oberon community strategic plan 2013 · 2012 and the oberon csp 2013 is a review conducted by the...

OBERON COMMUNITY STRATEGIC PLAN

2013

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

OBERON COMMUNITY STRATEGIC PLAN 2013 2


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

OBERON AND OUR COMMUNITY – A DEFINITION 3

INTRODUCTION 4

MAP of OBERON LGA 5

OUR PRESENT SITUATION – Overview of Oberon LGA 6

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

INTEGRATED PLANNING and REPORTING FRAMEWORK 8

THE RESOURCING STRATEGY 9

THE DELIVERY PROGRAM and OPERATIONAL PLANS 9

THE ANNUAL REPORT 9

INTEGRATION – CSP and other PROGRAMS, PLANS and REPORTS 10

HOW THE CSP IS ORGANISED 11

COUNCIL’S ROLE 11

OBERON 2025 - OUR PREFERRED FUTURE – Vision Statement 12

VALUES TO GUIDE OUR CHOICE AND BEHAVIOUR – Values Statement 12

FUTURE DIRECTIONS 13

FUTURE DIRECTIONS AND STRATEGIC OUTCOMES 13

1. OUR COMMUNITY 14

2. BASIC SERVICES 16

3. ECONOMIC PROSPERITY 18

4. RESPONSIVE and CARING 20

5. OPEN COMMUNICATION 22

6. NATURAL ENVIRONMENT 24

LINKAGES 26

PRINCIPLES OF SOCIAL JUSTICE AND SUSTAINABILITY 26

THE QUADRUPLE BOTTOM LINE 26

NSW STATE PLAN 28

COMMUNITY ENGAGEMENT 30

THE PROCESS USED TO DEVELOP THE CSP 30

OUR ONGOING COMMUNITY ENGAGEMENT 30

PAGES 31 and 32 are removable – SUBMISSION FORM


INTRODUCTION Our first COMMUNITY STRATEGIC PLAN (CSP) for the Oberon LGA was developed in 2012 and the Oberon CSP 2013 is a review conducted by the current Oberon Council, which was elected in September 2012 for a four year term. The Elected Councillors are:

John McMahon, Mayor

Kerry Gibbons, Deputy Mayor

Ian Doney

Jill Evans

Neil Francis

Samantha Lord

Clive McCarthy

John Morgan

Kathy Sajowitz

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

The Community Strategic Plan is for ALL the people of our area and provides a direction for enhancing community and social wellbeing. The Plan looks at groups within our community who need additional support like the aged, youth, and people from culturally diverse backgrounds. Council is committed to responding to the aspirations and needs of our community; however it takes a whole of community approach to improve community and social wellbeing. All levels of government, community and businesses need to play a role if we want to make a difference. The CSP highlights the community and social priorities based on consultation with our community, and it gives us strategies to work together towards achieving these priorities. Please review this document and consider how your group or organisation, or how you as an individual can contribute to making a difference to our community.


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

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

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

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

The population of the LGA at the 2011 census was 5,138 with 54.2% males and 45.8% females. The percentage of Indigenous persons was 3.0% compared with 2.5% for Australia. 84.6% of persons living in Oberon were born in Australia with English spoken by 89.5% of persons compared to 72.5% in NSW. INDEPENDENT LOCAL GOVERNMENT REVIEW PANEL (the Panel) At the time of finalising the Oberon CSP 2013 the Panel has released a further progress report – Future Directions for NSW Local Government – Twenty Essential Steps. The report is part of Stage 3 of the process undertaken by the Panel with a Final Report in Stage 4 due to be released in September 2013. Council’s position is to oppose forced amalgamations and is suggesting boundary adjustments to include in the Oberon Local Government Area (LGA) parts of Bathurst Regional Council and Lithgow City Council, which can be better serviced by Oberon Council and therefore provide further economies of scale to improve the sustainability of all 3 LGA’s. This decision was made in May 2013 and Council will actively participate in further work undertaken by the Panel. See Council’s website for updated information – www.oberon.nsw.gov.au


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


INTEGRATED PLANNING & REPORTING FRAMEWORK

OBERON 2025 - MAKING OUR FUTURE TOGETHER was the working title” for the community consultations that helped in preparing our first DRAFT CSP document in 2012. From the start of the planning process we engaged our community to help create the picture of what the community wanted the Oberon Shire LGA to be like in the future. In the initial community consultation process we sought to determine:

A description of the preferred future; A description of the values guiding our choices and how we will work together; An outline of the strategic outcomes to achieve the preferred future; A long-term focus for decision making and resource allocation – including

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


THE RESOURCING STRATEGY The Oberon CSP2013 provides a mechanism for expressing long-term community aspirations. However, these will not be achieved without sufficient resources – time, money, assets and people – to actually carry them out. The RESOURCING STRATEGY consists of three components:

Long Term Financial Planning - financial modeling and 10 year plan Workforce Management Planning - organisational capability, with a 4 year plan Asset Management Planning - asset strategy, with a 10 year plan

The RESOURCING STRATEGY highlights responsibility for issues and directions to be achieved as identified in this document. Some issues are the responsibility of the Council; some will the responsibility of other levels of Government, and others rely on input and action from community groups or individuals. THE DELIVERY PROGRAM and OPERATIONAL PLAN The DELIVERY PROGRAM is developed for each elected term of Council. The four year Program that sets out ACTIONS across the full range of Council’s Services & Operations. The DELIVERY PROGRAM is a statement of commitment to the community. This is a single point of reference for activities undertaken by the Elected Council during their term of office. All plans, projects and activities are directly linked to the DELIVERY PROGRAM. The DELIVERY PROGRAM contains the Future Directions and Strategic Outcomes outlined in the CSP 2013, which are directly Council’s responsibility. The OPERATIONAL PLAN is a one year Plan that supports the DELIVERY PROGRAM and outlines in more detail the individual activities that Council will undertake within each financial year along with a financial budget. The OPERATIONAL PLAN includes Council’s Revenue Policy and a Statement of Council’s estimate of Income and Expenditure. The OPERATIONAL PLAN links directly to the DELIVERY PROGRAM, COMMUNITY STRATEGIC PLAN, and RESOURCING STRATEGY and should not be viewed in isolation. THE ANNUAL REPORT The ANNUAL REPORT will focus on Council’s implementation of the DELIVERY PROGRAM and OPERATIONAL PLAN. The ANNUAL REPORT will act as a “Report Card” on how Council performs each year.


INTEGRATION – CSP and other PROGRAMS, PLANS and REPORTS The following diagram shows the relationship between the Community Strategic Plan 2013 (CSP), the Delivery Program (DP) and Operational Plans (OP). The CSP is the highest level of planning undertaken by Council. All other Plans and Programs INFORM the CSP. Underpinning this is the Vision, Values and Future Directions. The Delivery Program deals with the work Council can do to achieve the CSP. The Strategic Outcomes in the CSP, where Council has a role comes across into the Delivery Program. Oberon Council alone cannot deliver all the Strategic Outcomes in the CSP. Many of these will require cooperation across the various sectors of the Oberon Shire community.

COMMUNITY STRATEGIC PLAN

(10 years+)

VISION

what we want Oberon LGA to belike in 2025

VALUES

to guide our choices and behavior

FUTURE DIRECTIONS

(6 future directions to follow toachieve our preferred future)

DELIVERY PROGRAM

(4 years)

Supported by

Long Term Financial Plan

Workforce Management Plan

Asset Management Plan

STRATEGIC OUTCOMES

COUNCIL’S ROLE

Provider, Regulator, Facilitator or Advocate

STRATEGIC OUTCOMES

Where Council has a role

OPERATIONAL PLAN

Annual (Year 1)

ACTIONS

Programs

& Projects

ACTIONS

Programs

& Projects

& Budget Performance Measures Performance Measures Tasks

What What and How How


HOW THE CSP 2013 IS ORGANISED On the following pages there is:

A VISION STATEMENT of the preferred future for the Oberon LGA. This is written in the present tense as if the ideal has been achieved. This helps express the aspiration and passion for the end destination and the place we call home.

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

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

The role Council will play in achieving each of the strategic outcomes;

Those groups and organisations that assist in achieving the strategic outcomes;

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

COUNCIL’S ROLES The CSP 2013 is for the whole Oberon LGA and Council cannot deliver all the strategic outcomes. Council has three roles:

Provider: Council does the work e.g. road maintenance. Council is also a regulator and this is a subset of being the provider. It is where Council fulfils its regulatory responsibilities e.g. the local planning scheme.

Facilitator: Council will help out or work with others to get things done. Advocate: Council will speak up for and support a community initiative or issue.

Where Council is not the provider or the regulator, relevant members of the Oberon community will need to work on these things.


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

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

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


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

OUR COMMUNITY

BASIC SERVICES

ECONOMIC PROPSERITY

RESPONSIVE and CARING

OPEN COMMUNICATION

NATURAL ENVIRONMENT

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

Public Exhibition - Submissions The Oberon Community Strategic Plan 2013 (CSP) was on Public Exhibition as a draft document, from 27 May to 24 June 2013 and 26 written submissions were received.


FUTURE DIRECTION 1 – OUR COMMUNITY

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

Role Who should collaborate

1.1 Healthy active community members Facilitator Advocate

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

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

Provider Facilitator Advocate

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


1.3 Young people prepared for and involved in community life

Facilitator Advocate

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

1.4 Well maintained and utilised Parks and passive recreation opportunities


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

1.5 Lake Oberon a recreational asset Advocate Facilitator

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

1.6 Strong community participation in Arts & Cultural activities


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

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

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


FUTURE DIRECTION 2 – BASIC SERVICES

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


2.1 Ongoing and secure water supply for domestic and industrial use


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

2.2 Effective collection and treatment of Sewage

Provider Regulator

Office of Environment and Heritage Environment Protection Authority

2.3 Continue Council management and control of water and sewerage systems


State Water State Treasury CENTROC Media Community groups

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

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

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

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

2.6 An effective public transport system between communities


State Government Agencies Community user groups Transport companies


2.7 An effective commercial and domestic waste management.

Provider Facilitator

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

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

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



FUTURE DIRECTION 3 – ECONOMIC PROSPERITY

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


3.1 A diverse economic base Facilitator Advocate

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

3.2 A diverse and viable agricultural industry with a strong brand


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

3.3 Customer responsive businesses and services


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


3.4 A value adding Timber Industry


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

3.5 A thriving tourism sector


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

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



FUTURE DIRECTION 4 – RESPONSIVE and CARING

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


4.1 Responsive, local and well trained emergency services


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

4.2 Local schools providing quality education services and facilities

Advocate Local Schools Dept. of Education Parents and Friends Teachers

4.3 Locally available vocational and adult learning, facilities and opportunities


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

4.4 Locally available core health and medical services


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

4.5 Ageing well in Oberon Facilitator Advocate

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


4.6 Utilised after school and holiday programs for young people


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

4.7 A safe community with a high standard of public health


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

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



FUTURE DIRECTION 5 – OPEN COMMUNICATION

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


5.1 Vibrant connected and engaged villages Provider Facilitator Advocate

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

5.2 Conserved and valued heritage Provider Facilitator Advocate

Heritage Office Local committees Owners National Trust Library

5.3 Well planned, presented and maintained towns and villages


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


5.4 Well-informed communities whose views are heard.


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

5.5 Sound governance and leadership across the community


Business Community groups

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



FUTURE DIRECTION 6 – NATURAL ENVIRONMENT

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


6.1 Compliance with environmental legislation and guidelines

Provider State Gov’t agencies Industry Developers Community members Contractors

6.2 Scenic beauty and landscapes are protected

Provider Advocate

Developers Forests NSW Land owners Industry Contractors

6.3 An environment free of weeds and feral animals


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

6.4 Responsible management of natural resources


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


6.5 Diversified energy sources and usage Facilitator Advocate

Essential energy Energy suppliers and retailers Industry Emerging technology developers

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



LINKAGES

PRINCIPLES OF SOCIAL JUSTICE AND SUSTAINABILITY The principles that underpin the Community Strategic Plan 2013 are social justice and sustainability. All FUTURE DIRECTIONS and STRATEGIC OUTCOMES seek to achieve sustainability and aspire for equity, access, participation and equal rights particularly for the disadvantaged and vulnerable within our community. SOCIAL JUSTICE Equity: Decisions will reflect equality in prioritising and allocating resources Access: All people should have access to services, resources and opportunities to maintain

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

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

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

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

Future Direction Strategic Outcome Social Environmental Economic Civic Leadership

OUR COMMUNITY Healthy active community members

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

Young people prepared for and involved in community life

Well maintained and utilised Parks and passive recreation opportunities

Lake Oberon a recreational asset

Strong community participation in Arts & Cultural activities

BASIC SERVICES

Ongoing and secure water supply for domestic and industrial use

Effective collection and treatment of Sewage

Continue Council management and control of water and sewerage systems


Future Direction Strategic Outcome Social Environmental Economic Civic Leadership

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

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

An effective public transport system between communities

An effective commercial and domestic waste management.

