4,598,800

00

00

00

12,522,40712,732,389

13,937,03313,623,017

13,982,81714,352,152

Corporate Services15,000

15,00040,000

41,00042,000

43,100

Civic Activities0

00

00

0

Governance & Organisational Development150,000

208,956444,160

420,300430,800

441,600

00

00

00

165,000223,956

484,160461,300

472,800484,700

11,835,40711,880,407

13,315,60713,156,017

13,504,11713,861,652


CORPORATE SERVICES & GOVERNANCE2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME

Total Captial Income

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE



Program No. 2.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

Estimated

Estimated

Estimated

Estimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Strategy & Strategic Projects0

00

00

0

Planning & Strategy0

00

00

0

Natural Resources/Environmental

-937,000-1,041,877

-253,000-253,000

-253,000-253,000

Blank0

00

00

0

00

00

00

-937,000-1,041,877

-253,000-253,000

-253,000-253,000


00

00

0


-145,317-180,000

00

0


0-537,951

00

00

Blank0

00

00

00

00

00

0

0-683,268

-180,0000

00

Strategy & Strategic Projects378,000

378,000220,556

227,100233,800

240,700

Planning & Strategy891,000

644,0001,594,870

1,218,4001,252,800

1,288,200Natural Resources/Environm

ental 56,000

160,877935,244

958,900982,900

1,007,500

Blank0

00

00

0

00

00

00

1,325,0001,182,877

2,750,6702,404,400

2,469,5002,536,400


00

00

0


145,317180,000

00

0


960,0001,497,951

00

00

Blank0

00

00

00

00

00

0

960,0001,643,268

180,0000

00

1,348,0001,101,000

2,497,6702,151,400

2,216,5002,283,400


CORPORATE PLANNING & STRATEGY2016/2017

Sub Program Sum

mary

INCOME

Total Income

CAPITAL INCOME


EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE



Program No. 4.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Administration0

00

00

Facilities0

00

00

0

Community Services-197,000

-206,576-215,610

-221,200-226,600

-232,100

-197,000-206,576

-215,610-221,200

-226,600-232,100

Administration0

00

00

0

Facilities0

-682,2090

00

0

Community Services0

00

00

0

0-682,209

00

00

Administration0

00

00

0

Facilities866,000

997,9441,102,565

1,219,6001,253,000

1,287,200

Community Services674,000

716,076743,576

888,780779,800

803,900

1,540,0001,714,020

1,846,1412,108,380

2,032,8002,091,100

Administration0

00

0

Facilities0

540,23910,000

00

0

Community Services0

00

00

0

0540,239

10,0000

00

1,343,0001,365,474

1,640,5311,887,180

1,806,2001,859,000


HUMAN SERVICES & FACILITIES

2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME


EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE



Program No 5.0

2017/20182018/2019

2019/20202020/2021

Adopted

Budget as

Estim

atedE

stimated

Estim

atedE

stimated

Budget

at Dec Q

trB

udgetB

udgetB

udgetB

udget

Public Libraries

-60,000-67,600

-64,189-65,800

-67,500-69,200

Public H

alls & V

enues-63,000

-63,000-56,200

-57,600-59,000

-60,600E

vents & Tourism

-41,520-41,520

-40,500-41,500

-42,500-43,500

Open S

pace & B

ushland-1,776,000

-2,686,000-3,000,200

-2,050,700-2,102,200

-2,154,900B

lank0

00

00

0

-1,940,520-2,858,120

-3,161,089-2,215,600

-2,271,200-2,328,200

Public Libraries

0-120,000

00

00

Public H

alls & V

enues0

00

00

0E

vents & Tourism

00

00

00

Open S

pace & B

ushland-3,590,000

-21,747,176-15,905,206

00

0B

lank0

00

00

0

-3,590,000-21,867,176

-15,905,2060

00

Public Libraries

1,367,0001,348,600

1,371,7531,414,500

1,458,5001,503,700

Public H

alls & V

enues21,000

21,00014,000

14,30014,600

14,900E

vents & Tourism

495,000495,000

587,000601,900

617,000632,600

Open S

pace & B

ushland3,648,000

3,797,9313,914,446

4,026,5004,141,600

4,259,600B

lank0

00

00

0

5,531,0005,662,531

5,887,1996,057,200

6,231,7006,410,800

Public Libraries

164,000231,000

251,000113,800

116,600119,500

Public H

alls & V

enues0

00

00

0E

vents & Tourism

00

00

00

Open S

pace & B

ushland4,222,000

23,383,74516,740,206

200,000500,000

550,000B

lank0

00

00

0

4,386,00023,614,745

16,991,206313,800

616,600669,500

4,386,4804,551,980

3,812,1104,155,400

4,577,1004,752,100

Net (S

urplus)/Deficiency

RECREATION

AND CU

LTURE

2016/2017

Sub P

rogram S

umm

ary

INC

OM

E

Total Income

CA

PITA

L INC

OM

E

Total Capital Incom

e

EXP

EN

DITU

RE

Total Expenditure

CA

PITA

L EXP

EN

DITU

RE

Total Capital E

xpenditure


ENVIRONMENTAL SERVICESProgram No 6.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Administration0

00

00

0Development Control

-1,158,000-1,312,959

-1,020,500-1,046,200

-1,072,400-1,099,100

Regulatory Services-943,000

-943,000-1,400,700

-1,435,800-1,471,600

-1,508,400

-2,101,000-2,255,959

-2,421,200-2,482,000

-2,544,000-2,607,500

Administration0

00

00


00

00

00

Regulatory Services0

00

00

0

00

00

00

Administration1,078,000

1,345,1912,292,846

2,350,2002,409,000

2,469,200Development Control

676,000802,609

750,597775,000

800,200826,200

Regulatory Services516,000

516,0001,055,598

1,087,4001,120,000

1,153,600

2,270,0002,663,800

4,099,0414,212,600

4,329,2004,449,000

Administration0

00

00


028,350

00

00

Regulatory Services0

00

00

0

028,350

00

00

169,000436,191

1,677,8411,730,600

1,785,2001,841,500


2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE




PUBLIC ORDER AND SAFETYProgram No 7.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Community Safety0

00

00

0Emergency Services

00

00

00

00

00

00

Community Safety0

-50,000-195,700

00

0Emergency Services

0-1,133

00

00

00

00

00

0-51,133

-195,7000

00

Community Safety0

00

00

0Emergency Services

628,930630,063

640,828656,900

673,400690,300

00

00

00

628,930630,063

640,828656,900

673,400690,300

Community Safety0

50,000195,700

00

0Emergency Services

00

00

00

00

00

00

050,000

195,7000

00

628,930628,930

640,828656,900

673,400690,300


2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE

Total Capital



URBAN INFRASTRUCTURAL SERVICESProgram

No 8.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

Estimated

Estimated

Estimated

Estimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Urban and Support Services-1,725,000

-1,825,000-3,350,462

-3,331,900-3,415,400

-3,500,800Roads

-708,000-1,108,000

-543,800-557,500

-571,400-585,700

Ancillary Roadworks-999,817

-999,817-999,817

-1,025,000-1,050,800

-1,077,100Footpaths

0-330,000

00

00

Civic Services0

00

00

00

00

00

0

-3,432,817-4,262,817

-4,894,079-4,914,400

-5,037,600-5,163,600

Urban and Support Services-400,000

-400,000-1,744,000

-803,900-824,000

-844,700Roads

0-1,178,017

-4,296,034-2,500,000

-2,500,000-2,500,000

Ancillary Roadworks0

-1,004,811-1,780,147

-500,000-500,000

-500,000Footpaths

00

00

00

Civic Services0

-236,5010

00

00

00

00

0

-400,000-2,819,329

-7,820,181-3,803,900

-3,824,000-3,844,700

Urban and Support Services2,471,000

2,553,5002,947,705

3,035,1003,125,100

3,217,800Roads

284,000284,000

563,760577,700

592,000606,800

Ancillary Roadworks1,221,000

1,221,0001,221,526

1,252,3001,283,700

1,315,800Footpaths

272,000272,000

382,141392,900

403,900415,300

Civic Services983,000

1,219,501813,736

838,056863,200

889,0000

00

00

0

5,231,0005,550,001

5,928,8676,096,056

6,267,9006,444,700

Urban and Support Services950,000

1,050,0002,085,000

1,307,2001,339,800

1,373,300Roads

978,0002,516,017

4,396,0342,115,900

2,061,1002,040,600

Ancillary Roadworks520,000

1,781,8372,511,671

2,380,0002,150,000

2,070,000Footpaths

875,0001,205,000

435,302500,000

512,500525,300

Civic Services0

37,00038,000

38,95039,900

40,9000

00

00

0

3,323,0006,589,854

9,466,0076,342,050

6,103,3006,050,100

4,721,1835,057,709

2,680,6143,719,806

3,509,6003,486,500


2016/2017

Sub Program Sum

mary

INCOME

Total Income

CAPITAL INCOME

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE




ENVIRONMENTAL AND COMMUNITY AMENITIESProgram No 9.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Household Garbage Collection-7,041,000

-7,746,575-9,994,116

-10,185,500-10,440,000

-10,701,100Street Cleaning

00

00

00

Kept Blank0

00

00

0Urban Stormwater Drainage

-284,000-284,000

-288,695-295,900

-303,300-310,800

Public Facilities /Community Amenities0

00

00

0

-7,325,000-8,030,575

-10,282,811-10,481,400

-10,743,300-11,011,900

Household Garbage Collection0

00

00

0Street Cleaning

00

00

00

Kept Blank0

00

00


-850,000-1,149,000

-155,0000

00

Public Facilities /Community Amenities-320,000

-706,268-1,134,641

00

0

-1,170,000-1,855,268

-1,289,6410

00

Household Garbage Collection6,916,000

7,247,9079,986,414

10,128,40010,393,800

10,666,300Street Cleaning

686,000686,000

679,098696,900

715,200734,000

Kept Blank0

00

00


149,000149,000

338,579111,500

114,400117,400

Public Facilities /Community Amenities64,000

64,00064,000

65,60067,200

68,900

7,815,0008,146,907

11,068,09111,002,400

11,290,60011,586,600

Household Garbage Collection0

146,4777,702

57,10046,200

34,800Street Cleaning

00

00

00

Kept Blank0

00

00


1,134,0001,433,000

288,650205,000

210,100215,400

Public Facilities /Community Amenities2,416,000

2,802,2681,524,928

205,714266,300

255,700

3,550,0004,381,745

1,821,280467,814

522,600505,900

2,870,0002,642,809

1,316,919988,814

1,069,9001,080,600


2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE




GENERAL PURPOSE REVENUESProgram No 10.0

2017/20182018/2019

2019/20202020/2021

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

General Purpose Revenues-19,511,000

-19,688,290-22,834,320

-23,414,200-23,999,500

-24,599,400

-19,511,000-19,688,290

-22,834,320-23,414,200

-23,999,500-24,599,400

General Purpose Revenues-7,791,000

-7,761,000-12,207,500

-12,498,017-12,795,317

-13,099,752

-7,791,000-7,761,000

-12,207,500-12,498,017

-12,795,317-13,099,752

General Purpose Revenues0

00

00

0

00

00

00

General Purpose Revenues0

00

00

0

00

00

00

-27,302,000-27,449,290

-35,041,820-35,912,217

-36,794,817-37,699,152


2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE


Net Surplus/(Deficiency)


APPROPRIATION - FUTURE EXPENDITUREProgram No 11.0

2017/20182017/2018

2018/20192019/2020

AdoptedBudget as

EstimatedEstimated

EstimatedEstimated

Budgetat Dec Qtr

BudgetBudget

BudgetBudget

Appropriations for Future Expenditure0

00

00

0

00

00

00


00

00

0

00

00

00


00

00

0

00

00

00


07,459,700

7,466,1007,652,800

7,844,100

00

7,459,7007,466,100

7,652,8007,844,100

00

7,459,7007,466,100

7,652,8007,844,100


2016/2017

Sub Program Summary

INCOME

Total Income

CAPITAL INCOME

EXPENDITURE

Total Expenditure

CAPITAL EXPENDITURE




Capital Works Council will continue to invest in asset renewal to improve the overall condition of Council’s assets, in order to reduce ongoing operational costs associated with asset repair and maintenance. Council has budgeted capital projects totaling $29.05 million in 2017-2018.