ECONOMIC PROSPERITY

A diverse economic base

A diverse and viable agricultural industry with a strong brand

Customer responsive businesses and services

A value adding timber Industry

A thriving tourism sector

RESPONSIVE AND CARING

Responsive, local and well trained emergency services

Local schools providing quality education services and facilities

Locally available vocational and adult learning, facilities and opportunities

Ageing well in Oberon Utilised after school and

holiday programs for young people

A safe community with a high standard of public health

OPEN COMMUNICATION

Vibrant connected and engaged villages

Conserved and valued heritage

Well planned, presented and maintained towns and villages

Well-informed communities whose views are heard.

Sound governance and leadership across the community

NATURAL ENVIRONMENT

Compliance with environmental legislation and guidelines

Scenic beauty and landscapes are protected

An environment free of weeds and feral animals

Responsible management of natural resources

Diversified energy sources and usage


NSW STATE PLAN NSW 2021 is the ten-year strategic plan to make New South Wales number one in the nation. It is based around five strategies. The table below shows the linkages between the Future Directions and Strategic Outcomes of the Oberon Local Government Area Community Strategic Plan 2012 and the NSW 2021 Strategies. There are many areas where the NSW State Plan and Oberon CSP share directions and outcomes.

NSW 2021 STRATEGIES OBERON CSP FUTURE DIRECTIONS AND STRATEGIC OUTCOMES

Rebuild the Economy Improve performance of the NSW

economy Rebuild State finances Drive economic growth in regional

NSW Competiveness of doing business in

NSW Downward pressure on the cost of

living Strengthen NSW skill base

ECONOMIC PROSPERITY A diverse economic base A diverse and viable agricultural

industry with a strong brand Customer responsive businesses and

services A value adding timber Industry A thriving tourism sector

Return Quality Services Transport Health Family and community services Education Police and justice

RESPONSIVE AND CARING An effective public transport system

between communities Responsive, local and well trained

emergency services Local schools providing quality

education services and facilities Locally available vocational and adult

learning, facilities and opportunities A safe community with a high

standard of public health

Renovate Infrastructure Invest in critical infrastructure Build liveable centres Secure potable water supplies

BASIC SERVICES Ongoing and secure water supply for

domestic and industrial use Effective collection and treatment of

Sewage Continue Council management and

control of water and sewerage systems

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

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

An effective commercial and domestic waste management.


NSW 2021 STRATEGIES OBERON CSP FUTURE DIRECTIONS AND STRATEGIC OUTCOMES

Strengthen our local environment and communities Protect local environment Opportunities for people to look after

their own neighbourhoods and environments

Easier for people to be involved in their communities

Increase opportunities for seniors Opportunity and partnership with the

Aboriginal People Cultural creative sporting and

recreation opportunities Prepared for major emergencies and

natural disasters

OUR COMMUNITY Integrated well utilised and

appropriate facilities for sporting arts and community activities

Young people prepared for and involved in community life

Well maintained and utilised Parks and passive recreation opportunities

Lake Oberon a recreational asset Strong community participation in Arts

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

programs for young people

OPEN COMMUNICATION Vibrant connected and engaged

villages Conserved and valued heritage Well-informed communities whose

views are heard.

NATURAL ENVIRONMENT Compliance with environmental

legislation and guidelines Scenic beauty and landscapes are

protected An environment free of weeds and

feral animals Responsible management of natural

resources Diversified energy sources and usage

Restore Accountability to Government Confidence and integrity in the

planning system Trust in State and Local governments

as service providers Government transparency and

access to government information Involve the community in decision

making

OPEN COMMUNICATION Sound governance and leadership

across the community Well planned, presented and

maintained towns and villages

PIC


COMMUNITY ENGAGEMENT THE PROCESS USED TO DEVELOP THE CSP The process for engaging the community in the development of our first Community Strategic Plan (CSP 2012) began with identifying the complex network of groups, agencies, organisations and others that are influenced by what happens in the Shire. The following broad groupings were identified:

Council, government and neighbours Agriculture, Forestry Business Groups, and individual businesses Education, training and learning Arts and culture Health and Well being Transport and Infrastructure Sports and Recreation Emergency Services

Representatives from each of these groups attended a planning workshop to consider our internal strengths and weaknesses, external opportunities and threats; and then to “design” a preferred vision for our future. The “working title” for this community consultation process is “OBERON 2025 - MAKING OUR FUTURE TOGETHER” Councillors and key staff (General Manager and the Departmental Directors) held informal discussions and made presentations to our community at meetings in Blacks Springs, Burraga, Oberon and O’Connell and informal discussions will also be held at these locations as part of the community engagement process for developing CSP 2013.

OUR ONGOING COMMUNITY ENGAGEMENT Ongoing community engagement is outlined in the Community Engagement Strategy document and includes visits to village areas by both Councillors and key staff. This is a key part of the engagement process with more “personalised” presentations to those directly affected individuals and groups as well as those who live in the town of Oberon.

Public Exhibition - Submissions The Oberon Community Strategic Plan 2013 (CSP) was on Public Exhibition as a draft document, from 27 May to 24 June 2013 and 26 written submissions were received. A copy of the Community Engagement Policy (Strategy) is available from our Website www.oberon.nsw.gov.au or from the Oberon Council Administration Centre, Oberon Library, and the Oberon Visitor Information Centre.

Community Engagement Strategy – May 2013 Page 1

Community Engagement Strategy replaces Policy 1120

May 2013

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ENGAGEMENT STRATEGY FOR THE COMMUNITY STRATEGIC PLAN ......... 5 8.


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

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

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


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

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

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

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

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

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

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

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

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


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

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

Black Springs and Burraga).

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

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

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

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

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

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


Where significant community engagement is important the following five stages will be used: A. Prepare:

a. Define the purpose of the engagement;

b. Review and select engagement tools;

c. Plan engagement;

d. Review relevant information;

e. Develop supporting information.

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

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

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

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

E. Validate – Submissions and Public Exhibition. Visitations A visit to village areas by Councillors and key employees is seen as a key component of the engagement process. Personal representations to those individuals and groups directly affected and those who live away from the town of Oberon is also integral to the consultation process. Newsletters and Advertising Newsletters sent directly to residents and ratepayers are a useful engagement tool. This may also include linking into promotional material for local events and will be a means of engagement as well as informing the community of road shows or the attendance at events. Public Exhibition Processes Council is required by legislation, regulations and guidelines to have a formal public exhibition of documents and to invite submissions. This must be done in accordance with those requirements.

ENGAGEMENT STRATEGY FOR THE COMMUNITY STRATEGIC PLAN 8.Council will identify a range of key stakeholders and will endeavour to ensure that each group or individual is engaged in and able to participate in the initiatives below: Public Exhibition – subject to the details included in the draft documents, and to include availability on Councils website www.oberon.nsw.gov.au and hard copies available at the Oberon Library, Visitor Information Centre and Council’s Administration Centre. Meetings and Visits – to be held in Oberon and the villages of Black Springs, Burraga and O’Connell with Councillors and key employees (General Manager and Department Directors) attending. At these meetings a PowerPoint presentation (or similar) is to be made and an Information Sheet to be available as well as a Submission Form to facilitate written submissions. Advertising & Promotion – should be generated to maximise knowledge of the Public Exhibition of the CSP. This will include the Weekly Mayoral News in the Oberon Review, and placement of a copy of the formal advertisement in the Community Noticeboards.


Approving Authority Oberon Council

Contact General Manager

Approval 21 May 2013

Revised replaces Policy 1120

Revision Date May 2014

Issue Date to Staff June 2013

Delivery Program 2013/2014 – 2016/2017

1

DELIVERY PROGRAM 2013/2014 – 2016/2017

CONTENTS page

VISION STATEMENT ..................................................................................................................................................... 2

VALUES STATEMENT ................................................................................................................................................... 2

FUTURE DIRECTIONS, STRATEGIC OUTCOMES AND ACTIONS ............................................................................ 3

EXAMPLE – Directions, Outcomes, Programs and Projects .......................................................................................... 4

FUTURE DIRECTION 1 – OUR COMMUNITY ............................................................................................................... 5

FUTURE DIRECTION 2 – BASIC SERVICES ................................................................................................................ 8

FUTURE DIRECTION 3 – ECONOMIC PROSPERITY ................................................................................................ 12

FUTURE DIRECTION 4 – RESPONSIVE AND CARING ............................................................................................. 14

FUTURE DIRECTION 5 - OPEN COMMUNICATION .................................................................................................. 17

FUTURE DIRECTION 6 - NATURAL ENVIRONMENT ................................................................................................ 20


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

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


3

FUTURE DIRECTIONS, STRATEGIC OUTCOMES AND ACTIONS There are six Future Directions with 36 Strategic Outcomes and 135 Actions in the Delivery Program to be addressed over the next four years.

6 FUTURE DIRECTIONS 36

STRATEGIC OUTCOMES

135

ACTIONS

OUR COMMUNITY 6 31

BASIC SERVICES 8 37

ECONOMIC PROSPERITY 5 14

RESPONSIVE AND CARING 7 23

OPEN COMMUNICATION 5 21

NATURAL ENVIRONMENT 5 9

The tables on the following pages show the Actions that Council will take to help achieve the Strategic Outcomes within each Future Direction. The “responsibility” area identifies the responsible staff member, or community group(see KEY/LEGEND below) for implementing these Actions, with Other Plans that link into each Future Direction and Strategic Outcome also listed. Actions will mainly be Programs that are ongoing and regularly funded. However Council will also undertake Projects that have a beginning and an end. The Delivery Program identifies the year in which it is planned to commence these Actions. Ongoing Programs are shown in each year whilst Projects are shown in the years they begin and end. If NO Action is planned an X is placed in that year and the area IS NOT colour coded. KEY/LEGEND X NO PLANNED ACTION IN NOMINATED YEAR GM GENERAL MANAGER CSC CUSTOMER SERVICES COORDINATOR EMT EXECUTIVE MANAGEMENT TEAM FCSD FINANCE and COMMUNITY SERVICES DIRECTOR OAC OBERON ARTS COUNCILPDD PLANNING and DEVELOPMENT DIRECTOR OBA OBERON BUSINESS ASSOCIATION WED WORKS and ENGINEERING DIRECTOR OC OBERON COUNCIL EC EXECUTIVE COORDINATOR OPTA OBERON PLATEAU TOURISM ASSOCIATION HRC HUMAN RESOURCES COORDINATOR COM OBERON LGA COMMUNITY WH&SC WORK HEALTH and SAFETY COORDINATOR OVIC OBERON VISITOR INFORMATION CENTRE CENTROC CENTRAL WEST REGIONAL ORGANISATION OF COUNCILS


4

EXAMPLE – Directions, Outcomes, Programs and Projects Previous Years Budget (NO COLOUR) 4 Year Delivery Program (IN COLOUR) FUTURE DIRECTION 1 – OUR COMMUNITY

OPERATIONS BUDGET – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 851,013 878,137 876,724 897,788 925,414

Income 511,991 485,125 497,701 510,654 523,996

Result (339,021) (393,012) (379,023) (387,133) (401,417)

CAPITAL EXPENDITURE – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 495,500 898,195 474,401 495,868 440,104

STRATEGIC OUTCOMES 1.1 HEALTHY ACTIVE COMMUNITY MEMBERS Action Year

(1) Year (2)

Year (3)

Year (4)

Council role

Responsibility COMMENT

1.1.1 Develop a program to promote healthy lifestyle to decrease obesity (facilitate Lean Yoga programs)

X X Facilitator CSC

1.1.2 Provide access to the Community Centre for community groups

Provider CSC

PROJECT – 2012/13 to 2013/14 STRATEGIC OUTCOME ACTIONS ONGOING PROGRAM In the example above the Strategic Outcome is “Healthy Active Community Members” where Council is a Facilitator with the responsible Staff Member nominated as the CSC (Community Services Coordinator) for Actions 1.1.1 and 1.1.2 Action 1.1.1 is a Project which commenced in 2012/13, whilst Action 1.1.2 is an Ongoing Program.