2017-2018 Capital Works

Description Amount $’000 Funding Type New/ Renewal Assets Type

Roads Roads LATM Infrastructure 954 S94 Reserves Renewal Roads Road Resheeting & Resealing 2,452 S94 Reserves & Operating Revenue Renewal Roads Total Road Works 3,406 Bridges Bridges & Other Structures 1,813 S94 Reserves Renewal Bridges Total Bridges Works 1,813 Other Infrastructure Villages Upgrades 1,689 S94 Reserves Renewal Other Infrastructure Total Other Infrastructure Works 1,689 Footpath General Footpath Programme 435 Operating Revenue Renewal Footpath Total Footpath Works 435Building Town Hall Buildings 10 Operating Revenue Renewal Building Total Building Works 10Community Facilities Community Safety 196 S94 Reserves New Plant & Equipment Public Facilities & Amenities Upgrades 1,525 S94 Reserves & Operating Revenue Renewal Building Total Community Facilities 1,721Park Assets Parks & Reserves Upgrades 5,097 S94 & Infrastructure Reserves Renewal Open Space


2017-2018 Capital Works

Description Amount $’000 Funding Type New/ Renewal Assets Type

Playgrounds Upgrades 11,644 S94 Reserves Renewal Open Space Total Park Asset Works 16,741Stormwater Drainage Stormwater Drainage 200 Stormwater Levy New Stormwater Drainage

Total Stormwater Drainage Works 200Other Office Equipment 40 Operating Revenue New Office Equipment Information & Technology Hardware & Software 444 Operating Revenue Renewal Plant & Equipment Plant & Equipment 2,123 Operating Revenue & Waste Reserve Renewal Plant & Equipment Planning & Strategy 180 S94 Reserves New Other Library Books 251 Operating Revenue New Books Total Other 3,038 Total 2017-18 Capex 29,052

Programs 2017-2018

Program Proposal

1 Mason Park All Weather Playing surface and Carpark

2 Strathfield Park Upgrade Stage 2 All Weather Playing Surface

3 Bressington Park Amenities and Embellishment

4 Bark Huts Reserve Amenities and Playground embellishment

5 Begnell Field Amenities Upgrade and Irrigation

6 Parramatta Road, Strathfield Arnotts Reserve - New Park

7 Pomeroy St, Allen St & Cave Rd Bridges Renewal

8 Homebush & Flemington Shopping Precincts CCTV infrastructure

9 Melville Reserve Community Centre and Playground


Program Proposal

10 Pemberton Street- Between Arthur St- Shortland Ave Corridor and traffic facilities

11 Knight St (Parramatta Rd - Loftus Cres) - Corridor Upgrade

12 Loftus Cres B/W Subway lane & Bridge Rd Corridor Upgrade

13 Cooks River Cycleway - Banker Rd to Punchbowl Rd Cycleway for active transport

14 Arthur and Pemberton Street Intersection Cycleway Upgrade

15 Drew St Eco and Rain Garden

16 Arnotts Site Stage 1 Works Precinct 3 Linear Park and Reserve

17 Loftus Land/Parramatta Rd Urban Play space Linear Park Upgrade

18 Powell's Creek Redevelopment Naturalise Channel

19 Ford Park New Playground

20 Edwards Park New Playground and embellishment

21 Hudson Oval Open Space Upgrade

22 Australian Korean Memorial Garden & Cultural Centre Open space development & embellishment

23 Courallie Ave Homebush West Open space Embellishment

24 Henley Reserve Park upgrade

25 Boden Reserve Playground and Embellishment

26 Austin Park Playground and park embellishment

27 Dean Reserve Playground and Upgrade

28 Inveresk Reserve Playground and Upgrade

29 Cooke Park Reserve Embellishments

30 Drainage Upgrades Stormwater Management Various

31 Homebush Village Upgrade Stage 1 Town Centre Renewal

32 Homebush West Village Upgrade Stage 1 Town Centre Renewal

33 Barker Rd Traffic Calming Measures Traffic Facilities

34 Henley Road/Exeter Road- Roundabout Traffic Facilities

35 Burlington Road/Meredith Street - Roundabout Traffic Facilities and Upgrade

36 Elliot Reserve Community Centre/Hub Traffic Facilities and Upgrade

37 Footpath Renewal programme - Various Traffic Facilities and Upgrade

38 Traffic Management/LATM Traffic Facilities and Upgrade


Program Proposal

39 Airey Park Upgrade of Amenities

Estimated Capital Expenditures 2017-2021 Service 2017-18 2018-19 2019-20 2020-21 Office Equipment 40,000 41,000 42,000 43,100 Information & Technology 444,160 420,300 430,800 441,600 Planning & Strategy 180,000 - - - Town Hall Buildings 10,000 - - - Library 251,000 113,800 116,600 119,500 Parks & Reserves 5,096,620 - 300,000 300,000 Playgrounds 11,643,586 - - - Sports Field - 200,000 200,000 250,000 Community Safety 195,700 - - - Plant & Equipment 2,123,000 1,346,150 1,379,700 1,414,200 Roads LATM Infrastructure 953,844 - - - Road Resheeting & Resealing 2,451,714 2,745,900 2,711,100 2,710,600 Bridges & Other Structures 1,812,847 100,000 1,500,000 1,400,000 Villages Upgrades 1,689,300 1,650,000 - - Footpath 435,302 500,000 512,500 525,300 Stormwater Drainage 200,000 205,000 210,100 215,400 Public Facilities & Amenities 1,524,928 205,714 266,300 255,700 Grand Total 29,052,002 7,527,864 7,669,100 7,675,400


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 INCOME STATEMENT - GENERAL FUND Actuals Current Year Projected years Enter Scenario Name on Cover Sheet > 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 $ $ $ $ $ $ Income from Continuing Operations Revenue: Rates & Annual Charges 22,763,000 23,137,000 26,740,214 27,408,600 28,093,600 28,795,800 User Charges & Fees 4,387,000 5,092,817 5,820,832 5,967,100 6,116,200 6,268,900 Interest & Investment Revenue 1,497,000 1,104,000 1,123,000 1,092,700 1,120,000 1,148,000 Other Revenues 1,406,000 2,566,810 2,983,625 3,051,900 3,122,300 3,194,300 Grants & Contributions provided for Operating Purposes 3,805,000 4,525,000 2,902,420 1,950,200 1,999,000 2,048,900 Grants & Contributions provided for Capital Purposes 6,774,000 8,340,736 7,284,000 7,466,200 7,652,800 7,844,100 Other Income: Net gains from the disposal of assets 59,000 - - - - - Total Income from Continuing Operations 40,691,000 44,766,363 46,854,091 46,936,700 48,103,900 49,300,000







Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 INCOME STATEMENT - GENERAL FUND Projected Years Pro< Enter Scenario Name on Cover Sheet > 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 $ $ $ $ $ $ Income from Continuing Operations Revenue: Rates & Annual Charges 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 User Charges & Fees 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 Interest & Investment Revenue 1,148,000 1,148,000 1,148,000 1,148,000 1,148,000 1,148,000 Other Revenues 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 Grants & Contributions provided for Operating Purposes 2,048,900 2,048,900 2,048,900 2,048,900 2,048,900 2,048,900 Grants & Contributions provided for Capital Purposes 7,844,100 7,844,100 7,844,100 7,844,100 7,844,100 7,844,100 Other Income: Net gains from the disposal of assets - - - - - - Total Income from Continuing Operations 49,300,000 49,300,000 49,300,000 49,300,000 49,300,000 49,300,000






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Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 BALANCE SHEET - GENERAL FUND Actuals Current Year Projected Years Scenario: < Enter Scenario Name on Cover Sheet > 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 $ $ $ $ $ $ $ ASSETS Current Assets Cash & Cash Equivalents 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283 34,614,838 41,046,345 Investments 42,500,000 32,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Receivables 2,977,000 3,083,713 3,093,753 3,188,269 3,336,473 3,491,448 3,578,344 Inventories 132,000 56,337 67,147 59,170 58,882 60,344 60,364 Other 61,000 90,822 100,046 97,955 99,672 102,176 102,184 Total Current Assets 56,334,000 54,858,932 38,791,136 43,078,724 49,207,310 55,768,806 62,287,237

Non-Current Assets Infrastructure, Property, Plant & Equipment 278,684,000 289,432,966 313,854,100 315,432,347 317,023,230 318,438,778 319,854,325 Total Non-Current Assets 278,684,000 289,432,966 313,854,100 315,432,347 317,023,230 318,438,778 319,854,325 TOTAL ASSETS 335,018,000 344,291,898 352,645,236 358,511,071 366,230,540 374,207,584 382,141,563

LIABILITIES Current Liabilities Payables 9,524,000 9,753,857 10,701,870 9,074,958 9,113,444 9,155,140 9,155,271 Provisions 3,022,000 3,119,166 3,119,166 3,119,166 3,119,166 3,119,166 3,119,166 Total Current Liabilities 12,546,000 12,873,024 13,821,036 12,194,124 12,232,610 12,274,306 12,274,437

Non-Current Liabilities Provisions 357,000 259,834 259,834 259,834 259,834 259,834 259,834 Total Non-Current Liabilities 357,000 259,834 259,834 259,834 259,834 259,834 259,834 TOTAL LIABILITIES 12,903,000 13,132,857 14,080,870 12,453,958 12,492,444 12,534,140 12,534,271 Net Assets 322,115,000 331,159,041 338,564,366 346,057,113 353,738,096 361,673,444 369,607,292

EQUITY Retained Earnings 177,381,000 186,425,041 193,830,366 201,323,113 209,004,096 216,939,444 224,873,292 Revaluation Reserves 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 Council Equity Interest 322,115,000 331,159,041 338,564,366 346,057,113 353,738,096 361,673,444 369,607,292 Total Equity 322,115,000 331,159,041 338,564,366 346,057,113 353,738,096 361,673,444 369,607,292


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027 BALANCE SHEET - GENERAL FUND Scenario: < Enter Scenario Name on Cover Sheet > 2022/23 2023/24 2024/25 2025/26 2026/27 $ $ $ $ $ ASSETS Current Assets Cash & Cash Equivalents 47,476,821 53,907,309 60,337,797 66,768,285 73,198,773 Investments 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Receivables 3,666,168 3,753,980 3,841,792 3,929,604 4,017,416 Inventories 60,364 60,364 60,364 60,364 60,364 Other 102,184 102,184 102,184 102,184 102,184 Total Current Assets 68,805,537 75,323,837 81,842,137 88,360,437 94,878,737

Non-Current Assets Infrastructure, Property, Plant & Equipment 321,269,873 322,685,421 324,100,968 325,516,516 326,932,064 Total Non-Current Assets 321,269,873 322,685,421 324,100,968 325,516,516 326,932,064 TOTAL ASSETS 390,075,410 398,009,258 405,943,106 413,876,953 421,810,801

LIABILITIES Current Liabilities Payables 9,155,271 9,155,271 9,155,271 9,155,271 9,155,271 Provisions 3,119,166 3,119,166 3,119,166 3,119,166 3,119,166 Total Current Liabilities 12,274,437 12,274,437 12,274,437 12,274,437 12,274,437

Non-Current Liabilities Provisions 259,834 259,834 259,834 259,834 259,834 Total Non-Current Liabilities 259,834 259,834 259,834 259,834 259,834 TOTAL LIABILITIES 12,534,271 12,534,271 12,534,271 12,534,271 12,534,271 Net Assets 377,541,139 385,474,987 393,408,835 401,342,682 409,276,530

EQUITY Retained Earnings 232,807,139 240,740,987 248,674,835 256,608,682 264,542,530 Revaluation Reserves 144,734,000 144,734,000 144,734,000 144,734,000 144,734,000 Council Equity Interest 377,541,139 385,474,987 393,408,835 401,342,682 409,276,530 Total Equity 377,541,139 385,474,987 393,408,835 401,342,682 409,276,530


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - GENERAL FUND Actuals Current Year Projected YearsScenario: < Enter Scenario Name on Cover Sheet > 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

$ $ $ $ $ $ Cash Flows from Operating Activities Receipts: Rates & Annual Charges 22,492,000 23,224,601 26,556,386 27,374,500 28,058,653 28,759,975 User Charges & Fees 5,088,000 4,936,156 5,765,845 5,956,052 6,104,938 6,257,367 Interest & Investment Revenue Received 1,451,000 1,074,197 1,318,864 1,029,461 1,032,815 1,055,550 Grants & Contributions 10,448,000 12,901,487 10,232,912 9,429,762 9,647,715 9,888,815 Bonds & Deposits Received 1,478,000 - - - - - Other 2,863,000 2,535,654 2,994,935 3,057,037 3,116,316 3,188,178 Payments: Employee Benefits & On-Costs (12,518,000) (14,443,014) (16,309,544) (17,110,058) (17,220,000) (17,594,900) Materials & Contracts (8,641,000) (4,482,024) (5,054,166) (4,588,393) (4,517,315) (4,620,173) Bonds & Deposits Refunded (545,000) - - - - - Other (8,692,000) (12,066,096) (12,947,699) (13,184,008) (13,517,300) (13,858,200)

Net Cash provided (or used in) Operating Activities 13,424,000 13,680,962 12,557,533 11,964,353 12,705,823 13,076,612

Cash Flows from Investing Activities Receipts: Sale of Investment Securities 34,500,000 10,000,000 15,000,000 - - - Sale of Infrastructure, Property, Plant & Equipment 1,256,000 400,000 219,000 224,500 230,100 235,900 Payments: Purchase of Investment Securities (42,500,000) - - - - - Purchase of Infrastructure, Property, Plant & Equipment (5,588,000) (15,616,902) (28,874,402) (7,985,713) (6,956,970) (6,909,956)

Net Cash provided (or used in) Investing Activities (12,332,000) (5,216,902) (13,655,402) (7,761,213) (6,726,870) (6,674,056)

Cash Flows from Financing Activities Receipts: Payments: Net Cash Flow provided (used in) Financing Activities - - - - - - Net Increase/(Decrease) in Cash & Cash Equivalents 1,092,000 8,464,060 (1,097,869) 4,203,140 5,978,953 6,402,555

plus: Cash, Cash Equivalents & Investments - beginning of year 9,572,000 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283

Cash & Cash Equivalents - end of the year 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283 34,614,838 Cash & Cash Equivalents - end of the year 10,664,000 19,128,060 18,030,190 22,233,330 28,212,283 34,614,838 Investments - end of the year 42,500,000 32,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Cash, Cash Equivalents & Investments - end of the year 53,164,000 51,628,060 35,530,190 39,733,330 45,712,283 52,114,838 Representing: - External Restrictions 35,191,000 37,895,590 14,879,011 12,136,111 9,382,311 6,667,111 - Internal Restrictions 16,544,000 12,349,695 12,350,465 15,007,865 17,851,765 21,086,765 - Unrestricted 1,429,000 1,382,775 8,300,714 12,589,354 18,478,207 24,360,962

53,164,000 51,628,060 35,530,190 39,733,330 45,712,283 52,114,838


Strathfield Municipal Council 10 Year Financial Plan for the Years ending 30 June 2027CASH FLOW STATEMENT - GENERAL FUND Projected YearsScenario: < Enter Scenario Name on Cover Sheet > 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 $ $ $ $ $ $ Cash Flows from Operating Activities Receipts: Rates & Annual Charges 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 28,795,800 User Charges & Fees 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 6,268,900 Interest & Investment Revenue Received 1,061,104 1,060,176 1,060,188 1,060,188 1,060,188 1,060,188 Grants & Contributions 9,893,000 9,893,000 9,893,000 9,893,000 9,893,000 9,893,000 Bonds & Deposits Received - - - - - - Other 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 3,194,300 Payments: Employee Benefits & On-Costs (17,594,900) (17,594,900) (17,594,900) (17,594,900) (17,594,900) (17,594,900) Materials & Contracts (4,657,296) (4,657,400) (4,657,400) (4,657,400) (4,657,400) (4,657,400) Bonds & Deposits Refunded - - - - - - Other (13,858,200) (13,858,200) (13,858,200) (13,858,200) (13,858,200) (13,858,200) Net Cash provided (or used in) Operating Activities 13,102,707 13,101,676 13,101,688 13,101,688 13,101,688 13,101,688 Cash Flows from Investing Activities Receipts: Sale of Investment Securities - - - - - - Sale of Infrastructure, Property, Plant & Equipment 235,900 235,900 235,900 235,900 235,900 235,900 Payments: Purchase of Investment Securities - - - - - - Purchase of Infrastructure, Property, Plant & Equipment (6,907,100) (6,907,100) (6,907,100) (6,907,100) (6,907,100) (6,907,100) Net Cash provided (or used in) Investing Activities (6,671,200) (6,671,200) (6,671,200) (6,671,200) (6,671,200) (6,671,200) Cash Flows from Financing Activities Receipts: Payments: Net Cash Flow provided (used in) Financing Activities - - - - - - Net Increase/(Decrease) in Cash & Cash Equivalents 6,431,507 6,430,476 6,430,488 6,430,488 6,430,488 6,430,488 plus: Cash, Cash Equivalents & Investments - beginning of year 34,614,838 41,046,345 47,476,821 53,907,309 60,337,797 66,768,285 Cash & Cash Equivalents - end of the year 41,046,345 47,476,821 53,907,309 60,337,797 66,768,285 73,198,773 Cash & Cash Equivalents - end of the year 41,046,345 47,476,821 53,907,309 60,337,797 66,768,285 73,198,773 Investments - end of the year 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 Cash, Cash Equivalents & Investments - end of the year 58,546,345 64,976,821 71,407,309 77,837,797 84,268,285 90,698,773 Representing: - External Restrictions 3,951,911 1,236,711 1,521,511 1,806,311 2,091,111 2,375,911 - Internal Restrictions 24,321,765 27,556,765 30,791,765 34,026,765 37,261,765 40,496,765 - Unrestricted 30,272,669 36,183,345 39,094,033 42,004,721 44,915,409 47,826,097

58,546,345 64,976,821 71,407,309 77,837,797 84,268,285 90,698,773


Revenue Policy 2017-2018 Council’s Revenue Policy identifies the proposed revenue from each of the following sources of funding: Rates Domestic waste annual charge Fees and charges Private works Borrowings The total income that can be raised from levying rates on property is capped by the NSW State Government through the Independent Pricing & Regulatory Tribunal (IPART) which has determined that NSW Councils may increase general income from rates by a maximum of 1.5% in 2017/18. Council may apply to IPART for a special rate variation above the rate peg limit, subject to certain criteria. Ordinary Rate - Ad Valorem / Base Rate Strathfield Council proposes for 2017-2018 to make and levy an ordinary rate for that year pursuant to Sections 494 and 543 of the Local Government Act 1993 such rate to comprise: An ordinary residential rate to be named ‘Residential Ordinary Rate’. A base amount per each separate residential parcel of land to be named ‘Residential Base Amount’. An ordinary business rate to be named ‘Business Ordinary Rate’. A base amount per each separate parcel of land to be named ‘Business Base Amount’. The rate to be made and levied under the Local Government Act 1993 shall consist of:

o An ad valorem amount pursuant to Section 497; and o A base amount of the rate levied in respect of each separate parcel pursuant to Section 548.

Council proposes to make and levy the following rates for 2017-2018: A Residential Ordinary Rate of 0.055695 cents in the dollar on the value of all rateable land that falls within the ‘residential’ category of Strathfield

Council and subject to a base rate of $440.00 in respect of each separate parcel of rateable land; and


A Business Ordinary Rate of 0.238373 cents in the dollar on the value of all rateable land that falls within the ‘business’ category of Strathfield Council and subject to a base rate of $440.00 in respect of each separate parcel of rateable land.

The above rates in the dollar include the Rate Pegging Limit of 1.5% as set by IPART. IPART rate calculations are based on land valuations with a base date of 1 July 2016, provided by the Valuer General. Interest is charged on all overdue rates and annual charges in accordance with section 566(3) of the Local Government Act. Interest is to be charged on overdue rates and domestic waste management charges in accordance with s.566(3) of the Act. The maximum interest rate is set by the Minister for Local Government and will be charged at a rate of 8% per annum and calculated on a daily basis for the 2017-2018 financial year. Land Value Type of Rate No $ % Residential Base amount $440 $5,817,680 49.83 Cents in dollar .055695 $5,858,165 50.17 TOTAL $11,675,845 100% Business Base amount $440.00 $457,160 8.64 Cents in dollar 0.238373 $4,831,838 91.36 $5,288,998 100% TOTAL $16,964,843

Rate and charges reductions for eligible pensioners

Council provides for rate reductions to eligible pensioners who are holders of a Pensioner Concession Card, up to a maximum of $250.00. Council provides for rate reductions to non-eligible pensioners who are holders of the Commonwealth Seniors Health Care Card (CSHCC), up to a maximum of $250.00, for their principal place of residential residence with the same residential address as the CSHCC, subject to application being made to Council.


Council resolved (minute 132/13) that eligible pensioners and Commonwealth Seniors Health Care Card Holders be exempted from the Stormwater Management Service Charge. Rate Installments

Rate Installments will be due on the following dates:

First rate instalment due on 31 August 2017 Second rate instalment due on 30 November 2017 Third rate instalment due on 28 February 2018 Fourth rate instalment due on 31 May 2018 Carrying out work on private land Under the provisions of s.67(1) of the Local Government Act 1993, Council may, by agreement with the owner or occupier of any private land, carry out on the land any kind of work that may be lawfully carried out on the land. Any work carried out in this regard will be done on a full cost recovery (use pays) basis including design, supervision and staff overheads. Council may, on request or by agreement with the owner or occupier of land, or pursuant to an order or notice issued under the Local Government Act 1993 or other relevant legislation, carry out any kind of work on the land which may lawfully be carried out on that land. The types of works are, but not limited to, the following:

Road construction Kerbing and guttering Paving Fencing Landscaping Land clearing and fire hazard reduction or removal Demolition and excavation Building inspection Trade waste


Giving effect to, or compliance with, an order issued pursuant to Section 124 of the Local Government Act 1993. The amounts or rates to be charged, together with applicable GST, shall be the actual cost to Council, plus on-costs and subject to resolution of Council.

Domestic Waste Management Charges The full cost of providing a domestic waste management service, including general garbage, recycling, and household clean up must be met from specific fees and charges payable by owners of rateable properties. The domestic waste management service charge includes the full cost of administration, service provision, State Government levies and tipping fees. Section 496 of the Local Government Act 1993 provides that:

A council must make and levy an annual charge for the provision of domestic waste management services for each parcel of rateable land for which the service is available.

A council may make an annual charge for the provision of a domestic waste management service for a parcel of land that is exempt from rating if:

(a) the service is available for that land, and (b) the owner of that land requests or agrees to the provision of the service to that land, and (c) the amount of the annual charge is limited to recovering the cost of providing the service to that land.

Section 502 of the Act provides that a charge may also be made for the actual use of the service, in addition to the availability charge stipulated under Section 496. As per Section 504 councils cannot apply income from an ordinary rate towards the cost of providing a domestic waste management service, and income obtained from domestic waste charges must be calculated so they do not exceed the cost to council of providing those services. Council faces a number of challenges both economic and environmental, in providing these services. The Local Government Act 1993 requires Council to recover the full cost of providing the Domestic Waste Management Service. This resulted in a proposed charge of $705 for 2017-2018. 2017-2018 Domestic Waste Management Service Charges Service Cost ($) Minimum service 705 Pensioner & CSHCC Holders Minimum Service 600 Additional service - 120L Garbage 705


Additional service - 240L Garden vegetation 164 Additional service - 240L Recycling 129

Stormwater Management Service Charge Council has established a Stormwater Management Service Charge to ratepayers used to fund capital and recurrent costs associated with stormwater management programs. The Stormwater Management Service Charge is made in accordance with legislation allowing Councils to charge a Stormwater Management Services Charge (Local Government Amendment (Stormwater) Act 2005 and amendments to the Local Government (General) Regulation 2005). The purpose of the charge is to allow Council the option to raise additional revenue to cover some or all of the costs of providing new or additional stormwater management services within a catchment, suburb or local government area. The charge provides a reliable revenue source for stormwater works in regard to publicly notified programs set out in the Operational Plan. All funding collected must be applied to stormwater management projects, which can include: Mainstream flood mitigation works Local drainage and overland flow path upgrades Urban drainage renewal Water quality infrastructure Stormwater maintenance Studies or investigations to identify appropriate works Enhanced pipe drainage maintenance Opportunities for grant funding will continue to be sought to supplement existing available funding and existing service levels from general revenue will be maintained. The maximum amount of a stormwater charge that Council proposes to charge is $25.00 for a single residential property. A pro-rata charge will apply to commercial land or strata units capped at $25.00 per 350m2.