5

FUTURE DIRECTION 1 – OUR COMMUNITY

OPERATIONS BUDGET – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 851,013 878,137 876,724 897,788 925,414

Income 511,991 485,125 497,701 510,654 523,996

Result (339,021) (393,012) (379,023) (387,133) (401,417)

CAPITAL EXPENDITURE – OUR COMMUNITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 495,500 898,195 474,401 495,868 440,104

STRATEGIC OUTCOMES 1.1 HEALTHY ACTIVE COMMUNITY MEMBERS

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.1.1 Develop a program to promote healthy lifestyle to decrease obesity (facilitate Lean Yoga programs)

X X Facilitator CSC Project did not commence in 2012/13

1.1.2 Provide access to the Community Centre for community groups

Provider CSC Booking system in place and Council policy provides for free use for non profit community groups

1.1.3 Organise community events Provider CSC Events budget provides for: Australia Day Community Christmas Celebrations - community group International Women’s Day (IWD) Youth Week Seniors Week / Seniors Expo Local Government Golf Day 150th Anniversary Celebrations – 2012/13 funding

1.1.4 Seek grant funding to provide appropriate programs

Facilitator CSC Grant funding applications submitted IWD Youth Week Seniors Week

1.1.5 Support community health initiatives

Facilitator CSC

1.1.6 Organise the Swim School Provider PDD Swim School held in 2012/13 1.1.7 Develop a program to increase level of volunteering

X X X Provider or Facilitator

CSC


6

1.2 INTEGRATED WELL UTILISED AND APPROPRIATE FACILITIES FOR SPORTING, ARTS AND COMMUNITY ACTIVITIES

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.2.1 Investigate the feasibility of covering the pool

X X Provider PDD for consideration 2013/14 – see CSP 2013

1.2.2 Seek grant funding to provide gym facilities at the Indoor Multi Purpose Sports Complex

X X X Facilitator CSC Project did not commence in 2012/13

1.2.3 Own and maintain the Indoor Multi Purpose Sports Complex

Provider CSC Operated by community group Council does some maintenance

1.2.4 Implement the Sports field maintenance program and lease to user groups

Provider CSC, WED maintenance of parks, gardens & sporting fields

1.2.5 Own and maintain the Community Centre

Provider CSC, PDD operation & maintenance of Community Centre Capital expenditure for 2012/13

1.2.6 Implement the pool operations and maintenance program

Provider PDD operation and maintenance of complex

1.2.7 Assist the golf course with plant maintenance and irrigation water

Facilitator WED assistance provided during 2012/13, including water

1.2.8 Lease building facilities to the Leagues Club

Provider FCSD funds also provided for insurance, depreciation

1.3 YOUNG PEOPLE PREPARED FOR AND INVOLVED IN COMMUNITY LIFE Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


1.3.1 Organise the Life Skills program for young people

X X X Provider CSC Project did not commence in 2012/13

1.3.2 Seek grant funding for youth programs e.g. Science week, Youth week, Bike week (Encourage the Men’s Shed to provide bicycle maintenance courses for young people)

Facilitator CSC application lodged for Youth Week. GM and CSC regularly attends Men’s Shed

1.3.3 Seek funding to facilitate the extension of PCYC Services to Oberon

X X X Facilitator CSC Project did not commence in 2012/13 PCYC assisted with 2 Discos at the RSL in 2012/13

1.3.4 Organise Youth Week Provider CSC again held in 2012/13 at the Common 1.3.5 Seek funding for a Traffic Educational Bike Centre for young people

X X X Facilitator CSC, WED Project did not commence in 2012/13


7

1.4 WELL MAINTAINED AND UTILISED PARKS AND PASSIVE RECREATION OPPORTUNITIES Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


1.4.1 Implement the Parks, walkways and playgrounds maintenance program

Provider WED being done

1.4.2 Promote the use of walkways and cycle ways for recreation

Facilitator WED being done

1.4.3 Prepare a future development plan for The Common

X X Provider WED not fully completed – liaising with OAC and the community

1.4.4 Encourage State Government Agencies to improve the maintenance and appearance of their parks and reserves

Advocate WED, GM being done in conjunction with OPTA and also with Blue Mountains Lithgow Oberon Tourism (BMLOT)

1.4.5 Implement footpath & cycle ways development & maintenance program

Provider WED being done, less successfully than planned

1.5 LAKE OBERON A RECREATIONAL ASSET Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


1.5.1 Negotiate with State Water for increased recreational use and development of Lake Oberon

Advocate Facilitator

GM has been done, awaiting final approvals

1.6 STRONG COMMUNITY PARTICIPATION IN ARTS & CULTURAL ACTIVITIES

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


1.6.1 Seek grant funding to provide arts and cultural opportunities

Facilitator GM, CSC, EMT in conjunction with OAC

1.6.2 Provide a financial contribution to Arts OutWest

Facilitator GM, CSC annual funding paid, also liaison with OAC

1.6.3 Provide craft program opportunities through the Library

Facilitator CSC being done with weekly craft activities

1.6.4 Use Council buildings and facilities to assist with art exhibitions

Facilitator GM, CSC being done, successful Waste 2 Art and Photographic Competition held in 2012/13

1.6.5 Conduct Photo competition Provider GM, CSC, EMT see above

PERFORMANCE INDICATORS Attendance at community events Number of volunteers (young particularly) Usage of facilities – Indoor Sports Centre, Soccer Oval, Recreation Ground, Rugby League Grounds, Cunynghame Oval AND number of Sporting Teams Grant Funding Success, and number of Arts & Cultural Events Library usage, Community Centre usage


8

FUTURE DIRECTION 2 – BASIC SERVICES

OPERATIONAL BUDGET – BASIC SERVICES 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 8,309,833 8,519,253 8,914,804 9,079,474 9,260,844

Income 8,581,996 7,611,034 7,774,214 7,941,380 8,119,711

Result 272,163 (908,219) (1,140,590) (1,138,094) (1,141,133)

CAPITAL EXPENDITURE – BASIC SERVICES 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 4,622,864 5,417,256 3,933,979 3,716,101 3,670,733

STRATEGIC OUTCOMES

2.1 ONGOING AND SECURE WATER SUPPLY FOR DOMESTIC AND INDUSTRIAL USE

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.1.1 Provide potable water to Oberon residents, business and industry

Provider WED Potable Water Supply provided

2.1.2 Manage and maintain the water treatment plant

Provider WED Well managed facility

2.1.3 Maintain the water reticulation system

Provider WED Well maintained

2.1.4 Negotiate with State Water for a secure and reliable supply of raw water

Advocate WED in progress

2.1.5 Implement measures to manage the long term demand for water


WED being done, in progress – water demand management

2.1.6 Investigate and cost the use of carbon to mitigate the effects of algal bloom in water storages

X X X Provider WED No resources provided or are available internally. Algal blooms have not been a problem in 2012/13

2.2 EFFECTIVE COLLECTION AND TREATMENT OF SEWAGE

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.2.1 Provide sewage treatment at Oberon township


2.2.2 Maintain the sewerage reticulation system in Oberon township

WED being done

2.2.3 Approve the installation of onsite sewage treatment systems

Provider Regulator

PDD being done – some resourcing issues


9

2.2.4 Investigate uses for treated waste water

X Provider Facilitator

WED some investigation - resources not allocated

2.2.5 Comply with State Government licence requirements for the discharge of treated waste water

Provider WED Ongoing with test results monitored and action taken as appropriate.

2.2.6 Investigate and cost the upgrades needed for the sewage treatment plant to continue to meet more demanding licence requirements

X X X Provider WED Internal expertise not available – have sought initial assistance from Public Works.

2.3 CONTINUE COUNCIL MANAGEMENT AND CONTROL OF WATER AND SEWERAGE SYSTEMS

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.3.1 Lobby for continued Council ownership and management of water and sewerage services

Advocate GM, WED and OC noted

2.3.2 Maintain the sewerage rising mains, pumping stations and reticulation systems in Oberon township


2.4 A USEFUL AND SAFE LOCAL, REGIONAL AND STATE ROAD NETWORK THAT CONNECTS COMMUNITIES

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.4.1 Implement the maintenance program for roads, bridges and walkways in the Oberon LGA.


2.4.2 Implement the road drainage maintenance program


2.4.3 Implement the road reseal and re-sheeting program


2.4.4 Develop and implement the road capital works program


2.4.5 Complete the flood and storm damage restoration works (2012)

X X X Provider WED completed in 2012/13 – in vicinity of $950k received

2.4.6 Continually seek grant funding opportunities for road works

Facilitator WED noted – priority to be determined by OC

2.4.7 Maintain road signage, line marking and associated road furniture


2.4.8 Undertake road works for the State Government under RMCC contracts and compliance with Quality and other contract requirements

Provider WED being done – seeking to increase work under RMCC


10

2.4.9 Seek contributions from the forest industry to assist local road maint.


WED noted, maintain relationships with Forests NSW

2.4.10 Manage & operate quarries, for road base material within legislation

Provider WED being done, new quarries may be needed in future

2.4.11 Seek opportunities to undertake private works roads contracts to offset costs and augment Council revenue

Provider WED, EMT limited success in 2012/13, need to be more pro-active in future

2.4.12 Purchasing, procurement and contract management to facilitate implementation of construction and maintenance programs

Provider WED, GM being done

2.5 FULL COVERAGE AND ACCESS TO WIRELESS, NBN AND MOBILE COMMUNICATION TECHNOLOGIES

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.5.1 Lobby to gain access to current technologies and full coverage across the Local Government Area

Advocate GM, OC noted

2.5.2 Provide community access to the internet &computer education through the Community Technology Centre


CSC noted, additional resourcing provided at CTC in 2012/13

2.6 AN EFFECTIVE PUBLIC TRANSPORT SYSTEM BETWEEN COMMUNITIES

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.6.1 Liaise with public and private transport providers to improve services to meet community needs

Advocate GM, CSC, WED being done, also with Transport NSW

2.6.2 Through HAAC funding provide community transport

Provider CSC Community Transport Program in place.

2.7 EFFECTIVE COMMERCIAL AND DOMESTIC WASTE MANAGEMENT

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.7.1 Introduce waste recycling service X X Provider Facilitator

WED / PDD limited success, need to be more pro-active in this area

2.7.2 Manage and future development of landfill sites, waste transfer stations

Provider WED / PDD being done – new Licence expected in 2013/14

2.7.3 Upgrade the landfill site to meet environmental licence requirement

X X Provider WED / PDD as above

2.7.4 Undertake a feasibility study into the future extension or replacement of the current land fill site

X X Provider WED / PDD as above

2.7.5 Manage the garbage collection contract and associated policies

Provider WED / PDD being done


11

2.8 EFFECTIVE PLANT AND FLEET MANAGEMENT

Action Year (1)

Year (2)

Year (3)

Year (4)

Council role


2.8.1 Develop plant and fleet management programs to enable effective use of plant and fleet vehicle including optimum replacement strategies

WED No specific resources allocated however will manage within current resources

2.8.2 Undertake scheduled and unscheduled plant and fleet management activity

WED Resources Allocated

PERFORMANCE INDICATORS Funding levels needed to maintain infrastructureAsset management plan data Benchmarked service provision costs Water supply failures and Non compliance events Road usage data and Traffic Accidents Community satisfaction data Water consumption and Water System Losses Mobile phone coverage Public transport availability and usage Recycling volumes Waste to landfill Quality of waste water Benchmark plant hire rates against industry and external contractors Benchmark plant and fleet maintenance costs against industry figures


12

FUTURE DIRECTION 3 – ECONOMIC PROSPERITY

OPERATIONAL BUDGET – ECONOMIC PROSPERITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 340,966 355,377 372,612 381,031 394,979

Income 168,439 162,901 163,948 165,026 166,137

Result (172,527) (192,477) (208,664) (216,005) (228,842)

CAPITAL EXPENDITURE – ECONOMIC PROSPERITY 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 11,798 313,507 14,047 14,609 15,193

STRATEGIC OUTCOMES

3.1 A DIVERSE ECONOMIC BASE Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


3.1.1 Prepare an economic development strategy for Oberon LGA

X X X Provider Facilitator

GM, EMT have reviewed existing document – more work required

3.1.2 Support operations of the Econ. Development Sec 355 Committee

Provider GM, EMT 355 Committee Structure reviewed – not held

3.1.3 Maintain regular communication with local business and industry to understand local issues

Facilitator GM, EMT Delegates appointed to OBA, OPTA GM attends Community Consultative Committee for Oberon Timber Complex

3.1.4 Prepare a register of land with development potential

X X X Provider Facilitator

GM, FCSD not completed

3.2 A DIVERSE AND VIABLE AGRICULTURAL INDUSTRY WITH A STRONG BRAND Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


3.2.1 Encourage the development of an Oberon brand for local produce


GM, EMT not completed

3.3 CUSTOMER RESPONSIVE BUSINESSES AND SERVICES Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


3.3.1 Customer service initiatives Facilitator GM, EMT not completed, liaising with OBA 3.3.2 Review customer service policies and systems to ensure a consistent , acceptable level of service is provided

X X X Provider GM, EMT not completed, focus on this in 2013/14


13

3.4 A VALUE ADDING TIMBER INDUSTRY Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


3.4.1 Support and help facilitate development and value adding in the timber industry


GM, EMT not completed

3.5 A THRIVING TOURISM SECTOR Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


3.5.1 Provide visitor information Provider GM, EC, OVIC being done, EC is responsible for day to day OVIC issues 3.5.2 Assist with the organisation and promotion of community events

Facilitator GM, OVIC, OPTA, EC and CSC

being done, more liaison with OPTA is required

3.5.3 Contribute to the Blue Mountains / Lithgow / Oberon Tourism Association

Facilitator GM, OVIC & OPTA

financial member of BMLOT with GM a Board Member

3.5.4 Assist with the development of local tourism product


being done, more liaison with OPTA is required

3.5.5 Liaise with local tourism operators to understand current issues


being done along with OPTA

3.5.6 Lease the caravan park and assist with maintenance

Facilitator GM, FCSD facility is leased

PERFORMANCE INDICATORS Visitor numbers and yield Employment statistics, and new businesses Business failures local production and output data Customer service satisfaction Brand recognition No of New Development Applications – new businesses


14

FUTURE DIRECTION 4 – RESPONSIVE AND CARING

OPERATIONAL BUDGET – RESPONSIVE and CARING 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 1,093,711 1,127,191 1,139,464 1,158,708 1,183,791

Income 970,677 894,163 810,479 811,909 815,957

Result (123,035) (233,028) (328,985) (346,799) (367,833)

CAPITAL EXPENDITURE – RESPONSIVE and CARING 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 608,060 490,683 431,738 432,422 444,384

STRATEGIC OUTCOMES 4.1 RESPONSIVE LOCAL AND WELL TRAINED EMERGENCY SERVICES Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.1.1 Actively lobby to provide competent emergency services

Advocate WED, OC noted, no specific resources allocated

4.1.2 Provide financial contributions to the RFS and SES

Provider WED, FCSD financial contributions made as levied by NSW Emergency Services

4.2 LOCAL SCHOOLS PROVIDING QUALITY EDUCATION SERVICES AND FACILITIES Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.2.1 Support schools to improve services and facilities


GM, CSC, EMT noted

4.2.2 Coordinate the provision of library services with schools

Facilitator CSC regular visits to Burraga and Black Springs Public Schools and also O’Connell Public School.

4.3 LOCALLY AVAILABLE VOCATIONAL AND ADULT LEARNING FACILITIES AND OPPORTUNITIES Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.3.1 Utilise the CTC as a facility for vocational and adult learning


CSC being done, usage is improving

4.3.2 Volunteers for computer classes Facilitator CSC volunteers now assisting 4.3.3 Provide library services and utilise the facility for programs

Provider CSC being done

4.3.4 Lobby State Govt. agencies to provide adult education opportunities and quality distance education locally

Advocate CSC noted, need to be more pro-active in this area


15

4.4 LOCALLY AVAILABLE CORE HEALTH AND MEDICAL SERVICES Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.4.1 Provide building and equipment for a dental practice


GM, FCSD building and equipment leased to Waratah Dental – service has expanded to two days per week

4.4.2 Lobby for the retention of existing medical services and additional allied heath services

Advocate GM, CSC lobbying through the Seniors Welfare Committee and the Community Services Committee

4.5 AGEING WELL IN OBERON Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.5.1 Facilitate the provision of aged care facilities and services across the Oberon LGA

X X Advocate Facilitate

GM, CSC also through the Seniors Welfare and Community Services Committees.

4.5.2 Support the work of the Section 355 Seniors Welfare committee

Facilitator CSC being done

4.5.3 Organise Seniors Week and the Adopt a Grand Parent Program


CSC being done, not quite so successful for the Adopt a Grandparent Program.

4.6 UTILISED AFTER SCHOOL AND HOLIDAY PROGRAMS FOR YOUNG PEOPLE Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.6.1 Conduct holiday craft programs Provider CSC being done at the Oberon Library and the Schools 4.6.2 Use Library facilities to provide after school study spaces

Provider CSC being done, some improvement to work / study area

4.6.3 Lobby for increased after school activities

Advocate CSC noted

4.7 A SAFE COMMUNITY WITH A HIGH STANDARD OF PUBLIC HEALTH Action Year

(1) Year (2)

Year (3)

Year (4)

Council role


4.7.1 Provide environmental health services

Provider Regulator

PDD noted.

4.7.2 Maintain public cemeteries Provider WED being done 4.7.3 Provide & maintain public toilets Provider WED being done 4.7.4 Provide animal control services Provider

Regulator PDD being done

4.7.5 Provide CCTV security system Provider WED being done in Oberon Street 4.7.6 Participate in road safety programs

Facilitator WED noted

4.7.7 Facilitate provision of street lighting Energy Provided

Facilitator WED being done


16

PERFORMANCE INDICATORS Emergency Service response times and Emergency Service coverage hours Effective Disaster & Emergency Management Strategy to respond to bushfire, flood, storms, and other disasters and threats to the community School Retention rates Health Services usage statistics Enrolment in Adult Learning courses Local availability of trade training Participation in and availability of after school programs Level of Community satisfaction (% of persons by survey) in living with a safe and friendly community Library statistics recorded – Loans, Users, New Members, Attendance at Storytime etc, Purchases


17

FUTURE DIRECTION 5 - OPEN COMMUNICATION

OPERATIONAL BUDGET – OPEN COMMUNICATION 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 1,363,945 1,401,565 1,382,181 1,432,317 1,497,259

Income 4,395,410 4,234,326 4,447,356 4,700,575 4,971,339

Result 3,031,465 2,832,761 3,065,175 3,268,258 3,474,081

CAPITAL EXPENDITURE – OPEN COMMUNICATION 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 157,894 129,559 123,301 128,233 142,659

STRATEGIC OUTCOMES

5.1 VIBRANT CONNECTED AND ENGAGED VILLAGESAction Year

(1) Year (2)

Year (3)

Year (4) Council role Responsibility COMMENT

5.1 1 Provide opportunities for communities in all parts of the LGA area to participate in Civic and community events

X X X X GM, OC noted, OC promotes Civic activities.

5.1.2 Provide additional opportunity for individuals to participate in activities as members of working parties and volunteers

X X X X GM & EMT OC has high level of community involvement in Committees.

5.2 CONSERVED AND VALUED HERITAGE Action Year

(1) Year (2)

Year (3)


5.2.1 Provide grant funding from the local heritage fund for the enhancement and protection of built heritage

Provider PDD OC funds a Heritage Advisor

5.2.2 Provide heritage advice in collaboration with Council’s Heritage Advisor and Section 355 Committee

Facilitator PDD being done

5.2.3 Control the management of built and natural heritage items

Provider Regulator

PDD through Heritage Advisor


18

5.3 WELL PLANNED, PRESENTED AND MAINTAINED TOWNS, VILLAGES AND RURAL LOCALITIES Action Year

(1) Year (2)

Year (3)


5.3.1 Complete the Land Use Strategy, Local Environmental Plans (LEP) and Development Control Plans (DCP)

X X Provider Regulator

PDD resources allocated through state agencies

5.3.2 Complete a Main Street strategy for Oberon Township

X X X Provider EMT funds allocated in 2012/13, not completed

5.3.3 Along with local communities undertake village beautification plans and local improvements


EMT funds allocated annually, more work required.

5.3.4 Participate in Tidy Town Programs Facilitator GM, FCSD, EMT noted, more work required with community groups 5.3.5 Provide building approval service Provider

Regulator PDD being done

5.3.6 Develop, maintain Council property DD PDD, EMT work done as required

5.4 WELL INFORMED COMMUNITIES WHOSE VIEWS ARE HEARD Action Year

(1) Year (2)

Year (3)


5.4.1 Keep the community informed about matters that affect them

Provider GM, EMT noted, regular promotions

5.4.2 Seek input from the community on the provision of services and future planning

Facilitator GM, EMT

noted, large part of CSP process is consultation

5.4.3 Operate Section 355 Committees as a conduit with the community

Provider GM, EMT noted, being reviewed in June 2013

5.4.4 Develop use of social media to provide information in a timely manner


GM, EMT noted, take-up on this is improving

5.4.5 Build community awareness and understanding of environmental issues

Facilitator PDD noted, to be improved

5.5 A COMMUNITY WITH CONTEMPORARY GOVERNANCE AND LEADERSHIP Action Year

(1) Year (2)

Year (3)


5.5.1 Provide resources to enable Elected Members to better represent community

X X X X Provider GM iPads provided and regular “Informal Briefing Sessions” held and weekly information issued

5.5.2 Provide effective meeting structures and procedures

X X X X Provider GM noted, attention been given to this area.

5.5.3 Engage community in planning for Civic events

X X X X Provider Facilitator

GM, EMT being done, Council Meetings held in Villages.

5.5.4 Provide effective systems for complaint management, information systems, work health & safety, risk management and procurement

X X X X Provider GM, FCSD, EMT noted, work is needed to improve in this area

5.5.5 Provide sound financial management - creditor & debtor, investments ,internal audit

X X X X Provider GM, FCSD being done, further attention to this in 2013/14


19

PERFORMANCE INDICATORS Articles and media coverage Website statistics Population statistics Compliance with planning requirements Heritage projects completed Number of development approvals Attendance at community events Community Engagement, and attendance at Community Consultation (and Community Engagement Strategy)


20

FUTURE DIRECTION 6 - NATURAL ENVIRONMENT

OPERATIONS BUDGET – NATURAL ENVIRONMENT 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 949,977 990,259 1,022,455 1,057,206 1,089,952

Income 183,000 183,000 183,000 183,000 183,000

Result (766,977) (807,259) (839,455) (874,206) (906,952)

CAPITAL EXPENDITURE – NATURAL ENVIRONMENT 2012/13 2013/14 2014/15 2015/16 2016/17

Expenditure 0 42,166 0 0 0

STRATEGIC OUTCOMES

6.1 COMPLIANCE WITH ENVIRONMENTAL LEGISLATION AND GUIDELINESAction Year

(1) Year (2)

Year (3)


6.1.1 Provide regulatory services required by the Environmental Planning and Assessment Act 1979 and legislation

Provider Regulator

PDD being done

6.2 SCENIC BEAUTY AND LANDSCAPES ARE PROTECTED Action Year

(1) Year (2)

Year (3)


6.2.1 Implement the scenic protection provisions of the planning scheme

Provider Regulator

PDD will be completed as part of strategic planning processes

6.3 AN ENVIRONMENT FREE OF WEEDS AND FERAL ANIMALS Action Year

(1) Year (2)

Year (3)


6.3.1 Control weed growth on road verges Provider WED being done 6.3.2 Contribute to the weed and pest control activities of Upper Macquarie CC

Facilitator WED, OC being done, active member of UMCC

6.3.3 Advocate for more resources to be applied to weed and pest management

Advocate WED, OC being done, OC members lobby UMCC


21

6.4 RESPONSIBLE MANAGEMENT OF NATURAL RESOURCES Action Year

(1) Year (2)

Year (3)


6.4.1 Provide regulatory services to protect natural resources

Provider Regulator

PDD being done as part of strategic planning processes

6.4.2 Advocate for the responsible management of natural resources

Advocate PDD being done as part of strategic planning processes

6.5 DIVERSIFIED ENERGY SOURCES AND USAGE Action Year

(1) Year (2)

Year (3)


6.5.1 Investigate the use of alternative energy in Council operations

Provider WED, PDD some work done with CENTROC

6.5.2 Reduce Councils carbon footprint Provider EMT noted

PERFORMANCE INDICATORS Breaches of environmental regulations Loss of scenic areas Removal of pest species Loss of agricultural land Alternative energy usage Reduction in carbon footprint Community involvement in Natural Resource management projects

OBERON COMMUNITY STRATEGIC PLAN 2013

Operational Plan 2013/14

$

Rates & Annual Charges 4,102,839User Charges & Fees 4,150,405Interest & Investment Revenue 243,048Other Revenues 292,750Operating Grants 3,267,213Capital Grants 1,414,295Gain from Disposal of Assets 100,000TOTAL INCOME $13,570,550

Employee Benefits & Oncosts 3,977,403Borrowing Costs 27,583Materials & Contracts 4,146,123Depreciation & Amortisation 3,488,661Impairment 27,121Other Expenses 1,604,891TOTAL EXPENSES $13,271,783

$298,767Surplus

4,044,958$4,343,725

Net Transfers (to)/from Reserves 1,303,719Net Capital Income/(Expenditure) (7,291,366)

($1,643,921)Increase/(Decrease) in Unrestricted Cash

Expenses from Continuing Operations

Operating Result - Surplus/(Deficit)

LESS Non-Cash Operating Expenses

Income from Continuing Operations

Operational Plan 2013/14

Cash Surplus/(Deficit) from Operations

Non-Operational Cash Movements:

REPORTING STAFF Revenue Expenditure

Surplus (Deficit)

CAPITAL ITEMS

NON CASH EXPENDITURE

OUR COMMUNITYParks and Reserves WED 9,200 377,752 (368,552) 60,000 1,468 88,395 (341,625)Social/Community Planning CSC 3,000 0 3,000 0 3,000 0 0Swimming Pool PDD 50,750 267,700 (216,950) 386,000 (12,625) 26,137 (564,188)Fitness/Gymnastic Centre CSC 0 1,504 (1,504) 0 0 1,504 0Community Centre CSC 3,296 46,246 (42,950) 0 0 21,985 (20,965)Community Events CSC/EC 6,730 75,750 (69,020) 0 0 0 (69,020)Arts and Culture CSC/GM 0 9,232 (9,232) 0 0 0 (9,232)Town Improvement WED 412,149 99,954 312,195 452,195 (140,000) 0 (0)