The charge will be used to recover the cost of providing new or additional stormwater management services to eligible land. The following charges are to be made for 2017/18: Land categorised as residential:

$25.00 For a single residential dwelling

Residential strata lots

$12.50 For each strata unit

Residential flats, community title, tenants-in-common residential units

$12.50 For each flat/unit

Land categorised as Business $25.00 Plus an additional $25.00 for each 350 square metres or part of 350 square metres by which the area of the parcel of land exceeds 350 square metres up to a maximum charge of $200.00

Business Strata Lots, Business Company Title $5.00 Minimum $5 or the relevant portion of the maximum annual charge that would apply to the strata scheme if it were a parcel of land subject to the land categorised as business charge of $200

The estimated income from the charge is approximately $325,600. National Competition Policy National Competition Policy and the principles of competitive neutrality apply to Council business activities. Council is required to identify those business activities in accordance with the guidelines set down by the Office of Local Government. Category 1 Businesses are those with an annual gross operating income greater than $2 million. Based on Council’s annual financial statements, the following activities have a turnover of $2 million or more, and are therefore classified as Category 1 business activities:


Domestic Waste Management. Category 2 Businesses are those with an annual gross operating income less than $2 million. The following activities are classified as Category 2 business activities: Hudson Park Golf Course and Driving Range. Pricing Policy and Principles for Council Fees and Charges In accordance with Section 608 of the Local Government Act 1993 and other relevant legislation, Council charges and recovers approved fees and charges for services it provides. The 2017-2018 Fees and Charges Schedule is issued as an attachment to this plan. The fees and charges are generally intended to be imposed on the following services provided by Strathfield Council under the Local Government Act or any other Act or regulations. This can include: supply of a product, service or commodity giving information providing a service in connection with the exercise of the council’s regulatory functions, including receiving an application for approval, granting an

approval, making an inspection and issuing a certificate inspection of premises associated with commercial activity or building approval or compliance allowing admission to any building or enclosure 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 (s.611 Local Government Act) allowing use or benefit from Council’s assets and facilities etc fees for business activities (s.610A Local Government Act) In cases where the amount of fees and charges for service is determined under another Act or regulatory bodies, Council will apply the amount determined under the other Act or Regulation such as Environmental Planning and Assessment Act and Companion Animals Act. In determining the amount of fees and charges, Strathfield Council shall consider the following factors:


the cost of providing the service the importance or benefit of the service to the community prices fixed by the relevant industry bodies any factors specified in the Local Government regulations In accordance with the Section 610D of the Local Government Act 1993, Council charges a higher fee or an additional fee for an expedited serviced provided, for example, in case of urgency. In accordance with Section 610E of the Local Government Act 1993, Council may provide for reductions in the cost of use of Council facilities in accordance with Council policy. All of Council’s fees and charges not subject to statutory controls are reviewed on an annual basis prior to finalisation of Council’s annual operating budget. However, in special circumstances, fees and charges can be reviewed and approved by Council in accordance with the Local Government Act 1993 and Regulations. In accordance to Section 610F of the Local Government Act 1993, Strathfield Council will give public notice for at least 28 days of changes in fees and charges already adopted or any new fees and charges. The predominant consideration in reviewing Council’s fees and charges is recovery of the cost of providing the service. Goods and Services Tax (GST) The Goods and Services Tax (GST) applies to a number of goods and/or services supplied by Council. Those goods and/or services subject to GST have been identified in Council’s Schedule of Fees and Charges, and in accordance with the legislation, the prices shown for those goods and/or services are the GST inclusive price.


PROGRAM INCOME & EXPENDITURE SUMMARY Income 2017/2018 2018/2019 2019/2020 2020/2021 1 Social 3,810,950 3,118,615 3,196,620 3,276,405 2 Economic 13,346,151 8,946,245 9,098,896 9,255,253 3 Environment 29,094,186 12,096,905 12,389,844 12,690,277 4 Governance 36,514,637 37,050,252 37,960,657 38,893,417

Total Income 82,765,923 61,212,017 62,646,017 64,115,352

Expenditure 1 Social 7,658,261 7,993,283 8,136,350 8,368,370 2 Economic 7,574,518 9,169,650 7,690,531 7,901,494 3 Environment 13,924,915 12,515,529 14,519,029 14,908,739 4 Governance 17,000,175 16,482,491 16,932,007 17,382,449

Total Expenditure 46,157,870 46,160,953 47,277,917 48,561,052

Capital Expenditure 1 Social 17,959,370 416,657 749,750 797,350 2 Economic 9,609,375 6,200,243 5,990,895 5,935,230 3 Environment 829,198 441,404 434,865 424,255 4 Governance 8,210,110 7,992,760 8,192,590 8,397,465

Total Capital Expenditure 36,608,054 15,051,064 15,368,100 15,554,300

Net Costs 0 0 0 0

0 0 0 0

Fees and Charges 2017/18

Description Page Description Page

Development Control Community Services 23

1 Development Applications 1 Hall Hires2 Construction Certificate Applications 6 1 Strathfield Town Hall 24

3 Complying Development Certificate Applications 8 2 Strathfield Community Centre 24

4 Building Certificates 8 3 Library Meeting Rooms 25

5 Occupation Certificates 9 4 Community Facilities 25

6 Inspection Fees 9 Library Services 26

7 Other Applications Fee 10 Nursery 28

8 Security Deposits 11 Other Business Undertakings 28

9 General Information 12 Parks and Reserves10 Other Works related to Development Controls 14 1 Seasonal Hire Fees 29

Strategic Planning 2 Casual Hire Fees 29

1 Planning Certificate & Rezoning Fees 16 3 Park Miscellaneous 30

2 Other Fees 16 4 Hudson park Golf Course 30

Environmental Health & Compliance Civic & Urban Services1 Fire Safety 17 1 Parking 31

2 Environmental Health 17 2 Restorations 31

3 Regulatory 19 3 Pre-Paid Works 32

Corporate & Governance 20 4 Miscellaneous 33

Events & Filming 22 Waste & Recycling 35

Strathfield Council Schedule of Fees & Charges 2017 / 2018

Pricing Principle Item Description GST Y/N

2017/18 Charges (incl.

GST)

2017/18 Charges (excl.

GST)

DEVELOPMENT CONTROL(1) DEVELOPMENT APPLICATIONS

b

Up to $5,000 $110 N 110.00 110.00

$5,001 - $50,000$170 plus additional $3.00/ $1,000 or part thereof by which the estimated cost exceeds $5,000

N 170.00 170.00

$50,001 - $250,000 (see note below)

$352 plus additional $3.64/ $1,000 or part thereof by which the estimated cost exceeds $50,000

N 352.00 352.00

$250,001 - $500,000 (see note below)

$1,160 plus an additional $2.34/ $1,000 or part thereof by which the estimated cost exceeds $250,000

N 1,160.00 1,160.00

$500,001 - $1,000,000 (see note below)

$1,745 plus additional $1.64/$1,000 or part thereof by which the estimated cost exceeds $500,000

N 1,745.00 1,745.00

$1,000,001 - $10,000,000 (see note below)

$2,615, plus additional $1.44/ $1,000 or part thereof by which the estimated cost exceeds $1,000,000

N 2,615.00 2,615.00

More than $10,000,000$15,875 plus additional $1.19/ $1,000 or part thereof by which the estimated cost exceeds $10,000,000

N 15,875.00 15,875.00

b

b Development involving the erection of a dwelling house or dwelling alterations with an estimated construction cost of less than $100,000 per application N 455.00 455.00

bDevelopment not involving the erection of a building (including temporary structures), the carrying out of a work, the subdivision of land or the demolition of work or a building (Change of use, including the use of a building as a PoPE)

per application N 285.00 285.00

Additional Fees:

b Additional fee - Residential Apartment DevelopmentApplication for residential apartment

developmennt that is referred to a design review panel [cl.248 EPA Reg 2000]

N 3,000.00 3,000.00

d Additional fee - Revelopment referred to a design review panel Development refererd to a design review panel in accordance with Charter N 3,000.00 3,000.00

d Additional Fee for referral to an independent professional expert Applications with significant impact on the built, social and natural environments Y 3,000.00 2,727.27

1. Development involving erection of buildings (including temporary structures), the carrying out of work, demolition of a work or a building. Fees are based on the estimate of costs of such development

NOTE: All development applications involving costs of such development in excess of $50,000 are required to pay for the planning reform ("PlanFirst") fee calculated as P = (0.64 x E /1000) - 5, to the Department of Planning, where P = amount payable, and E = estimated cost of such development rounded to the nearest thousand dollars.

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2. Development involving the subdivision of land

b (a) Subdivision of Fee: (i) involving opening of a public road $665 plus $65/additional lot created N 665.00 665.00 (ii) Not involving the opening of a public road $330 plus $53/additional lot created N 330.00 330.00 (ii) Strata subdivision $330 plus $65/additional lot created N 330.00 330.00

d (b) Subdivision Certificate Fee (Release of plan) per application N 640.00 640.00 (c) Where no new lots are proposed, ie. simple common boundary adjustments and consolidation (non Legislative) N 825.00 825.00

(d) Linen checking fee N 880.00 880.00 (e) Resigning subdivision plans by General Manager or authorised officer N 880.00 880.00

b

b 3. Integrated developmentAdministration fee N 140.00 140.00 Approval fee to each approval body Each approved body N 320.00 320.00

b 4. Designated development $320 plus any other fees payable based on this schedule N 920.00 920.00

d 5. Submission of amended plans - prior to determination of development application

50% of original fee PLUS advertising fee if readvertising is required - refer

to Section 9 "Advertising Fees"N

NOTE: Subdivision of land includes a plan of subdivision within the meaning of Section 195 of the Conveyancing Act 1919 OR a strata plan of subdivision.

NOTE: All development applications involving costs of such development in excess of $50,000 are required to pay for the planning reform ("PlanFirst") fee calculated as P = (0.64 x E /1000) - 5, to the Department of Planning, where P = amount payable, and E = estimated cost of such development rounded to the nearest thousand dollars.

NOTE: An additional fee of $600.00 is payable for residential flat development that is required to be referred to a design review panel under State Environmental Planning Policy No. 65 - Design Auditing of Residential Flat Development.

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b 6. Modification of a development consent (Section 96) – after consent has been issued

Modification involving a correction of a minor error, misdescription or miscalculation [Section 96(1)] N 71.00 71.00

Modification under Section 96(1A) or 96AA(1) (modifications of minor environmental impact)

$645 or 50% of the original fee, whichever is the lesser amount N 645.00 645.00

Modification under Section 96(2) or 96AA(1):(a) If the original development application fee was less than $100 50% of the original fee N(b) If the original development application fee was $100 or more - (i) for applications not involving the erection of buildings (including temporary structures), the carrying out of a work or the demolition of work or a building (Change of use, including the use of a building as a PoPE)

50% of the original fee N

(ii) Development involving erection of buildings (including temporary structures), the carrying out of work, demolition of work or a building with an estimated cost of construction of $100,000 or less

N 190.00 190.00

plus an additional amount if notice of the application is required to be given under Section 96(2) or S96AA (1) of the Act. N 665.00 665.00

(c) In the case of an application other than (a) and (b) above, as set out in the table below - Estimated CostUp to $5,000 N 55.00 55.00

$5,001 - $250,000$85 plus an additional $1.50 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $5,000

N 85.00 85.00

$250,001 - $500,000 $500 plus an additional $0.85 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $250,000

N 500.00 500.00

$500,001 - $1,000,000 $712 plus an additional $0.50 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $500,000

N 712.00 712.00

$1,000,001 - $10,000,000 $987 plus an additional $0.40 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $1,000,000

N 987.00 987.00

More than $10,000,000$4,737 plus an additional $0.27 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $10,000,000

N 4,737.00 4,737.00

NOTE: No fee charged if agreed council error

NOTE: An additional fee for notification of the modification application applies - refer to Section 9 "Advertising Fees".

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b 7. Review of a development determination (Section 82A) N

The maximum fee for a request for a review of a determination is:

(i) For applications not involving erection of buildings (including temporary structures), the subdivision of land, the carrying out of work, demolition of work or a building (Change of Use, including the use of a building as a PoPE).

50% of original fee PLUS advertising fee if readvertising is required - refer

to Section 9 "Advertising Fees"N

(ii) Development involving erection of buildings (including temporary structures), the carrying out of work, demolition of work or a building with an estimated cost of construction of $100,000 or less

N 190.00 190.00

(iii) In the case of a request to review a determination with respect to a development application other than (i) and (ii) above, as set out in the table below -

Estimated CostUp to $5,000 N 55.00 55.00

$5,001 - $250,000 $85, plus an additional 1.50 for each 1,000 (or part of 1,000) of the estimated cost N 85.00 85.00

$250,001 - $500,000 $500, plus an additional 0.85 for each 1,000 (or part of 1,000) by which the estimated cost exceeds 250,000

N 500.00 500.00

$500,001 - $1,000,000 $712, plus an additional 0.50 for each 1,000 (or part of 1,000) by which the estimated cost exceeds 500,000

N 712.00 712.00

$1,000,001 - $10,000,000 $987, plus an additional 0.40 for each 1,000 (or part of 1,000) by which the estimated cost exceeds 1,000,000.00

N 987.00 987.00

More than $10,000,000$4,737,plus an additional 0.27 for each 1,000 (or part of 1,000) by which the estimated cost exceeds 10,000,000

N 4,737.00 4,737.00

d 8. Application to extend a development consent (Section 95A and Clause 114) 50% of original fee OR a maximum fee of $2,200 N

NOTE: This must be lodged within 12 months after the date the determination is issued.

An additional fee for notification of the application may apply - refer to Section 9 "Advertising Fees"

NOTE: An application can only be made if the original consent was issued for a period of less than 5 years.

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b 9. Advertising Fees(a) Advertised development N 1,105.00 1,105.00 (b) Designated development N 2,220.00 2,220.00 (c) Prohibited development N 1,105.00 1,105.00 (d) Development for which Consolidated DCP 2005 requires notice to be given otherwise than as referred to in (a), (b) or (c). N 1,105.00 1,105.00

(e) Modification of consent (only if previously advertised or required by Consolidated DCP 2005 Part L to be notified) N 620.00 620.00

(f) Application to review a determination as required by Section 82A(4(a)) of the EP&A Act. (where required by Consolidated DCP 2005 Part L to be notified) N 620.00 620.00

(g) Integrated development N 1,105.00 1,105.00

a 10. Notification FeesDevelopment with estimated costs of:Up to $5,000 N 290.00 290.00 $5,001 - $100,000 N 320.00 320.00

$100,001 - $500,000 $310 plus an additional $0.75 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $100,000

N 310.00 310.00

$500,001 - $9,999,999 $640 plus an additional $0.40 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $500,000

N 640.00 640.00

Greater than $10,000,000$4,555 plus an additional $0.20 for each 1,000 (or part of 1,000) by which the estimated cost exceeds $10,000,000

N 4,555.00 4,555.00

d 11. Development for the purpose of one or more advertisementsDA advertising sign fee Y 300.00 272.73 Each additional sign Y 105.00 105.00

d 12. Scanning Lodgement of DA Plans, Complying Development Applications and Unauthorised Works ApplicationsThe fees are based on the estimate construction cost$0- $150,000 N 80.00 80.00 $150,001 - $300,000 N 100.00 100.00 $300,000 - $500,000 N 150.00 150.00 $500,001 - $1,000, 000 N 300.00 300.00 $1,000,001 or more N 600.00 600.00

d 13. Stamping of plansUp to 5 plan sets free free Additional set per set N 65.00 65.00 CD with NOD and stamped plans per CD N 25.00 25.00

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(2) CONSTRUCTION CERTIFICATE APPLICATIONS d Application of a Construction Certificate

CLASS 1 & 10 BUILDINGSValued up to $50,000 Y 2,075.00 1,886.36 Valued between $50,001 - $500,000 Y 3,075.00 2,795.45 Valued between $500,001 to $1 million Y 2,075.00 1,886.36 Valued more than $1 million Y 3,075.00 2,795.45 CLASS 2 - 9 BUILDINGSValued up to $100,000 Y 3,495.00 3,177.27 Valued between $100,001 - $500,000 Y 5,495.00 4,995.45 Valued between $500,001 - $1,000,000 Y 5,995.00 5,450.00 Valued at greater than $1,000,000 Quote will be provided YSUBDIVISION WORKSValued up to $100,00 Y 774.00 703.64 Valued between $100,001 - $500,000 Y 845.00 768.18 Valued between $500,001 - $4,000,000 Y 1,549.00 1,408.18 Valued at greater than $4,000,001 Quote will be provided YNOTES:

d Modification of Construction Certificate

Modifications to dwellings or outbuildings(NOTE: The relevant development consent must also be modified by making application under Section 96 of the EP&A Act)

Minor modification or 50% of the original fee PLUS the applicable

Section 96 application feeY 330.00 300.00

1. Construction Certificate fees are in addition to the required development application fee.

2. A discount of 10% will be given on the Construction Certificate fee but only if lodged at the same time as the development application.

3. The Construction Certificate application shall be accompanied by working drawings, building specifications and engineering plans (where relevant).

NOTE: Additional construction certificates are often required as a result of amended development applications. In these circumstances a new construction certificate will be issued but the applicable fee may be reduced as indicated above.

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Construction Certificate Applications involving a Building Code of Australia Alternative Solution

Relevant application fee PLUS $1,500 minimum

Additional charges may be levied to recover council’s costs in more complicated assessments

at the rate of $364/hour or part thereof Such charges will be as determined by the Group

Manager Planning & Environment in consultation with the applicant.

Y

Engineering and Landscaping ServicesDependant upon nature of proposed development as determined by Development Unit:Engineering: Quote will be provided YLandscaping: Quote will be provided Y

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(3) COMPLYING DEVELOPMENT CERTIFICATE APPLICATIONS d (a) Application of a Complying Certificate

based on value of worksNot exceeding $5,000 (minimum) Y 795.00 722.73

Exceeding 5,000 but not exceeding $100,000: $832 PLUS$3.63/1,000 for the amount greater than $5,000 Y 1,595.00 1,450.00

Exceeding $100,000 but not exceeding $250,000$946 PLUS

$2.59/1,000 for the amount greater than $100,000

Y 2,595.00 2,359.09

Exceeding $250,000$1,224 PLUS

$1.04/1,000 for the amount greater than $250,000

Y 3,595.00 3,268.18

(b) Submission of Amended Plans - prior to determination of complying development certificate application 50% of original application fee Y

(c) Modification/Cancellation of a Complying Certificate(S.87) – after certificate has been issued 75% of original application fee Y

(4) BUILDING CERTIFICATES

b Class 1 or Class 10 building for each dwelling contained in building or in any other building on the allotment. N 250.00 250.00

b In the case of any other class of building as follows:Floor area of building or part (i) Not exceeding 200 m² N 250.00 250.00 (ii) Exceeding 200 m² but not exceeding 2000 m² $250 plus 50 cents/ sqm over 200 sqm N 250.00 250.00 (iii) Exceeding 2000m2 $1,165 plus 75 cents/ sqm over 2000 sqm N 1,165.00 1,165.00

b N 250.00 250.00

b N 90.00 90.00

d Copy of Building Certificate (Clause 261 EP&A Regulation) with owner’s consent N 10.00 10.00

Building Certificate (Section 149B)

In any case where the application relates to a part of a building and that part consists of an external wall only or does not otherwise have a floor area.

If reasonably necessary to carry out more than one inspection of the building before issuing a building certificate, council may require payment of an additional fee. Additional inspections will be charged at the same rate.

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(5) OCCUPATION CERTIFICATES (a) For certificates issued prior to initial occupation of new building (Section 109M)

(i) Where Council has been nominated as the PCA, has inspected the building works during construction, and an inspection package is purchased from Council . Y 350.00 318.18

(ii) Where Council has not inspected the works or done the critical stage inspection Y 1,995.00 1,813.64

(b) For certificates issued to authorise a change of building use (Section 109N ie where no building works are proposed)(a) For buildings up to 200 sqm N 350.00 350.00 (b) For buildings between 200 and 2,000 sqm N 350.00 350.00 (c) For buildings greater than 2,000 sqm N 650.00 650.00

(6) INSPECTION FEES Building Inspection Fees (GENERAL)To be paid with and in addition to the Construction Certificate / Complying Development Certificate application fee.(NOTE: This rate only applies to categories of building work not specifically mentioned in this table.)

N 250.00 250.00

Multi Unit Housing(i) Townhouses Or Villas per unit N 350.00 350.00 (i) Flats per unit N 350.00 350.00 New Commercial/Industrial Buildings (up to 2,000 square metres) N 850.00 850.00 New Commercial/Industrial Buildings (over 2,000 square metres) N 2,150.00 2,150.00 Change Of Use (no building work) per inspection N 350.00 350.00 Reinspection Fee - for defective work or not ready at time of inspection, must be paidbefore final clearance will be given. N 250.00 250.00

Cancellation Fee Sum of fee N

NOTES:1 Inspection fees are payable prior to release of the construction certificate or complying development certificate where Council has been nominated as the Principal Certifying Authority (PCA).2. Sections 81A(2) and 86(1) of the Environmental Planning & Assessment Act 1979, states that building or subdivision construction works are not to commence until the person having the benefit of the development consent or complying development certificate has notified council of the appointment of the PCA.3. Council inspection packages include the cost of all necessary inspections and the issue of one Occupation Certificate for all Building Classes, except Class 1a Dwellings, or Class 10a & 10b buildings.4. There will be no refund of package fees where the applicant or builder has failed to provide Council with any or adequate notice of the need to carry out progress inspections.

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(7) OTHER APPLICATION FEES g Tree Pruning &/or Removal Applications/Assessments

(a) Application Fee Removal (1-5 trees) N 220.00 220.00 Each Extra Tree N 44.00 44.00 (b) Application Fee - Pruning only N 130.00 130.00 (c) Review of Tree Determination Plus external review costs if required N 220.00 220.00 (d) Extension of Time of Approved Work N 52.00 52.00

Application under Section 68 activity

Install a manufactured home, moveable dwelling or associated structure on land. plus development application fee N 170.00 170.00

Install a temporary structure on land plus development application fee N 170.00 170.00 Install or operate an amusement device N 374.00 374.00

Use a standing vehicle or any article for the purpose of selling any article in a public place N 121.00 121.00

For all other activities requiring approval under Section 68 of the Local Government Act1993 N 220.00 220.00

Review of a Determination of Activity Application under Section 100 of the LocalGovernment Act 1993 N 114.00 114.00

Application to Amend an Activity Approval (Section 106) $187 or 50% of original fee, whichever is greater N 187.00 187.00

Application to Extend renew an Activity Approval (Section 107) 50% of original fee to a maximum of $150 N 150.00 150.00

b Section 149 (Planning) CertificatesSection 149(2) N 53.00 53.00 Section 149(5) and (2) N 133.00 133.00

Section 149 planning certificate – urgency fee 24 hr processing (plus above fee) N 153.00 153.00

d Application for Outstanding Notices

N 153.00 153.00

N 153.00 153.00

NOTE: Joint fee is charged for both applications

Issue of Section 150 Certificate (Legislative)

N 40.00 40.00

(i) Section 121ZP of the EP&A Act 1979. (Generally relates to outstanding Notices and Orders relevant to development and building activities) ; and/or (ii) Section 735A of the LG Act 1993. (Relates to any outstanding Notice, Order, direction or demand but only to those matters issued under the LG Act. It excludes outstanding notices or orders relevant to building and development activities that would be notified by Council under a S.121ZP Certificate relevant to development and building activities)

Copy of document, map or plan embodied, incorporated or referred to in an environmental planning instrument, as certified by the Mayor, General Manager or Public Officer of Council

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(8) SECURITY DEPOSITS RELEVANT TO DEVELOPMENT CONTROLSDamage (Security) Deposit to Council Infrastructure(i) Cost of proposed work:Up to $5,000 N 260.00 260.00 $5,001 - $10,000 N 330.00 330.00 $10,001 to $15,000 N 430.00 430.00 $15,001 to $25,000 N 630.00 630.00 $25,001 to $50,000 N 1,330.00 1,330.00 $50,000 - $100,000 N 2,700.00 2,700.00 $100,001 to $250,000 N 5,200.00 5,200.00 $250,001 to $500,000 N 8,100.00 8,100.00 $500,001 to $1,000,000 N 12,200.00 12,200.00 $1,000,001 to $2,000,000 N 15,000.00 15,000.00 $2,000,001 to $3,000,000 N 18,000.00 18,000.00 $3,000,001 to $4,000,000 N 21,000.00 21,000.00 $4,000,001 to $5,000,000 N 24,000.00 24,000.00 $5,000,001 to $6,000,000 N 27,000.00 27,000.00 $6,000,001 to $7,000,000 N 30,000.00 30,000.00 $7,000,001 and above N 33,000.00 33,000.00 (ii) Additional amount for concrete pours N 338.00 338.00 (iii) Tree bonds (per tree): - under 5 metres high N 1,650.00 1,650.00 - 5 metres to 10 metres high N 6,600.00 6,600.00 - 10 metres to 15 metres high N 13,100.00 13,100.00 - 15 metres to 20 metres high N 19,100.00 19,100.00 - over 20 metres high N 25,100.00 25,100.00 - significant trees: up to 50 years old & 50-100 years old N 30,100.00 30,100.00

Fee for the lodgement of a bank guarantee in lieu of cash bond(i) Bank guarantee up to $50,000 Y 154.00 140.00

(ii) Bank Guarantee greater than $50,000 $154 plus additional 0.02% of the Value of the Bank Guarantee Y 154.00 140.00

Under s97 of the Local Government Act, interest must be paid on security deposits upon refund to the depositor. Given the significant amount of administrative work involved in handling these deposits, it would be inappropriate for Council to pay interest at the rate that Council earns on its surplus cash. Hence, an administrative charge is levied equivalent to the difference between the interest rate earned by Council and the rate payable by the Commonwealth Bank on its Savings Investment Accounts as at 1 July each year, subject to no interest being paid when the amount would be less than $35 together with a flat charge of $35 on interest payments.