Total for Our Community 485,125 878,137 (393,012) 898,195 (148,157) 138,021 (1,005,029)

BASIC SERVICESEngineering Services WED 0 485,635 (485,635) 55,270 5,274 65,349 (480,829)Roads Bridges Footpaths WED 2,518,153 4,131,577 (1,613,424) 2,998,000 (474,770) 2,256,000 (1,880,654)Street Lighting WED 0 79,825 (79,825) 0 0 0 (79,825)Drainage WED 3,090 212,326 (209,236) 0 3,090 115,503 (96,823)Quarry Operations WED 8,699 8,143 557 0 8,699 3,497 (4,646)Plant WED 25,786 (892,025) 917,811 1,371,000 (704,400) 412,303 663,514Works Section WED 30,231 (258,447) 288,678 258,447 0 287,332 317,564Private Works WED/FCSD 2,296,693 1,979,343 317,351 0 300,000 0 17,351Store/Depot FCSD 0 47,909 (47,909) 35,513 0 48,191 (35,231)Communications Technologies FCSD/WED 7,004 16,947 (9,943) 0 0 3,000 (6,943)Community Transport CSC 83,492 81,842 1,650 0 13,650 12,000 0Water Supply WED 1,331,007 1,366,541 (35,533) 272,222 (135,297) 172,458 0Waste Water (Sewerage) Service WED 723,690 868,444 (144,754) (78,337) 15,885 82,302 (0)Waste Management WED/PDD 583,188 391,194 191,994 505,142 0 6,685 (306,463)

Total for Basic Services 7,611,034 8,519,253 (908,219) 5,417,256 (967,869) 3,464,620 (1,892,986)

ECONOMIC PROSPERITYDental Surgery GM 5,974 15,074 (9,100) 0 0 8,666 (434)Tourism and Events GM/EC 28,000 70,369 (42,369) 0 0 0 (42,369)Visitor Information Centre EC 10,032 209,387 (199,355) 13,507 0 15,136 (197,725)Caravan Park GM 18,894 8,970 9,924 0 0 3,952 13,877Economic Development Activity GM 0 45,976 (45,976) 0 0 0 (45,976)Land Development GM 100,000 5,602 94,398 300,000 (200,000) 0 (5,602)

Total for Economic Prosperity 162,901 355,377 (192,477) 313,507 (200,000) 27,755 (278,229)

Operational Plan 2013/14 - FUTURE DIRECTIONSOPERATING RESULT

FUTURE DIRECTIONS

TRANSFERS TO(FROM) RESERVES

NET CASH MOVEMENT

REPORTING STAFF Revenue Expenditure

Surplus (Deficit)

CAPITAL ITEMS

NON CASH EXPENDITURE

Operational Plan 2013/14 - FUTURE DIRECTIONSOPERATING RESULT

FUTURE DIRECTIONS

TRANSFERS TO(FROM) RESERVES

NET CASH MOVEMENT

RESPONSIVE and CARINGPublic Toilets WED 30,000 148,057 (118,057) 0 0 35,604 (82,453)Cemeteries WED 43,815 101,347 (57,532) 0 0 303 (57,229)Library CSC 30,290 196,020 (165,730) 18,683 24 35,287 (149,150)Hathaway Cottage CSC 8,688 22,977 (14,289) 0 (10,609) 3,680 0Aged Care Units CSC 58,350 53,343 5,007 0 12,180 7,173 (0)Community Technology Centre CSC 5,500 24,362 (18,862) 2,000 2,000 289 (22,573)Main Street Security WED 0 14,296 (14,296) 0 0 7,965 (6,331)Rural Fire Service WED 710,586 514,110 196,476 470,000 0 102,967 (170,557)Emergency Services WED 6,935 52,680 (45,745) 0 3,000 1,502 (47,243)

Total for Responsive and Caring 894,163 1,127,191 (233,028) 490,683 6,595 194,770 (535,536)

OPEN COMMUNICATIONGeneral Purpose Revenues FCSD 4,183,400 0 4,183,400 0 0 0 4,183,400Council Chambers & Office GM/EC 0 99,270 (99,270) 0 10,000 23,231 (86,039)Governance-Elected Members GM/EC 0 431,997 (431,997) 0 (24,000) 0 (407,997)Finance and Administration GM/FCSD 31,580 826,397 (794,817) 118,559 11,000 135,981 (788,395)Council Properties GM/FCSD 15,846 17,761 (1,915) 11,000 0 5,695 (7,220)Heritage PDD 3,500 26,139 (22,639) 0 0 0 (22,639)

Total for Open Communication 4,234,326 1,401,565 2,832,761 129,559 (3,000) 164,907 2,871,110

NATURAL ENVIRONMENTDevelopment Control PDD 99,000 695,130 (596,130) 42,166 8,712 53,284 (593,725)Building Control PDD 69,000 106,833 (37,833) 0 0 0 (37,833)Animal Control PDD 9,500 66,872 (57,372) 0 0 1,602 (55,770)Environmental & Public Health PDD 5,500 18,196 (12,696) 0 0 0 (12,696)Weeds Management WED 0 103,228 (103,228) 0 0 0 (103,228)

Total for Natural Environment 183,000 990,259 (807,259) 42,166 8,712 54,886 (803,252)

13,570,550 13,271,783 298,767 7,291,366 (1,303,719) 4,044,958 (1,643,921)Operating Profit Decrease

TOTAL

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

OUR COMMUNITY

Parks and Reserves

01230. Parks, Gardens & Recreational Grounds Revenue 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,00001235. Section 94 Open Space Revenue (Capital) 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200Total Income 9,200 9,200 9,200 9,200 9,200 9,200 9,200 9,200 9,200 9,200

03230. Parks Gardens & Recreational Grounds Expenditure 377,752 387,547 398,151 409,138 420,522 432,318 444,541 457,208 470,333 483,935

Operating Result - Surplus/(Deficit) (368,552) (378,347) (388,951) (399,938) (411,322) (423,118) (435,341) (448,008) (461,133) (474,735)

7230. Parks, Gardens & Rec Grounds Capital Expenditure 60,000 0 0 0 0 0 0 0 0 007240. Loan Payment - Oberon Sports Complex 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve - Parks & Reserves 1,468 16,362 16,808 17,269 17,743 18,231 18,734 19,252 19,785 20,335

Social/Community Planning

01701. Community Services Capital Revenue 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

03700. Community Services Operations Exp 0 0 0 0 0 0 0 0 0 0

Operating Result - Surplus/(Deficit) 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

Total Transfers to (from) Reserve - Social/Community Planning 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

Long Term Financial Plan 2013/14 to 2022/23DELIVERY PROGRAM / OPERATIONAL PLAN 2013/14 - 2016/17

ITEM

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Swimming Pool

01720. Swimming Pool Revenue 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 19,572 20,15901725. Swimming Pool Kiosk Revenue 10,300 10,609 10,927 11,255 11,593 11,941 12,299 12,668 13,048 13,43901730. Swim School Revenue 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000Total Income 50,750 51,523 52,318 53,138 53,982 54,851 55,747 56,669 57,619 58,598

03720. Swimming Pool Operations 232,131 214,659 220,043 228,785 238,699 236,393 243,180 250,653 259,393 266,40903725. Swimming Pool Kiosk Expenditure 14,465 14,946 15,443 15,957 16,488 16,983 17,492 18,017 18,557 19,11403730. Swim School Operations 21,104 23,740 23,510 25,914 25,455 25,433 26,450 27,508 28,609 29,753Total Expenditure 267,700 253,345 258,995 270,656 280,642 278,809 287,122 296,178 306,559 315,276


Swimming Pool Capital Expenditure 386,000 13,500 26,000 11,000 125,000 44,000 44,000 44,000 44,000 44,000Total Transfers to (from) Reserve - Swimming Pool (12,625) 875 13,375 (1,625) 112,375 30,996 30,606 30,204 29,790 29,364

Fitness/Gymnastic Centre

03735. Gymnastic Equipment Expenditure 1,504 0 0 0 0 0 0 0 0 0

Operating Result - Surplus/(Deficit) (1,504) 0 0 0 0 0 0 0 0 0

Community Centre

01740. Community Centre Revenue 3,296 3,395 3,497 3,602 3,710 3,821 3,936 4,054 4,175 4,301

03740. Community Centre Expenditure 46,246 46,975 47,725 48,499 49,174 49,989 50,829 51,695 52,586 53,504


Community Centre Capital Expenditure 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve - Community Centre 0 0 0 0 0 0 0 0 0 0

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Community Events

01750. International Women's Day Revenue 0 0 0 0 0 0 0 0 0 001780. Youth Services Revenue 1,230 1,230 1,230 1,230 1,230 1,230 1,230 1,230 1,230 1,23001841. Seniors Week Revenue 500 500 500 500 500 500 500 500 500 50001870. Income to Offset Sec 356 Financial Assist 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000Total Income 6,730 6,730 6,730 6,730 6,730 6,730 6,730 6,730 6,730 6,730

03746. Australia Day Celebrations 6,442 6,650 6,865 7,088 7,317 7,555 7,800 8,053 8,314 8,58503747. Community Christmas Celebrations 2,070 2,143 2,218 2,295 2,376 2,459 2,546 2,635 2,728 2,82403750. International Women's Day Expenditure 1,030 1,061 1,093 1,126 1,159 1,194 1,230 1,267 1,305 1,34403781. Youth Week Grant Expenditure 2,460 2,460 2,460 2,460 2,460 2,460 2,460 2,460 2,460 2,46003841. Seniors Week Grant Exenditure 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,50003842. Local Government Golf Day 1,038 1,076 1,117 1,159 1,202 1,248 1,294 1,343 1,394 1,44603843. Seniors Expo/150th Anniversary Celebrations 0 0 0 0 0 0 0 0 0 003870. Sec 356 - Budgeted Program 54,211 54,399 54,610 54,847 55,115 55,418 55,760 56,146 56,584 57,08103871. Sec 356 - Unplanned Program 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,00003872. Community Activities Promotions 2,000 2,060 2,122 2,185 2,251 2,319 2,388 2,460 2,534 2,610Total Expenditure 75,750 76,349 76,984 77,660 78,381 79,152 79,978 80,864 81,819 82,849


Arts and Culture

03890. Other Culture Expenditure 2,852 2,938 3,026 3,117 3,210 3,306 3,406 3,508 3,613 3,72103891. Cultural & Community Precinct Expenditure 6,380 6,618 6,865 7,121 7,388 7,664 7,951 8,249 8,558 8,879Total Expenditure 9,232 9,555 9,891 10,238 10,598 10,970 11,357 11,756 12,171 12,600

Arts & Culture Capital Expenditure 0 0 0 0 0 0 0 0 0 0Operating Result - Surplus/(Deficit) (9,232) (9,555) (9,891) (10,238) (10,598) (10,970) (11,357) (11,756) (12,171) (12,600)

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Town Improvement

Total Income 412,149 423,854 435,910 448,327 461,117 474,290 487,859 501,835 516,230 531,057

53395. Town Improvement Operating Expenditure 99,954 102,953 106,041 109,223 112,499 115,874 119,351 122,931 126,619 130,418


Town Improvement Capital Expenditure 452,195 460,901 469,868 429,104 438,617 448,416 458,508 468,903 479,611 490,639Total Transfers to (from) Reserve - Town Improvement (140,000) (143,089) (143,181) (93,277) (93,375) (93,476) (93,581) (93,688) (93,799) 40,418

Operational Budget for OUR COMMUNITY

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 878,137 876,724 897,788 925,414 951,816 967,113 993,178 1,020,632 1,050,087 1,078,582Income 485,125 497,701 510,654 523,996 537,738 551,892 566,471 581,488 596,954 612,885Result (393,012) (379,023) (387,133) (401,417) (414,078) (415,220) (426,707) (439,145) (453,132) (465,697)

Capital Expenditure for OUR COMMUNITY

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 898,195 474,401 495,868 440,104 563,617 492,416 502,508 512,903 523,611 534,639

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

BASIC SERVICES

Engineering Services

0 2,500 0 0 0 0 0 0 0 0

Totals Engineering Operations Management 485,635 505,086 529,787 545,698 567,451 585,958 609,380 633,735 659,080 685,444


Engineering Services Capital Expenditure 0 0 0 0 0 0 0 0 0 019772 Leave Paid Suspense Engineering Services 55,270 59,780 62,171 64,658 67,244 69,934 72,731 75,641 78,666 0

Total Transfers to (from) Reserve - Engineering Services 5,274 4,466 4,590 4,718 4,849 4,984 5,122 5,264 5,410 39,921