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(9) GENERAL INFORMATIONg Professional Services Charges

Professional officer’s time (not referred to specifically elsewhere) - includes call outs for pollution outbreaks, compliance certificates under the Environmental Planning & Assessment Act, development and construction certificate application assessments for external bodies, fire safety surveys of buildings, written professional advice, other specialised services, inclusive of those associated with related council programs.

per hour Y 250.00 227.27

(i) Dwelling houses per meeting Y 125.00 113.64 (ii) Minor commercial / industrial per meeting Y 125.00 113.64 (ii) Multi-unit residential, commercial and industrial development per meeting Y 737.00 670.00

d Certificate Lodged by External Certifier (Certificate issued by external PCA)Registration fee for lodgement of privately issued certificates with Council (CDC, CC, OC, compliance and subdivision certificate) N 38.00 38.00

Principal Certifying Authority Signs Y 25.00 22.73 Development Application Site Notices Y 189.00 171.82

d Refund of Withdrawn Applications (prior to determination)

(i) where no assessment has taken place 50% of original fee refunded (ie 50% of fee withheld) N

(ii) if partially assessed 20% of original fee refunded (ie 80% of fee withheld) N

Requests for information requiring research or a written response (with owner’s consent)

per hour (minimum 1 hour) - exact fee will be dependant upon staff time involved N 125.00 125.00

Sale of building / development approval records per full year N 1,061.00 1,061.00

per monthNOTE: Service expanded to include combined

list of all DA's, Construction Certificates and Complying Development Certificates approved

N 107.00 107.00

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Builders Indemnity Insurance

Long Service Levy

Construction Certificates and Complying Development Certificates cannot be issued unless the applicant provides a certificate of insurance issued by an approved insurer under the Home Building Act 1989.Persons who wish to do building work on their own home may apply to the Department of Fair Trading for an owner-builder permit where:(a) the cost of the work exceeds 5,000; (b) the work relates to a single dwelling - house or dual occupancy; and (c) the work requires development consent or is complying development. An owner-builder who sells their dwelling within 7 years of completion of the work must take out home warranty insurance.Works valued less than 12,000.00 value, no insurance is required when carried out by a licensed builder.

For building or subdivision works that exceed a value of 25,000, payment of the Long Service Levy to the Long Service Levy Payments Corporation is required prior to Council (or an accredited certifier) issuing the Construction or Complying Development Certificate. Council acts as an agent for collection of this levy.The amount payable is currently fixed at 0.35% of the total cost of the work and is GST exempt.

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(9) OTHER WORKS RELATED TO DEVELOPMENT CONTROLSd Road Opening Permit

Road Opening Permit Fee per application N 120.00 120.00 Road Openings (Emergency) per application N 373.00 373.00 Unreported Road Openings - when work has commenced prior to a permit being obtained per application N 363.00 363.00

d Stormwater Drainage Application Fee Medium Density Development per application N 567.00 567.00 Stormwater Drainage Assessment and Inspection Fee – per hour N 176.00 176.00 · Single Dwelling, no OSD (minimum $120)· Single Dwelling with OSD (minimum $240)· Medium Density Development (minimum $360)· High Density Development (minimum $480)· Works-As-Executed Plans (minimum $240)· Positive Covenant (minimum $120)· OSD Re-Inspection Fee(minimum $120)

c Hoarding/StructureClass “A” Hoarding Application Fee per application N 352.00 352.00 Class “A” Hoarding Fee* per metre per week N 40.00 40.00 Class “B” Hoarding Application Fee per application N 530.00 530.00 Class “B” Hoarding Fee* per metre per week N 60.00 60.00

Bond for both class “A” & “B” – minimum 3 months Rent In Advance N 1,056.00 1,056.00

d Works Zone (including signage by council) - may be subject to approval of traffic committeeApplication Fee per application N 320.00 320.00 per metre/calendar month per metre per month N 35.00 35.00

*Note: Both Class "A" & "B" Hoarding Fee previously charged on per metre per month.

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d DA / CDC Related WorksFinal Drainage InspectionFinal Road Inspection N 470.00 470.00 Bond/Bank Guarantee per application N 300.00 300.00

d Administration FeeLandscape per application N 127.00 127.00 Stormwater per application N 127.00 127.00 Builders Damage Deposit per application N 127.00 127.00 Traffic/Roadworks per application N 127.00 127.00

d Stock Pile PermitPermit Fee N 320.00 320.00 Hire Fee per m2 per month N 77.00 77.00 Inspection Fee N 102.00 102.00 Damage Bond (minimum $500) to be assessed N 500.00 500.00

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STRATEGIC PLANNING(1) PLANNING CERTIFICATE AND REZONING FEES

aRezoning/LEP Application – minor anomalies (e.g. listing or de-listing a heritage item, amending clauses, adding or removing a permissible use that does not require complex assessment) or where the value of land at the proposed development standards is less than $1.5 million (fee excludes notification)1

N 8,653.00 8,653.00

aRezoning/LEP Application - value of land at the proposed development standards between $1.5 million to $10 million (fee excludes notification)1 N 17,306.00 17,306.00

aRezoning/LEP Application - value of land at the proposed development standards between $10 million to $20 million (fee excludes notification)1 N 29,013.00 29,013.00

a Rezoning/LEP Application - value of land greater than $20 million (fee excludes advertising). A higher fee may be required at the discretion of General Manager N 34,612.00 34,612.00

a Development Control Plan Amendment Application - for minor anomalies/clauses (a higher fee may be required at discretion of General Manager) N 3,000.00 3,000.00

a Development Control Plan Amendment Application - for major changes (a lesser or higher fee may be required at discretion of General Manager) N 18,000.00 18,000.00

a Pre-Application Meeting for LEP and or DCP amendments (up to 1 hour) - * All subsequent meetings will be charged at the same rate N 611.00 611.00

a Pre-Application Meeting for LEP and or DCP amendments (1 - 2 hours) * All subsequent meetings will be charged at the same rate N 1,018.00 1,018.00

a Planning proposal Notification fee - Minor Anomalies N 1,527.00 1,527.00 a Planning proposal Notification fee - Other LEP Amendments N 3,054.00 3,054.00

Assessment fee for additional studies following Gateway Determination ( if required) Quote will be provided N

Council's consultants' attendance expenses Quote will be provided N

(2) OTHER FEESa Strathfield Local Environment Plan N 50.00 50.00 a Strathfield Consolidated Development Control Plan 2005 (in folder) N 150.00 150.00 a A3-Size Planning Map (Colour) N 25.00 25.00 a A1-Size Planning Map (Colour) N 60.00 60.00 a A0-Size Planning Map (Colour) N 100.00 100.00 a DCP - Other N 30.00 30.00 a Copy of Indirect and direct Development Contributions Plan N 30.00 30.00 a House Numbering Application N 163.00 163.00

*NOTE: 1. If the LEP application does not proceed past the Gateway Determination (Section 56 EP&A Act), a refund up to 30% may apply at Council’s discretion upon request from the proponent.

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ENVIRONMENTAL HEALTH & COMPLIANCE(1) FIRE SAFETY

d Fire Safety Inspection Fee

Business Premises (Boarding Houses, Function Centres, Assembly Buildings, etc.) per hour Y 295.00 268.18

d Fire Safety Statement RegistrationFire Safety Statement Registration - on time N 124.00 124.00 Fire Safety Statement Registration - late lodgement -up to 1 week N 500.00 500.00 Fire Safety Statement Registration - late lodgement -up to 2 Weeks N 1,000.00 1,000.00 Fire Safety Statement Registration - late lodgement -up to 3 weeks N 1,500.00 1,500.00 Fire Safety Statement Registration - late lodgement - 4 weeks or more N 2,000.00 2,000.00

(2) ENVIRONMENTAL HEALTHFood Premises Inspection Fees(a) Food Shops

b Registration per application N 135.00 135.00

d Annual Administration charge - Up to and including 5 full-time equivalent food handlers working at premises Annual admin fee including 1 inspection N 569.00 569.00

d Annual Administration charge - More than 5 but not more than 50 full time equivalent food handlers working at premises Annual admin fee including 2 inspections N 748.00 748.00

d Annual Administration charge - More than 50 full-time equivalent food handlers working at premises Annual admin fee including inspections N 3,700.00 3,700.00

d School Canteens Annual admin fee including 1 inspection N 179.00 179.00 b Food shop reinspection fee per inspection N 115.00 115.00 b Improvement Notice (under Food Act 2003) N 330.00 330.00

(b) Mobile Food Venting Vehicles (including Sydney Markets)d Registration & Inspection Registration fee & 1 inspection included N 220.00 220.00

(c) Temporary Food Stalls Application & Registration Fees per event N 70.00 70.00

Hairdressing/Beauty(a) Hairdressing/beauty - No skin penetration inspection

b Registration N 100.00 100.00 d Inspection N 189.00 189.00 d Subsequent inspection - per hour or part thereof N 125.00 125.00

(b) Hairdressing/beauty//tattooist - Skin penetration inspectionb Registration N 100.00 100.00 d Inspection N 189.00 189.00 d Subsequent inspection - per hour or part thereof N 125.00 125.00

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Boarding Housed Registration N 130.00 130.00 d Inspection N 460.00 460.00 d Subsequent inspection per hour or part thereof N 161.00 161.00

Hawkersd Registration N 83.00 83.00 d Inspection N 189.00 189.00 d Subsequent inspection - per hour N 133.00 133.00

Microbial Control Legionnaire'sb Registration N 82.00 82.00 d Inspection N 200.00 200.00 d Subsequent inspection - per hour or part thereof N 131.00 131.00 d

Water Monitoring Public Swimming Pools & Spasb Registration N 100.00 100.00 d Inspection includes water testing N 255.00 255.00 d Subsequent inspection - per hour or part thereof N 128.00 128.00 d Additional Cooling Tower Inspection N 135.00 135.00

Swimming Poolsb NSW Pool Registration Fee N 10.00 10.00

b Inspection fee for private swimming pool - 1st Inspection (Includes Certificate of Compliance) N 150.00 150.00

b Inspection fee for private swimming pool - 2nd Inspection (Includes Certificate of Compliance) N 100.00 100.00

a) Application to install See DA/CC fees or Complying Development fees if pool is classed as complying development N

b b) Application for exemption under Section 22 of the Swimming Pools Act 1992 (Clause 13 Swimming Pool Regulation 2008) N 70.00 70.00

d Resuscitation Charts Y 17.00 15.45

Protection of Environment Operations Act 1997

b (a) Environment Protection Notice (such as clean up notice, prevention notice,compliance cost notice) – administration fee N 535.00 535.00

d Environmental Compliance Audit Inspection Fee N 284.00 284.00 d Environmental Compliance Audit Reinspection (per hour or part thereof) N 120.00 120.00 b Compliance Cost Notice per issue of an Order N 500.00 500.00

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(3) REGULATORYSurrender of Dogs/Cats to Council

d NOTE: Owner must sign the prescribed form surrendering rights in the animal per dog or cat N 265.00 265.00

Companion Animals Registration Fee – (Legislative)b (a) Desexed animal N 52.00 52.00 b (b) Entire animal (ie: animal has not been desexed) N 192.00 192.00 b (c) Desexed animal owned by pensioner N 21.00 21.00 b (d) Animals owned by registered breeders N 52.00 52.00

b (When seeking a reduction in the prescribed fee, proof of circumstances must be shown)

b Certificate of compliance for dangerous or restricted dogs N 150.00 150.00

Companion animals Impounding Feesd Initial Administration Fee N 95.00 95.00 d (a) Maintenance Fees for Impounded animals per day 1 Dog N 40.00 40.00 d (b) Maintenance Fees for Impounded animals per day 1 Cat N 40.00 40.00 d Return of Stray Dog to Owner (When dog is microchipped and registered) N 85.00 85.00

Impounding Fee (excluding companion animals)

d Fees to release items impounded from public places (eg. signs, shopping trolleys, etc) N 71.00 71.00

d Daily storage N 15.00 15.00

Impounding Fee Motor Vehicles (excluding companion animals)d Impounding motor vehicles N 206.00 206.00 d Release fee N 120.00 120.00 d Towing Fees N 100.00 100.00 d Storage Fees N 20.00 20.00

Contaminated LandPreparation of Positive Covenants Per Document N 430.00 430.00 Land Remediation - Category 2 per Notification Under POEO Act N 145.00 145.00 Information furnished from Council's records on enquiry N 57.00 57.00 Copy of Site Audit Statement N 57.00 57.00

General Mattersd Dog Bag Leash Dispensers Y - d Refills (3 rolls) Y - d Cat Cage - Bond Up to 7 days hire N 150.00 150.00 d Cat Cage - Late Fees per day N 25.00 25.00

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CORPORATE & GOVERNANCERates and Property Inquires

b Section 603 Certificate per application N 75.00 75.00 a Section 603 Certificate (urgency fee) per application N 169.00 169.00 a Copy of Rates Notice/Instalment Notice per copy N 20.00 20.00 a Provide Statement of Rates Letter per property N 30.00 30.00 b Interest Overdue Rates Interest rate charged on overdue account N 8.00%