Roads Bridges Footpaths

01260. Roads & Bridges Revenue 8,650 8,650 8,650 8,650 8,650 8,650 8,650 8,650 8,650 8,65001261. Section 94 Urban Roads (Capital) 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,00001262. Section 94 Rural Roads Revenue (Capital) 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,00001263. Contribution to Local Roads (Capital) 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,40001331. Financial Assistance Grant (Roads Component) 853,103 878,696 905,057 932,208 960,175 988,980 1,018,649 1,049,209 1,080,685 1,113,10501352. Roads to Recovery Grant - Local Sealed Roads 0 0 0 0 0 0 0 0 0 001340. Block Grant Revenue for Regional Urban Roads 616,000 616,000 616,000 616,000 616,000 616,000 616,000 616,000 616,000 616,00001345. RMS Grant Edith Rd Safety Improvements 0 0 0 0 0 0 0 0 0 001346. RMS Grant Abercrombie Hill Safety Improvements 0 0 0 0 0 0 0 0 0 001358. Regional Roads Repair Program Grants 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,00001367. Ex 3x3 Grant Revenue 76,000 76,000 76,000 76,000 76,000 76,000 76,000 76,000 76,000 76,00001374. Special NSW Govt Grant (Dog Rocks Rd) 0 0 0 0 0 0 0 0 0 001380. Traffic Facilities Grant RMS 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,00001521. Other Road Maint Revenue (Priv Quarries) 78,000 78,000 78,000 78,000 78,000 78,000 78,000 78,000 78,000 78,000Total Income 2,518,153 2,543,746 2,570,107 2,597,258 2,625,225 2,654,030 2,683,699 2,714,259 2,745,735 2,778,155

Totals Engineering Operations Revenue

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

03260. Roads & Bridges Operational Expenses 2,398,352 2,403,378 2,408,586 2,413,981 2,419,570 2,425,362 2,431,362 2,437,580 2,444,022 2,450,69703270. Roads Maint Prog - Urban Streets Local 117,832 121,962 126,240 130,671 135,260 140,014 144,938 150,039 155,323 160,79703271. Roads Maint. Program - Sealed Rural Local 511,440 649,212 671,215 693,978 717,530 741,897 767,109 793,195 820,188 848,11703272. Roads Maint Program - Unsealed Rural Local 563,148 702,585 726,307 750,846 776,232 802,493 829,662 857,769 886,848 916,93303305. Footpath / Cycleway maintenance 22,804 23,666 24,561 25,491 26,455 27,457 28,497 29,577 30,699 31,86303331. Maintenance Regional Roads (Urban) 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,00003351. Maintenance Regional Roads (Rural) 458,000 458,118 458,240 458,366 458,366 458,495 458,629 458,766 458,907 459,053Total Expenditure 4,131,577 4,418,923 4,475,149 4,533,333 4,593,414 4,655,719 4,720,197 4,786,926 4,855,986 4,927,460

Operating Result - Surplus/(Deficit) (1,613,424) (1,875,177) (1,905,043) (1,936,074) (1,968,189) (2,001,689) (2,036,498) (2,072,668) (2,110,251) (2,149,305)

Roads Bridges Footpaths Capital Expenditure 2,998,000 2,505,000 2,533,450 2,582,514 2,238,374 2,266,555 2,294,582 2,324,479 2,355,274 2,386,992Total Transfers to (from) Reserve - Roads Bridges Footpaths (174,770) (556,438) (595,185) (157,214) 217,150 (62,850) (62,850) (27,850) (27,850) (27,850)

Street Lighting

03391. Street Lighting Operations 79,825 82,220 84,686 87,227 89,844 92,539 95,315 98,175 101,120 104,154Total Expenditure 79,825 82,220 84,686 87,227 89,844 92,539 95,315 98,175 101,120 104,154


Drainage

Totals Stormwater Drainage Revenue 3,090 3,183 3,278 3,377 3,478 3,582 3,690 3,800 3,914 4,032

Totals Stormwater Drainage Expenses 136,203 136,928 137,679 138,457 139,262 140,097 140,961 141,856 142,784 143,745Totals Street Cleaning 76,123 79,056 82,102 85,267 88,555 91,971 95,520 99,207 103,037 107,016Total Expenditure 212,326 215,984 219,781 223,724 227,817 232,068 236,481 241,063 245,821 250,761


Drainage Capital Expenditure 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve - Drainage 3,090 3,183 3,278 3,377 3,478 3,582 3,690 3,800 3,914 4,032

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Quarry Operations

Totals Quarries & Pits Revenue 8,699 8,960 9,229 9,506 9,791 10,085 10,388 10,699 11,020 11,351

3520 Council Quarries & Pits 7,623 7,752 7,886 8,023 8,166 8,312 8,464 8,620 8,781 8,9483521 Non-Council Quarries & Pits 520 541 562 585 608 633 658 684 712 740

Total Operating Expenditure 8,143 8,293 8,448 8,608 8,774 8,945 9,122 9,304 9,493 9,688

Operating Result - Surplus/(Deficit) 557 668 781 898 1,017 1,140 1,266 1,395 1,527 1,663

Total Transfers to (from) Reserve - Quarry Operations 8,699 8,960 9,229 9,506 9,791 10,085 10,388 10,699 11,020 11,351

Plant

01540. Plant & Workshop Operating Revenue 25,786 29,060 27,356 28,177 29,022 29,893 30,790 31,714 32,665 33,645

03540. Mechanics Workshop Operations (149,857) (154,168) (158,600) (163,156) (167,840) (172,655) (177,605) (182,694) (187,925) (195,989)03550. Plant Operating Expenses 1,360,477 1,390,612 1,421,725 1,453,848 1,487,014 1,521,257 1,556,615 1,593,122 1,630,818 1,669,74103560. Plant Recovery of Operating Costs (2,102,645) (2,165,570) (2,230,383) (2,297,140) (2,365,899) (2,436,722) (2,509,669) (2,584,804) (2,662,194) (2,741,905)Net Total Expenditure/(Costs Recovery) (892,025) (929,126) (967,257) (1,006,448) (1,046,726) (1,088,120) (1,130,660) (1,174,376) (1,219,301) (1,268,154)

Operating Result - Surplus/(Deficit) 917,811 958,185 994,614 1,034,625 1,075,748 1,118,013 1,161,450 1,206,090 1,251,966 1,301,799

Plant Capital Expenditure 1,371,000 784,000 568,000 412,000 198,000 564,000 462,000 139,000 196,000 660,000Total Transfers to (from) Reserve - Plant (704,400) (117,400) 98,600 254,600 488,598 143,196 266,412 611,264 576,772 135,955

Works Section

01570. Works Operations Revenue 30,231 27,731 27,731 27,731 27,731 27,731 27,731 27,731 27,731 27,731

03580. Works / Labour Overheads 1,057,035 1,098,199 1,140,991 1,185,476 1,231,721 1,279,796 1,329,773 1,381,728 1,435,739 1,491,88803590. Works / Labour Overhead Recovery (1,315,482) (1,366,984) (1,420,527) (1,476,194) (1,534,067) (1,594,236) (1,656,791) (1,721,826) (1,789,442) (1,859,739)Net Total Expenditure/(Overhead Recovery) (258,447) (268,785) (279,536) (290,718) (302,346) (314,440) (327,018) (340,099) (353,702) (367,851)


19771 Leave Paid Suspense Works 258,447 268,785 279,536 290,718 302,346 314,440 327,018 340,099 353,702 367,851Total Transfers to (from) Reserve - Works Section 0 0 0 0 0 0 0 0 0 0

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Private Works

01600. Private Works Revenue 398,880 401,846 404,902 408,049 411,290 414,629 418,068 421,610 425,258 429,01601601. RMS Ordered Works - Agreed Price 1,443,054 1,487,442 1,533,205 1,580,387 1,629,031 1,679,184 1,730,893 1,784,207 1,839,175 1,895,85001603. RMS Ordered Works - urgent Response 42,612 43,982 45,397 46,859 48,368 49,926 51,536 53,199 54,915 56,68901604. RMS Ordered Works - Design Works 0 0 0 0 0 0 0 0 0 001605. RMS Routine Maintenance -O'Connell Road MR 253 186,978 193,158 199,546 206,149 212,975 220,031 227,326 234,867 242,663 250,72401606. RMS Routine Maintenance -Duckmaloi Road MR 558 225,169 232,577 240,234 248,148 256,328 264,783 273,521 282,554 291,891 301,542Total Income 2,296,693 2,359,006 2,423,284 2,489,591 2,557,992 2,628,553 2,701,344 2,776,436 2,853,903 2,933,821

03600. Private Works Expenditure 81,529 84,141 86,838 89,622 92,498 95,467 98,532 101,698 104,968 108,34403601. RMS Ordered Works (Agreed Price) 1,443,054 1,487,442 1,533,205 1,580,387 1,629,031 1,679,184 1,730,893 1,784,207 1,839,175 1,895,85003603. RMS Ordered Works - Urgent Response 42,612 43,982 45,397 46,859 48,368 49,926 51,536 53,199 54,915 56,68903604. RMS Ordered Works - Design Works 0 0 0 0 0 0 0 0 0 003605. RMS Routine Maintenance-O'Connell Road MR 253 186,978 193,158 199,546 206,149 212,975 220,031 227,326 234,867 242,663 250,72403606. RMS Routine Maintenance -Duckmaloi Road MR 558 225,169 232,577 240,234 248,148 256,328 264,783 273,521 282,554 291,891 301,542Total Expenditure 1,979,343 2,041,300 2,105,220 2,171,165 2,239,199 2,309,391 2,381,809 2,456,525 2,533,612 2,613,148


Total Transfers to (from) Reserve - Private Works 0 0 0 0 0 0 0 0 0 0

Store/Depot

Total Operating Revenue - - - - - - - - - -

3670 Store/Depot Operations 496,919 510,863 524,660 539,933 555,695 571,963 588,753 606,083 623,970 642,432 74,014 76,954 80,012 83,191 86,498 89,936 93,512 97,230 101,096 105,117

(523,024) (538,714) (554,876) (571,522) (588,668) (606,328) (624,518) (643,253) (662,551) (682,427)Total Operating Expenditure 47,909 49,102 49,796 51,602 53,525 55,571 57,747 60,060 62,516 65,122


Store/Depot Capital Expenditure 30,000 30,000 30,000 0 0 0 0 0 0 019775 Leave Paid Suspense Store/Depot 5,513 5,962 6,201 6,449 6,707 6,975 7,254 7,544 7,846 0

Total Transfers to (from) Reserve - Store/Depot 0 (96) (100) (104) (108) (113) (117) (122) (127) 3,295

Store/Labour Overheads TotalsStore/Labour Overhead Recovery Toals

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Communications Technologies

Total Operating Revenue 7,004 7,214 7,431 7,653 7,883 8,120 8,363 8,614 8,872 9,139

03845. TV and Radio Tower Expenditure 16,947 17,366 17,796 18,240 18,698 19,169 19,654 20,153 20,668 21,198Total Expenditure 16,947 17,366 17,796 18,240 18,698 19,169 19,654 20,153 20,668 21,198


Community Transport

01860. Community Transport Revenue 83,492 86,780 88,679 91,483 95,222 97,439 100,599 104,475 106,773 110,034

03860. Community Transport Expenditure 81,842 85,130 87,029 89,833 93,572 95,789 98,949 102,825 105,123 108,384


Community Transport Capital Expenditure 0 0 0 75,320 0 0 0 84,773 0 0Total Transfers to (from) Reserve - Community Transport 13,650 13,650 13,650 (61,670) 13,650 13,650 13,650 (71,123) 13,650 13,650

Water Supply

21000. Water Operating Revenue 1,327,007 1,365,581 1,406,124 1,447,964 1,491,209 1,535,788 1,581,813 1,629,337 1,678,417 1,729,11421001. Water Capital Revenue 4,000 4,120 4,244 4,371 4,502 4,637 4,776 4,919 5,067 5,219Total Income 1,331,007 1,369,701 1,410,368 1,452,335 1,495,712 1,540,425 1,586,589 1,634,256 1,683,484 1,734,333

22000. Water Management - Administration 80,890 83,510 86,216 89,012 91,900 94,883 97,965 101,149 104,438 107,83622010. Water Management - Engineers/Supervision 79,695 81,997 84,371 86,819 89,342 91,944 94,627 97,394 100,246 103,18823000. Operations - Water Treatment Plant 421,766 431,995 442,567 453,494 464,788 476,463 488,530 501,004 513,899 527,22923010. Operations - Mains 47,017 47,017 47,017 47,017 47,017 47,017 47,017 47,017 47,017 47,01723030. Operations - Reservoirs 14,107 14,107 14,107 14,107 14,107 14,107 14,107 14,107 14,107 14,10723040. Operations - Water Purchases 628,300 647,149 666,563 686,560 707,157 728,372 750,223 772,730 795,912 819,78923100. Infrastructure Asset Maintenance 67,467 69,447 71,908 74,458 77,100 79,838 82,674 85,614 88,660 91,81724000. Infrastructure Asset Miscellaneous Expenses 27,299 18,199 0 0 0 0 0 0 0 0Total Expenditure 1,366,541 1,393,421 1,412,749 1,451,466 1,491,411 1,532,624 1,575,144 1,619,015 1,664,279 1,710,982

Operating Result - Surplus/(Deficit) (35,533) (23,720) (2,382) 869 4,300 7,802 11,445 15,241 19,205 23,351

Water Supply Capital Items 272,222 244,517 200,000 201,500 203,045 204,636 206,275 207,964 209,703 211,494Total Transfers to (from) Reserve - Water Supply (135,297) (95,779) (74,441) (26,673) (24,742) (22,785) (20,733) (18,576) (16,301) (13,894)

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Waste Water (Sewerage) Service

31000. Sewerage Operating Revenue 720,085 740,053 760,652 781,838 803,660 826,136 849,286 873,131 897,692 922,98931001. Sewerage Capital Revenue 3,605 3,713 3,825 3,939 4,057 4,179 4,305 4,434 4,567 4,704Total Income 723,690 743,767 764,477 785,778 807,717 830,315 853,591 877,565 902,258 927,692

32000. Sewerage Managerment - Administration 121,411 125,053 128,805 132,669 136,649 140,749 144,971 149,320 153,800 158,41432010. Sewerage Management - Engineers/Supervision 202,429 208,641 215,046 221,648 228,454 235,471 242,705 250,163 257,851 265,77833000. Sewerage Operations - Treatment 357,278 369,053 380,847 393,067 405,728 413,897 427,341 441,273 455,711 470,67233010. Sewerage Operations - Mains 46,509 46,509 46,509 46,509 46,509 46,509 46,509 46,509 46,509 46,50933020. Sewerage Operations - Pumping Stations 69,536 72,096 74,442 76,873 79,393 82,004 84,710 87,515 90,422 93,43533100. Sewerage Assets Maintenance 71,281 70,529 72,915 75,385 77,939 80,582 83,316 86,145 89,072 92,101Total Expenditure 868,444 891,881 918,564 946,151 974,672 999,211 1,029,553 1,060,925 1,093,365 1,126,909


36000. Sewerage Loan to Waste Management (108,337) (70,563) 0 0 0 0 0 0 0 037000. Sewerage Capital Works 30,000 30,630 31,279 31,947 32,636 33,345 34,075 34,827 35,602 36,400Total Transfers to (from) Reserve - Sewerage Service 15,885 (25,879) (103,064) (110,018) (117,289) (119,939) (127,735) (135,885) (144,407) (153,314)

Waste Management

Totals Waste Management Revenue 369,591 379,821 390,357 401,210 412,388 423,902 435,761 447,976 460,557 473,516Totals Domestic Waste Collection Revenue 213,597 219,960 226,514 233,264 240,217 247,379 254,755 262,353 270,178 278,239Total Income 583,188 599,781 616,871 634,474 652,605 671,281 690,516 710,329 730,735 751,754

Totals Waste Management Operations 7,644 7,873 8,109 8,353 8,603 8,861 9,127 9,401 9,683 9,973Totals Domestic Waste Expenditure 341,295 352,722 364,542 376,769 389,417 402,501 416,037 430,040 444,527 459,515Totals Black Springs & Burraga Transfer Station Exp 28,086 28,895 29,729 30,589 31,476 32,390 33,333 34,305 35,307 36,341Totals Waste Disposal Site Operations 14,170 14,520 14,881 15,252 15,635 16,029 16,434 16,853 17,283 17,727Total Expenditure 391,194 404,010 417,261 430,962 445,130 459,781 474,932 490,599 506,800 523,556


44200. Waste Management Loan from Sewerage Fund 108,337 70,563 0 0 0 0 0 0 0 047410. Waste Management Capital Expenditure 396,805 5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 6,720Total Transfers to (from) Reserve - Waste Management 0 0 0 0 0 0 0 0 0 0

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Operational Budget for BASIC SERVICES

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 8,519,253 8,914,804 9,079,474 9,260,844 9,454,436 9,644,204 9,850,604 10,064,829 10,284,859 10,510,800Income 7,611,034 7,774,214 7,941,380 8,119,711 8,304,495 8,493,335 8,688,937 8,891,263 9,098,219 9,312,549Result (908,219) (1,140,590) (1,138,094) (1,141,133) (1,149,940) (1,150,870) (1,161,667) (1,173,566) (1,186,640) (1,198,251)

Capital Expenditure for BASIC SERVICES

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 5,417,256 3,933,979 3,716,101 3,670,733 3,054,148 3,465,856 3,410,085 3,220,661 3,243,317 3,669,456

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

ECONOMIC PROSPERITY

Dental Surgery01494. Dental Building Lease Revenue 5,974 6,153 6,338 6,528 6,724 6,926 7,133 7,347 7,568 7,795

03494. Dental BuildingMaint&Operations 15,074 14,134 14,300 14,471 14,647 14,828 15,015 15,207 15,405 15,610


Tourism and Events

01900. Area Promotion Revenue 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 01901. Tablelands Way Revenue - - - - - - - - - - 01914. Photographic Competition Revenue 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 01915. Oberon Festivals Revenue 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Total Income 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000

03900. Area Promotion 28,961 29,830 30,725 31,646 32,596 33,574 34,581 35,618 36,687 37,787 03901. Tablelands Way Expenditure 5,305 5,464 5,628 5,796 5,970 6,149 6,334 6,524 6,720 6,921 03910. Events Staging & Promotion - - - - - - - - - - 03914. Photographic Competition Expenditure 2,069 2,131 2,195 2,261 2,328 2,398 2,470 2,544 2,621 2,699 03915. Oberon Festivals Expenditure 32,060 33,032 34,035 35,067 36,132 37,228 38,358 39,523 40,723 41,959 03916. Expo's Expenditure 1,975 2,034 2,095 2,158 2,223 2,289 2,358 2,429 2,502 2,577 Total Expenditure 70,369 72,491 74,677 76,929 79,249 81,639 84,101 86,638 89,251 91,944


2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Visitor Information Centre

01920. Visitor Information Centre Revenue 10,032 10,333 10,643 10,962 11,291 11,630 11,979 12,338 12,708 13,090

Totals Visitors Information Centre Expenditure 209,387 223,642 227,324 236,364 245,778 260,580 265,788 275,535 285,651 301,150


Visitor Information Centre Capital Expenditure 0 0 0 0 0 0 0 0 0 013,507 14,047 14,609 15,193 15,801 16,433 17,090 17,774 18,485 19,224

Total Transfers to (from) Reserve - Visitor Information Centre 0 0 0 0 0 0 0 0 0 0

Caravan Park02150. Caravan Park Revenue 18,894 19,461 20,045 20,646 21,266 21,904 22,561 23,238 23,935 24,653

04150. Caravan Park Operations 8,970 8,770 8,917 9,068 9,225 9,386 9,552 9,723 9,899 10,081


Economic Development

02170. Economic Development Revenue - - - - - - - - - -

04170. Economic Development Expenditure 45,976 47,773 49,805 51,924 54,134 56,437 58,840 61,112 63,472 65,924


19776. Leave Paid Suspense V.I.C.

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Land Development

02192. Land Sales Tasman/Whalan Residential 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,00002290. Land Sales Industrial Subdivision 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000Total Income 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

04190. Operating Expenditure Industrial Subd 2,143 2,218 2,295 2,376 2,459 2,546 2,635 2,728 2,824 2,92404191. Operating Exp Cnr Edith/Dudley St (5 Lots) 1,040 1,082 1,125 1,170 1,217 1,265 1,316 1,369 1,423 1,48004192.Operating Exp Tasman/Whalan Residential 2,419 2,502 2,588 2,677 2,769 2,864 2,963 3,065 3,170 3,280Total Expenditure 5,602 5,801 6,008 6,223 6,445 6,675 6,914 7,161 7,418 7,684


Land Development Capital Expenditure 300,000 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve - Land Development (200,000) 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

Operational Budget for ECONOMIC PROSPERITY

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 355,377 372,612 381,031 394,979 409,476 429,546 440,210 455,376 471,096 492,391Income 162,901 163,948 165,026 166,137 167,281 168,459 169,673 170,923 172,211 173,537Result (192,477) (208,664) (216,005) (228,842) (242,195) (261,086) (270,536) (284,452) (298,885) (318,854)

Capital Expenditure for ECONOMIC PROSPERITY

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 313,507 14,047 14,609 15,193 15,801 16,433 17,090 17,774 18,485 19,224

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM


Public Toilets

Grant Income - Netball/Rugby League facilities 30,000

03450. Public Toilets Operating & Maintenance 148,057 152,287 156,678 161,236 165,968 170,881 175,981 181,276 186,773 192,480


Cemeteries

01530. Cemetery Revenue 43,815 45,130 46,484 47,878 49,314 50,794 52,318 53,887 55,504 57,169

03530. Cemetery Operations Expenditure 101,347 104,979 108,745 112,648 116,694 120,889 125,237 129,746 134,420 139,266


Total Transfers to (from) Reserve - Cemeteries 0 0 0 0 0 0 0 0 0 0

Library

Totals Library Income 30,290 32,850 30,412 30,475 30,251 30,319 30,388 30,460 30,534 30,610

Totals Library Operating Expenditure 186,027 195,107 196,037 202,189 209,604 220,348 222,072 229,205 237,668 249,592Totala Library Local Priority Project Expenditure 7,993 7,993 7,993 7,993 7,993 7,993 7,993 7,993 7,993 7,993Totals Community Engagement Expenditure 2,000 2,060 2,122 2,185 2,251 2,319 2,388 2,460 2,534 2,610Total Expenditure 196,020 205,160 206,151 212,368 219,848 230,660 232,453 239,658 248,194 260,195


Library Capital Expenditure 10,300 10,609 10,927 11,255 11,593 11,941 12,299 12,668 13,048 13,43919774. Leave Paid Suspense Library 8,383 9,129 9,494 9,874 10,269 10,680 11,107 11,551 12,013 0Total Transfers to (from) Reserve - Library 24 (147) (153) (160) (166) (173) (179) (187) (194) 5,046

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Hathaway Cottage

01810. Hathaway Cottage Revenue 8,688 8,949 9,217 9,494 9,778 10,072 10,374 10,685 11,006 11,336

03810. Hathaway Cottage Expenditure 22,977 23,556 24,152 24,766 25,399 26,051 26,722 27,413 28,125 28,858


Total Transfers to (from) Reserve - Hathaway Cottage (10,609) (10,927) (11,255) (11,593) (11,941) (12,299) (12,668) (13,048) (13,439) (13,842)

Aged Care Units

01850. Aged Care Units Revenue 58,350 60,100 61,903 63,760 65,673 67,643 69,672 71,763 73,915 76,133

03850. Aged Care Units Expenditure 53,343 44,133 45,298 46,500 47,741 49,021 50,342 51,706 53,113 54,565


Total Transfers to (from) Reserve - Aged Care Units 12,180 23,140 23,778 24,433 25,105 25,795 26,503 27,230 27,975 28,741

Community Technology Centre

Totals CTC Revenue 5,500 5,665 5,835 6,010 6,190 6,376 6,567 6,764 6,967 7,176

Totals Community Technology Centre (CTC) Expend 24,362 25,099 25,860 26,644 27,453 28,288 29,150 30,039 30,956 31,902


Community Technology Centre Capital Expenditure 2,000 2,000 2,000 13,255 0 0 0 12,668 0 0Total Transfers to (from) Reserve - Community Tech Centre 2,000 2,060 2,122 2,185 2,251 2,319 2,388 2,460 2,534 2,610

Main Street Security

04050. Main Street Security Expenditure 14,296 14,452 14,612 14,779 14,950 15,127 15,310 15,499 15,695 15,896


2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Rural Fire Service

02070. Fire Control Revenue 679,281 619,281 619,281 619,281 619,281 619,281 619,281 619,281 619,281 619,28102072. Fire Control Invoiced Revenue 31,305 31,464 31,628 31,796 31,970 32,149 32,334 32,524 32,720 32,921Total Income 710,586 650,745 650,909 651,077 651,251 651,430 651,615 651,805 652,001 652,202

04070. Fire Control Expenses 261,068 265,109 269,271 273,558 277,973 282,521 287,206 292,031 297,000 302,11904071. Fire Control Non Reimburseable Expenses 193,737 194,526 195,338 196,174 197,036 197,923 198,838 199,779 200,749 201,74804072. Fire Control Invoiced Expenses 59,305 60,244 61,211 62,207 63,233 64,290 65,379 66,501 67,656 68,845Total Expenditure 514,110 519,878 525,820 531,939 538,243 544,735 551,422 558,310 565,405 572,712


Rural Fire Service Capital Expenditure 470,000 410,000 410,000 410,000 410,000 410,000 410,000 410,000 410,000 410,000Total Transfers to (from) Reserve - Rural Fire Service 0 0 0 0 0 0 0 0 0 0

Emergency Services

02085. Fire Station Revenue 3,535 3,641 3,750 3,863 3,979 4,098 4,221 4,348 4,478 4,61202089. Rural Addressing Revenue 400 400 400 400 400 400 400 400 400 40002090. Other Emergency Services Revenue 0 0 0 0 0 0 0 0 0 002091. Other Emergency Services Capital Revenue 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000Total Income 6,935 7,041 7,150 7,263 7,379 7,498 7,621 7,748 7,878 8,012