Finance Servicesa Dishonour Cheques/Direct Debits per payment N Bank Fee a Debtor Late Payment Fee (Non-rates) per payment Y 50.00 45.45 a Credit card merchant service fee (payment surcharge) 1% of total transaction Y

d Street Dining (use of council’s footpaths by shop-keepers)Application Fee per application N 150.00 150.00 Street Dinning Bond(i) Street Dining Bond Less than 10 square meters per application N 1,200.00 1,200.00 (ii) Street Dining Bond greater than 10 square meters per application N 2,000.00 2,000.00 Annual Rental Charge per square metre Strathfield Town Centre Annual fee per sqm N 215.00 215.00 Other Centres Annual fee per sqm N 116.00 116.00 Line Marking Space on Footpath N 165.00 165.00 Late Payment ChargesAnnual Rental Charges - Late Payment Fee (Up to 20 days) N 158.00 158.00 Annual Rental Charges - Late Payment Charges (greater than 21 days) N 321.00 321.00

GIPA ACT

b GIPA Application - Access to Information (GIPA Act 2009) (subject to 50% reduction where applicable) per application N 30.00 30.00

b GIPA Internal Review Application (GIPA Act 2009) (excluding amendments of records and subject to 50% reduction where applicable) per application N 40.00 40.00

b GIPA Processing of Application by individual relating to their personal affairs - after first 20 hours only (and subject to 50% reduction where applicable) per hour N 30.00 30.00

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Business Papers NOTE: Business papers are also available on Council's website and Council's library

d All Business Paper per year N 991.00 991.00

Copying undertaken by Council Staff for public access to documentsd A4 per copy per sheet N 1.00 1.00 d A3 per copy per sheet N 2.00 2.00 d A2, A1 per copy per sheet N 14.00 14.00 d AO per copy per sheet N 21.00 21.00

Where it is necessary to prepare a record for copying

Subpoenas Serviced Conduct Money - d for one hour N 102.00 102.00 d for subsequent hours N 61.00 61.00 d LICENCE - Preparation Fee N 580.00 580.00

Notwithstanding the above fees, where it is necessary to incur overtime to meet urgent requests for access a fee will apply, or the above, whichever is greater

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EVENTS & FILMING(1) EVENTS

Major Festivals & Eventsd Merchandise Stall Hire (Covered) per duration of the event Y 420.00 381.82 d Uncovered Stall Site (Uncovered) per duration of the event Y 320.00 290.91 d Corporate Stall Hire (Covered) per duration of the event Y 620.00 563.64 d Corporate Stall Site (Uncovered) per duration of the event Y 520.00 472.73 d Corporate or Merchandise Van Site per duration of the event Y 540.00 490.91 d Corporate Food Stall Hire (Covered) per duration of the event Y 520.00 472.73 d Corporate Food Stall Site (Uncovered) per duration of the event Y 420.00 381.82 d Not for profit stall site per duration of the event Y 60.00 54.55 d Not for profit stall site with fete per duration of the event Y 110.00 100.00 d Food Van site per duration of the event Y 750.00 681.82 d Temporary Food - Van/Stall Inspection fee per Van/stall per duration of the event Y 70.00 63.64 d Power Connection per duration of the event Y 80.00 72.73 d Cool Room Shelf per duration of the event Y 90.00 81.82

Food Festivald Food Stall Hire per duration of the event Y 590.00 536.36 d Temporary Food - Van/Stall Inspection fee per Van/stall per duration of the event Y 70.00 63.64 d Power Connection per duration of the event Y 80.00 72.73 d Cool Room Shelf per duration of the event Y 90.00 81.82

Other Council Events and Activities d Stall Hire (covered) per duration of the event Y 280.00 254.55 d Stall site (uncovered) per duration of the event Y 180.00 163.64

Visits by Overseas Delegations to Councild (0- 10 delegates) per hire Y 350.00 318.18 d (11- 20 delegates) per hire Y 400.00 363.64 d (21- 30 delegates) per hire Y 500.00 454.55

Cancellations within 24 hours notice of visit or non-attendance at scheduled time Full charges Y

(2) FILMINGb N Free Free b Application - Low in complexity (conditions as per NSW Filming Protocol 2009) N 150.00 150.00 b Application - Medium impact (conditions as per NSW Filming Protocol 2009) N 300.00 300.00 b Application - High impact (conditions as per NSW Filming Protocol 2009) N 500.00 500.00

Major revisions to a filming application 75% of original application fee NFor fees relating to traffic management or use of community facilities - refer to relevant sections

Application - Ultra low in complexity (conditions as per NSW Filming Protocol 2009)

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COMMUNITY SERVICES d Aged Day Care Fee and General Activities * per day Y 15.00 13.64

General Seniors Activities - Resident per activity Y 5.00 4.55 General Seniors Activities - Non Resident per activity Y 7.00 6.36

d School Holiday Program - Level 1 Programme per session Y 6.00 5.45 - Level 2 Programme per session Y 8.00 7.27 - Level 3 Programme per session Y 10.00 9.09

d Seniors Activities (a) Resident- Level 1 Programme per session Y 6.00 5.45 - Level 2 Programme per session Y 8.00 7.27 - Level 3 Programme per session Y 10.00 9.09 - Level 4 Programme per session Y 20.00 18.18 (b) Non-Resident- Level 1 Programme per session Y 8.00 7.27 - Level 2 Programme per session Y 10.00 9.09 - Level 3 Programme per session Y 15.00 13.64 - Level 4 Programme per session Y 23.00 20.91

d Disability activities- Level 1 Programme per session Y 6.00 5.45 - Level 2 Programme per session Y 6.00 5.45 - Level 3 Programme per session Y 6.00 5.45

d General Fees- Level 1 Programme per session Y 6.00 5.45 - Level 2 Programme per session Y 8.00 7.27 - Level 3 Programme per session Y 10.00 9.09 * Fees will change when CHSP fees Schedule is adopted by Commonwealth Govt.

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HALL HIRESd Application Fee all venues (non-refundable) per application Y 58.00 52.73 a Administration fee when a confirmed booking is amended per occurrence Y 46.00 41.82

(1) STRATHFIELD TOWN HALL Main Hall & Supper Room Per Hour (Minimum 1Hour & Excludes Council Supervision Fee)

d Monday-Friday (9am to 5pm) per hour Y 81.00 73.64 d Monday-Friday (5 pm to midnight) per hour Y 124.00 112.73 d Weekend or Public Holiday (9am to 5pm) per hour Y 105.00 95.45 d Weekend or Public Holiday (5 pm to midnight, excluding Sundays) per hour Y 148.00 134.55

Supper Room Per Hour (Minimum 1 Hour & excludes Council Supervision Fee)d Monday-Friday (9am to 5pm) per hour Y 61.00 55.45 d Monday-Friday (5 pm to midnight) per hour Y 95.00 86.36 d Weekend or Public Holiday (9am to 5pm) per hour Y 76.00 69.09 d Weekend or Public Holiday (5 pm to midnight, excluding Sundays) per hour Y 109.00 99.09

Supervision (Council Provided)a Monday-Friday (9am to 5pm) per hour Y 32.00 29.09 a All other times per hour Y 79.00 71.82 g Fee for non-insured hirers per hire Y 46.00 41.82 d Bond Fee - Security, cleaning and damage per hire N 1,200.00 1,200.00

(2) STRATHFIELD COMMUNITY CENTRE d Room No 1 Redmyre Room (large room, parquetry floor) per hour Y 66.00 60.00 d Room No 2 Airey Room (carpeted, front building) per hour Y 42.00 38.18 d Room No 3 Wangal Room (carpeted, rear building) per hour Y 48.00 43.64 d Use of kitchen - Bond - Regular Hirers Only per hire N 200.00 200.00 d Fee for non-insured hirers per hire Y 46.00 41.82 d Bond Fee - Security, cleaning and damage per hire N 500.00 500.00 d Office per week Y 95.00 86.36 d Storage cost per year Y 110.00 100.00

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(3) LIBRARY MEETING ROOMS Reduced hire rates for approved community groups is per Council's Hire of Community Facilities PolicyIronbark Room

d Whole room per hour Y 91.00 82.73 d Half room per hour Y 46.00 41.82

After hours hire of Ironbark Roomd Whole room per hour Y 136.00 123.64 d Half room per hour Y 69.00 62.73 d Bond Fee - Security, cleaning and damage per hire N 500.00 500.00

High Streetd Half room (available weekends only) per hour Y 46.00 41.82

After hours hire of High Streetd Whole room per hour Y 134.00 121.82 d Half room per hour Y 69.00 62.73 d Bond Fee - Security, cleaning and damage per hire N 500.00 500.00 d Fee for Non Insured Hirer per hour Y 46.00 41.82

Acacia and Grevillea Meeting Rooms per hour Y 26.00 23.64

Melaleuca Interview room per hour Y 19.00 17.27

(4) COMMUNITY FACILITIESDutton Centre, 40 Augusta Street Strathfield

d Activity Area per hour Y 56.00 50.91 d Office per hour Y 40.00 36.36 d Meeting Room per hour Y 18.00 16.36 d Bond Fee - Security, cleaning and damage per hire N 500.00 500.00 d Fee for Non Insured Hirer per hour Y 46.00 41.82

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LIBRARY SERVICESMembership Fees

f Resident membership fee N Free Free Non-resident membership fee Annual fee Y 10.00 9.09 Non-resident membership fee (concession) Annual fee Y 5.00 4.55

d Service FeesInter Library Loan Fee (other than reciprocal libraries) Y 6.00 5.45 Inter Library Loan Fee (university libraries) Y 17.00 15.45 Visitor (use of internet) Y 5.00 4.55 Local telephone calls per call Y 1.00 0.91 Internet training per hour Y 12.00 10.91 Exam supervision each Y 35.00 31.82

d Fines & Late FeesLibrary Items Overdue (maximum $20.00) per day N 0.30 0.30 Lost or Damaged Item Replacement cost of article or equivalentLost or Damaged Processing Fee N 10.00 10.00 CD/DVD cases (damaged or lost) N 3.00 3.00 Lost locker key N 12.00 12.00 Lost or replacement membership card N 5.00 5.00

d Printing and photocopying chargesCopying & Internet & PC printing - B&W A4 Y 0.20 0.18 Photocopying charges - colour A4 Y 2.00 1.82 Photocopying charges - B&W A3 Y 0.40 0.36 Photocopying charges - colour A3 Y 4.00 3.64

d Facsimile ServiceLocal Calls First Page Y 3.00 2.73 Local Calls Subsequent Pages Y 3.00 2.73 STD Calls First Page Y 5.00 4.55 STD Calls subsequent pages Y 3.00 2.73

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d Children's ActivitiesLevel 1 Programme Y 5.00 4.55 Level 2 Programme Y 8.00 7.27 Level 3 Programme Y 10.00 9.09 Level 4 Programme Y 20.00 18.18

d Adult Activities Level 1 Programme Y 5.00 4.55 Level 2 Programme Y 8.00 7.27 Level 3 Programme Y 10.00 9.09 Level 4 Programme Y 20.00 18.18

d Sundry ItemsUSB stick, earphones etc per Item Y Max $20

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NURSERYd Nursery Sales of Plants

Hiko (V-50 & v-93) Squat 50mm tube per unit Y 2.00 1.82 Tubes – 50mm (Quantity 1 to 10) Y 4.00 3.64 Tubes – 70mm Y 5.00 4.55 Tubes – 200mm per unit Y 26.00 23.64 Bulk purchases for 50mm Tubes only (Quantity 11 PLUS) Y 3.00 2.73 Rounds – 75mm Y 4.00 3.64 Squats – 100mm Y 4.00 3.64 Pots – 140mm or 150mm Y 9.00 8.18 Squats – 200mm Y 12.00 10.91 Rocket Pot – K2026 Y 18.00 16.36 Rocket Pot – K3026 or 25 Litre bag Y 35.00 31.82 Rocket Pot – K4032 Y 65.00 59.09 Strip Pots Y 23.00 20.91 Hiko Tray Deposit N 5.00 5.00 Carry Tray Deposit N 6.00 6.00 Rocket Pots to be returned

d Community GardensAnnual membership fee Y 50.00 45.45 Key deposit (refundable) N 50.00 50.00 Annual Plot fee (individual) Y 50.00 45.45 Annual Plot fee (family / group) Y 60.00 54.55 (all plot fees payable July 1, pro rata when joining after September)

OTHER BUSINESS UNDERTAKINGSIn accordance with section 67 of the Local Government Act, Council, through its business units, intends to carry out works for owners and occupiers of public land. The aim of these business units is to allow the customers and the community to benefit from Council exposing its service delivery operations to competition. At the same time as far as possible Council is determined to stay in the business of service delivery by; being competitive and to demonstrate that Council subject it’s own business units to notional tax equivalents, debt guarantee fees as well as regulations as they apply to a private firm. Business units may ensure the costing of their tender bids reflect both direct and indirect overhead costs as well as any costs associated with notional taxes, debt guarantee or cash flows.Business units should operate on a commercial basis with the objectives of- Producing and delivering top class, innovative and competitive services in accordance with Council’s specification and commission.- Achieving satisfactory returns on the community investment in their operations- Providing satisfying and secure employment for their staff through being competitive and dynamic

This approach may be regarded as commercialisation. Business units may compete for work external to Council where- The units ability to satisfy service level agreements within Council is in no way compromised- The initiative being consistent with the Unit’s adopted business plan and strategy.

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PARKS AND RESERVES(1) SEASONAL HIRE FEES

Season - Calendar year divided between Summer Season(Sept to March) and Winter Season (April to August)Seasonal Hirers have access to sportsfields, change rooms, canteens and lighting

d Application Fee (non-refundable) per application Y 55.00 50.00 Bond (including keys) per application N 1,000.00 1,000.00 Hire Fee is based on the sports group:

d Soccer & Rugby League Per full sized field per hour Y 17.00 15.45 d Cricket Per full sized field per hour Y 20.00 18.18 d Touch Football (2 per field) Per full sized field per hour Y 29.00 26.36 d Other Sports Per full sized field per hour Y 18.00 16.36

Change to regular booking fee per occurrence Y 45.00 40.91 Cleaning Fee (additional, as required) per occurrence Y 345.00 313.64 Lighting Fee per utility usage YKiosk/Canteen per day booked for the season Y 317.00 288.18

d Line Marking FeeFootball per field per occurrence Y 245.00 222.73 Touch Football per field per occurrence Y 124.00 112.73 Soccer per field per occurrence Y 245.00 222.73 Volleyball (Per Court) per occurrence Y 124.00 112.73 Netball (Per Court) per occurrence Y 124.00 112.73 Athletics per occurrence Y 344.00 312.73

(2) CASUAL HIRE FEES d Application Fee (non-refundable) per application Y 55.00 50.00

Bond (including keys) per application N 1,000.00 1,000.00 Hire Fee is based on the size of attendances:

d up to 100 people Per full sized field per hour Y 300.00 272.73 d Between 101 - 200 people Per full sized field per hour Y 600.00 545.45 d Between 201 - 300 people Per full sized field per hour Y 1,000.00 909.09 d Between 301 - 400 people Per full sized field per hour Y 1,500.00 1,363.64 d Between 401 - 500 people Per full sized field per hour Y 2,100.00 1,909.09 d over 500 people or special events To be negotiated Y

Change to booking fee per occurrence Y 45.00 40.91 Cleaning Fee (additional, as required) per occurrence Y 345.00 313.64 Lighting Fee per occurrence Y 45.00 40.91 Kiosk/Canteen per hire Y 210.00 190.91

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(3) PARKS MISCELLANEOUS Park Access

d Application Fee per application Y 247.00 224.55 d Supervision Fee per day Y 173.00 157.27 d Site Compound Fee Quote will be provided

Park Access Bond N 1,000.00 1,000.00 Key Bond per key per key N 100.00 100.00 Replacement of keys per Set per set Y 377.00 342.73

d BannersBanner Site per site Y 125.00 113.64 Banner Installation and Removal Y 200.00 181.82 Each additional Banner Install / Removal Y 100.00 90.91

d Miscellaneous HireStore Room hire per season Y 162.00 147.27 Change room hire per hire Y 55.00 50.00 Amenities hire per hire Y 28.00 25.45 Additional bins per bin Y 130.00 118.18 Sale of Plan Of Management Y 17.00 15.45

d Strathfield Square Casual HireApplication Fee per application Y 55.00 50.00 Bond per application N 1,000.00 1,000.00 Access Fee Quote will be provided Y

(4) HUDSON PARK GOLF COURSE g 18 Holes - Monday to Friday

Adult - Non Members (White) 18 holes Y 23.00 20.91 Pensioner / Children under 15 (Yellow) 18 holes Y 12.00 10.91

g 18 Holes - Weekends & Public HolidaysAdult - Non Members (Blue) 18 holes Y 28.00 25.45 Pensioner / Children under 15 (Pink) 18 holes Y 12.00 10.91

g 9 Holes - 7 DaysAdult - Non Members (Green) 9 holes Y 18.00 16.36

g Driving RangeSmall Bucket - 50 Golf Balls per bucket Y 15.00 13.64 Large Bucket - 100 Golf Balls per bucket Y 25.00 22.73 Golf Coaching Fee per hour Y 26.00 23.64 Advertising Hudson Park Golf Course per week Y 25.00 22.73

*Bonds are for breaches to Hire Agreements, Damage to Playing Surfaces and Waste. Council will charge for labour, materials and administration fees.

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CIVIC & URBAN SERVICES(1) PARKING

c Residential Parking Permits (visitors or residents) per each per year N 60.00 60.00 There is no discount on additional parking permits

d Parking Metres per hour Y 3.60 3.27

(2) RESTORATIONS d Establishment

Establishment Fee For Works under $1,500 in Total each N 464.00 464.00 Establishment Fee For Works over $1,500 in Total each N 281.00 281.00

Saw Cutting per metre 25 mm depth * $135 Site establishment fee PLUS $41 charged per metre N 41.00 41.00

d Footpath & Driveway (min / m2 )Footpath 75 mm per m2 N 321.00 321.00 Paving Bricks (basic) on Road Base per m2 N 713.00 713.00 Paving Bricks on Concrete Base per m2 N 1,288.00 1,288.00 Top-dress Formed or Grass Area per m2 N 155.00 155.00 Construct Grass Verges per m2 N 243.00 243.00

d Kerb & Gutter Standard (min / m) per metre N 547.00 547.00 Dish Crossing (min / m) per metre N 877.00 877.00 Kerb Outlet 90 mm each N 258.00 258.00

d DrainageGully-Pit Lintel L = 2.4 m each N 4,011.00 4,011.00 Stormwater Pipe 375 mm, L = 2.2 m per metre N 292.00 292.00 Stormwater Pit 900 mm x 600 mm Excluding Lintel each N 4,812.00 4,812.00

d Roads (min / m2 ) Cement Concrete per m2 N 969.00 969.00 Asphaltic Concrete Flexible Base per m2 N 613.00 613.00 Asphalt Concrete ( AC10, 75mm) - up to 5 sqm per m2 N 379.00 379.00 Asphalt Concrete ( AC10, 75mm) - Greater than 5 sqm, less than 35 sqm per m2 N 275.00 275.00 Asphalt Concrete ( AC10, 75mm) - Greater than 35 sqm, less than 100 sqm per m2 N 214.00 214.00

Asphalt Concrete ( AC10, 50mm with Concrete Base (230mm, 5MP with 2 layers of SL81 Reinforcing Mesh on 150mm, 5MPa Lean Mix sub-base) - 5 to 20Sqm per m2 N 873.00 873.00

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(3) PRE-PAID WORKSd Establishment

Establishment Fee For Works under $1500 in Total each N 495.00 495.00

Saw Cutting per metre 25mm depth $ 135 Site establishment fee PLUS additional $28 charged per metre N 28.00 28.00

d Footpath & DrivewayFootpath 75 mm (min 1 m2 ) per m2 N 146.00 146.00 75-100 mm Concrete per m2 N 82.00 82.00 175 mm Concrete per m2 N 181.00 181.00 Layback or Kerb and Gutter per m2 N 91.00 91.00 Top Dress per m2 N 110.00 110.00 Concrete (75mm depth) - up to 5 sqm per m2 N 314.00 314.00 Concrete ( 75mm depth) - greater than 5 sqm, up to 30sqm per m2 N 201.00 201.00 Concrete (75mm depth, SL62) - up to 5 sqm per m2 N 359.00 359.00

d Kerb & GutterResidential Layback & gutter - Less than 5 Lineal Metres N 359.00 359.00 Heavy Duty Layback (min 1 m) per m2 N 246.00 246.00 Kerb Outlet per metre N 237.00 237.00

d DrainageStormwater Pipe (min 2.2 m) per metre N 310.00 310.00 Gully Pit Lintel N 318.00 318.00 Stormwater Pit Excluding Lintel each N 4,812.00 4,812.00

d RoadsAsphalt (min 1 m2 ) per m2 N 204.00 204.00 Patch (min 1 m2 ) per m2 N 309.00 309.00 Pram Ramp Each N 1,315.00 1,315.00

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(4) MISCELLANEOUSd Road Opening Permit

Road Opening Permit Fee per application N 120.00 120.00 Road Openings (Emergency) per application N 373.00 373.00 Unreported Road Openings - when work has commenced prior to a permit being obtained per application N 363.00 363.00

d Restoration Works (Done by Utility services contractor & need a work permit also)Inspection per staff hour N 55.00 55.00 Certificate of Compliance per staff hour N 55.00 55.00

d Works PermitWork Permit Fee each N 159.00 159.00 Work Permit (Urgency fee) - 24 Hour Processing N 79.00 79.00 Inspections (up to 2) each N 235.00 235.00 Additional Inspection each N 142.00 142.00 Work Permit Bond each N 1,000.00 1,000.00 Refund of Work permit application fee(i) Withdrawal of application before assessment Maximum 75% of fees paid N(ii) Withdrawal of application after assessment by Council (not being a refusal) Maximum 50% of fees paid N

d Work ZoneWork Zone - 6.0 m space per week N 107.00 107.00 Work Zone - Installation of signs per pair N 426.00 426.00

d Cranes on Road ReservesApplication for Crane Permit each N 391.00 391.00 Bond – Crane Permit each N 2,800.00 2,800.00

d Road ClosureRoad Closure Applications each N 618.00 618.00 Road Closure (Full) per day N 1,362.00 1,362.00 Road Closure (Partial) per day N 601.00 601.00

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d Traffic Control – Barrier Fee (Emergency Only)Installation and Pick Up each N 182.00 182.00 Barricades each per day N 24.00 24.00 Lights each per day N 29.00 29.00 Traffic Control Monday To Friday 7:00 am to 3:00 pm (Excluding Public Holidays) (min 4 hours) per staff hour N 84.00 84.00

Traffic Control Other Times (min 4 hours) per staff hour N 165.00 165.00

d Road Closure (Temporary) – EventSupply and Pick up of Barricades/Signs per application N 137.00 137.00

d Footpath LevelsProvide Footpath Levels (min 1 hr) per staff hour N 249.00 249.00 New Installations per driveway N 155.00 155.00 Remarking or reinstallations of Existing per driveway N 79.00 79.00

d Street SignStreet sign (New +pole) per item N 501.00 501.00 Street sign (Existing) per item N 320.00 320.00 VME sign hire (Safety Officer) per staff hour N 81.00 81.00

d Directional Sign InstallationSigns per application plus installation costs N 412.00 412.00

c Traffic Management PlansPrepare Traffic Management Plan (min 3 hrs) per staff hour N 493.00 493.00 Check Traffic Management Plan (min 1 hr) per staff hour N 249.00 249.00

Application for approval under Section 138 of Roads Act (other than that specified in the table) per application N 214.00 214.00

d Section 88G certificatesSection 88G certificates no inspection N 10.00 10.00 Section 88G certificate requiring inspection N 36.00 36.00

g Temporary Ground AnchorsTemporary Ground Anchors - Refundable Bond per application N 15,300.00 15,300.00 Ground Anchor per anchor Y 607.00 551.82

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WASTE AND RECYCLING g Removal of unwanted materials (clean up)

Based on actual total cost to council for removal and disposal with a minimum fee of 150/m3 N 150.00 150.00

g Domestic Waste Service & Includes 3 Cleanup Services Per Year N 705.00 705.00

g Eligible Pensioners and Commonwealth Seniors Health Care Card Holders -Domestic Waste Service & Includes 3 Cleanup Services Per Year N 600.00 600.00

g 120L Garbage Bin - Extra Service per bin N 705.00 705.00 g 240L Garden Vegetation - Extra Service per bin N 185.00 185.00 g 240L Recycling Bin – Extra Service per bin N 185.00 185.00

d Waste Bins Replacement120L Red Bin per bin N 90.00 90.00 240L Red, Blue and Green lid bin per bin N 90.00 90.00 240L Yellow lid recycling bin per bin N 90.00 90.00 660L Red Lid Multi Unit per bin N 490.00 490.00

Skip Bin Public Place Permits per inspection N 65.00 65.00

Pricing Principles

a The price charged for this good or service reflects the full recovery of operating costs (excluding cost of capital) of providing the particular good or service.b The price charged for this good or service is a statutory charge set by regulation.c The price for this good or service is set to make a minimal contribution to the cost of providing the service. The majority of costs are met from general income.d The price charged for this good or service represents either the full recovery of operating costs (excluding cost of capital) or the current market rate whichever is the

greater and reflects prices charged for similar goods or services provided by other Councils.e The price for this good or service represents either the full recovery cost or the current market rate, whichever is the greater, except to those individuals or groups that

have been identified as being disadvantaged in need of 'special consideration' or where a community service obligation exists.f There is no price charged for this good or service. All costs associated with this good or service are met from general income.g The price for this good or service is set to reflect the full recovery of operating costs plus an appropriate profit margin, whilst recognising current market rates.

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