04080. State Emergency Serv Expenses - Oberon 18,489 15,564 16,023 16,495 16,982 17,483 17,999 18,531 19,078 19,64204081. State Emergency Serv Expenses - Burraga 14,158 14,574 15,003 15,444 15,899 16,368 16,850 17,347 17,859 18,38604085. Fire Station Expenditure 17,599 17,257 17,746 18,250 18,769 19,304 19,855 20,422 21,007 21,60904089. Rural Addressing Expenditure 530 546 563 580 597 615 633 652 672 69204090. Other Emergency Services Expenditure 1,903 1,979 2,059 2,141 2,226 2,316 2,408 2,504 2,605 2,709Total Expenditure 52,680 49,920 51,393 52,910 54,474 56,085 57,746 59,457 61,221 63,039


Total Transfers to (from) Reserve - Emergency Services 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Operational Budget for RESPONSIVE and CARING

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 1,127,191 1,139,464 1,158,708 1,183,791 1,210,770 1,241,738 1,264,365 1,293,104 1,323,901 1,358,913Income 894,163 810,479 811,909 815,957 819,837 824,132 828,555 833,111 837,804 842,638Result (233,028) (328,985) (346,799) (367,833) (390,933) (417,606) (435,810) (459,993) (486,097) (516,275)

Capital Expenditure for RESPONSIVE and CARING

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 490,683 431,738 432,422 444,384 431,862 432,620 433,406 446,887 435,061 423,439

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

OPEN COMMUNICATION

General Purpose Revenues

Totals Ordinary Rates Revenue 2,707,900 2,881,520 3,093,093 3,320,191 3,419,669 3,522,127 3,627,654 3,736,342 3,848,286 3,963,584Totals Financial Control (Investments) Revenue 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000Totals Financial Assistance Grant Funding 1,335,500 1,375,565 1,416,832 1,459,337 1,503,117 1,548,211 1,594,657 1,642,497 1,691,771 1,742,525Total Operating Income 4,183,400 4,397,085 4,649,925 4,919,528 5,062,786 5,210,337 5,362,311 5,518,839 5,680,058 5,846,109

Operating Result - Surplus/(Deficit) 4,183,400 4,397,085 4,649,925 4,919,528 5,062,786 5,210,337 5,362,311 5,518,839 5,680,058 5,846,109

Council Chambers & Office

Total Operating Income 0 0 0 0 0 0 0 0 0 0

Totals Council Chambers/Office Expenditure 99,270 102,396 105,214 108,159 111,240 114,466 117,845 121,390 125,110 129,018


Council Chambers & Office Capital Expenditure 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve - Council Chambers 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Governance-Elected Members

3020 Elected Members Expense 116,075 119,557 123,144 126,838 130,643 134,563 138,599 142,757 147,040 151,4513030 Elected Members Support 16,702 18,203 17,719 18,251 18,798 20,392 19,943 20,542 21,158 22,8533040 Election Expenditure 50,000 0 0 0 56,275 0 0 0 63,339 03050 Other Governance 249,220 256,404 264,096 272,019 280,179 288,585 297,242 306,160 315,344 324,805

Total Operating Expenditure 431,997 394,164 404,959 417,108 485,897 443,540 455,785 469,459 546,881 499,110


Governance-Elected Members Capital Expenditure 0 0 0 9,297 0 0 0 10,159 0 0Total Transfers to (from) Reserve - Governenace (24,000) 15,069 15,069 15,069 (41,207) 16,835 16,835 16,835 (46,504) 16,835

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Corporate Services - Finance & Administration

0 Corporate Services Revenue - Fees and Charges etc 31,580 30,702 30,851 31,777 32,730 33,712 34,723 35,765 36,838 37,943

3100 Corporate Services Management 753,530 797,515 834,788 873,719 2,081,290 2,158,760 2,239,160 2,322,603 2,409,204 2,499,086Centroc Expenditure 21,977 22,546 20,133 20,737 21,359 22,000 22,660 23,339 24,039 24,761GIS Section (Mapping System) 12,210 12,426 12,649 12,879 13,115 13,358 13,609 13,867 14,133 14,407Web Site 6,180 6,365 6,556 6,753 6,956 7,164 7,379 7,601 7,829 8,063Financial Control Operations 17,000 17,510 18,035 18,576 19,134 19,708 20,299 20,908 21,535 22,181Human Resources 15,500 2,575 2,652 11,332 2,814 2,898 2,994 3,075 3,167 3,272

Total Operating Expenditure 826,397 858,938 894,814 943,996 2,144,667 2,223,888 2,306,101 2,391,392 2,479,908 2,571,771

Operating Result - Surplus/(Deficit) (794,817) (828,235) (863,963) (912,219) (2,111,937) (2,190,176) (2,271,378) (2,355,628) (2,443,070) (2,533,828)

Corporate Services - Finance & Administration Capital Expenditure 0 0 0 0 0 0 0 0 0 019770 Leave Paid Suspense Corporate Services 118,559 123,301 128,233 133,362 138,697 144,245 150,015 156,015 162,256 168,746

Total Transfers to (from) Reserve - Corporate Services 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Council Properties

01491. Residential Property Revenue 7,426 7,649 7,879 8,115 8,358 8,609 8,867 9,133 9,407 9,69001492. Land Agistment & Lease Revenue 3,400 3,400 3,400 3,400 3,400 3,400 3,400 3,400 3,400 3,40001493. Tennis Courts Crown Lease Revenue 420 420 420 420 420 420 420 420 420 42001495.Golf Club Crown Lease Revenue 100 100 100 100 100 100 100 100 100 10001496. Ross/Edith Building Internal Rental Rev. 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500Total Operating Income 15,846 16,069 16,299 16,535 16,778 17,029 17,287 17,553 17,827 18,110

03490. Other Buildings Maintenance & Operations 2,707 2,788 2,872 2,958 3,047 3,138 3,232 3,329 3,429 3,53203491. Residential Building 70 Dart St Maint&Operations 3,046 2,004 2,064 2,126 2,190 2,256 2,323 2,393 2,465 2,53903492. Other Land Maint&Operations 1,177 1,218 1,260 1,304 1,349 1,396 1,444 1,495 1,546 1,60003496. Ross/Edith Rd Building Maintenance & Operations 4,644 4,107 4,190 4,277 4,367 4,459 4,556 4,655 4,758 4,86503497. Sports Complex Clubhouse Maint & Ops 6,188 5,093 5,126 5,159 5,194 5,230 5,267 5,305 5,344 5,384Total Expenditure 17,761 15,210 15,512 15,824 16,146 16,479 16,822 17,176 17,542 17,920

Operating Result - Surplus/(Deficit) (1,915) 859 787 711 632 550 465 377 285 190

Council Properties Capital Expenditure 11,000 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve - Council Properties 0 0 0 0 0 0 0 0 0 0

Heritage

01931. Heritage Advisory Service Revenue 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500

03930. Heritage Building Preservation Fund Exp 0 0 0 0 0 0 0 0 0 003931. Heritage Advisory Service Expenditure 11,139 11,474 11,818 12,172 12,538 12,914 13,301 13,700 14,111 14,53403932. Heritage/History Projects Expenditure 15,000 0 0 0 0 0 0 0 0 0Total Expenditure 26,139 11,474 11,818 12,172 12,538 12,914 13,301 13,700 14,111 14,534


Total Transfers to (from) Reserve - Local Heritage Fund 0 0 0 0 0 0 0 0 0 0

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Operational Budget for OPEN COMMUNICATION

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 1,401,565 1,382,181 1,432,317 1,497,259 2,770,487 2,811,286 2,909,854 3,013,117 3,183,552 3,232,353Income 4,234,326 4,447,356 4,700,575 4,971,339 5,115,794 5,264,578 5,417,821 5,575,657 5,738,223 5,905,661Result 2,832,761 3,065,175 3,268,258 3,474,081 2,345,307 2,453,292 2,507,967 2,562,540 2,554,671 2,673,308

Capital Expenditure for OPEN COMMUNICATION

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 129,559 123,301 128,233 142,659 138,697 144,245 150,015 166,174 162,256 168,746

2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

NATURAL ENVIRONMENT

Development Control

02010. Development Control Revenue 99,000 99,000 99,000 99,000 99,000 99,000 99,000 99,000 99,000 99,000

04000. Strategic Land Management Planning 0 0 0 0 0 0 0 0 0 004010. Development Control Office Expenditure 695,130 717,908 743,333 766,464 794,077 821,409 851,612 877,188 909,898 942,476Total Expenditure 695,130 717,908 743,333 766,464 794,077 821,409 851,612 877,188 909,898 942,476


19773. Leave Paid Suspense Development Control 42,166 48,613 50,557 52,580 54,683 56,870 59,145 61,511 63,971 66,530Total Transfers to (from) Reserve - Development Control 8,712 6,592 6,790 6,993 7,203 7,419 7,642 7,871 8,107 8,351

Building Control

02020. Building Control Revenue 69,000 69,000 69,000 69,000 69,000 69,000 69,000 69,000 69,000 69,000

04020. Building Control Expenditure 106,833 110,038 113,339 116,739 120,241 123,848 127,564 131,391 135,332 139,392


Animal Control

02040. Animal Control Revenue 9,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500

04030. Stock Control Expenditure 11,500 11,845 12,200 12,566 12,943 13,332 13,732 14,144 14,568 15,00504040. Animal Control Expenditure 50,269 52,254 54,000 55,808 57,681 59,622 61,632 63,715 65,872 68,10804045. Boarding Kennels Expenditure 5,104 5,344 5,515 5,691 5,874 6,062 6,256 6,456 6,663 6,877Total Expenditure 66,872 69,443 71,715 74,066 76,498 79,015 81,620 84,315 87,104 89,990


2013/14 Operational

Plan2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23


ITEM

Environmental & Public Health

02100. Health Administration & Inspection Revenue 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500

04060. Environmental Protection Operations 18,196 18,742 19,305 19,884 20,480 21,095 21,727 22,379 23,051 23,742


Weeds Management

04140. Weed Control Expenditure 103,228 106,324 109,514 112,800 116,184 119,669 123,259 126,957 130,766 134,689


Operational Budget for NATURAL ENVIRONMENT

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 990,259 1,022,455 1,057,206 1,089,952 1,127,480 1,165,037 1,205,782 1,242,229 1,286,150 1,330,289Income 183,000 183,000 183,000 183,000 183,000 183,000 183,000 183,000 183,000 183,000Result (807,259) (839,455) (874,206) (906,952) (944,480) (982,037) (1,022,782) (1,059,229) (1,103,150) (1,147,289)

Capital Expenditure for NATURAL ENVIRONMENT

2013/14 Operational

Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Expenditure 42,166 48,613 50,557 52,580 54,683 56,870 59,145 61,511 63,971 66,530

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Income from Continuing Operations

Rates & Annual Charges 4,141,253 4,586,591 4,724,223 4,865,887 5,012 5,162 5,317 5,476 5,641 5,810

User Charges & Fees 4,441,046 4,128,507 4,196,490 4,265,528 4,339 4,413 4,490 4,569 4,650 4,734

Interest & Investment Revenue 245,765 246,231 246,712 247,207 248 248 249 249 250 251

Other Revenues 450,334 250,009 252,192 254,441 257 259 262 264 267 269

Operating Grants 4,157,415 3,752,313 3,821,664 3,894,946 3,971 4,051 4,131 4,215 4,302 4,391

Capital Grants 1,275,700 644,895 645,096 645,303 646 646 646 646 646 647

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

Total Income 14,811,513 13,708,547 13,986,377 14,273,312 14,572 14,879 15,194 15,520 15,856 16,201

Expenses from Continuing Operations

Employee Benefits & Oncosts 5,037,632 5,262,261 5,494,977 5,735,805 5,987 6,249 6,519 6,802 7,096 7,401

Borrowing Costs 26,788 27,299 18,199 0 0 0 0 0 0 0

Materials & Contracts 2,987,740 2,600,582 2,559,735 2,543,685 2,578 2,509 2,485 2,450 2,492 2,418

Depreciation & Amortisation 3,438,419 3,436,107 3,435,924 3,437,284 3,439 3,440 3,442 3,443 3,445 3,446

Impairment 26,235 27,023 27,833 28,668 30 30 31 32 33 34

Other Expenses 1,392,631 1,410,678 1,435,846 1,447,323 1,494 1,568 1,609 1,617 1,679 1,761

Interest & Investment Losses 0 0 0 0 0 0 0 0 0

Loss from Disposal of Assets 0 0 0 0 0 0 0 0 0 0

Total Expenses 12,909,446 12,763,950 12,972,514 13,192,765 13,527 13,797 14,086 14,344 14,745 15,060

Operating Result - Surplus/(Deficit) 1,902,068 944,597 1,013,864 1,080,547 1,045 1,082 1,108 1,176 1,112 1,141

LESS Non-Cash Operating Expenses 4,035,526 4,054,828 4,077,101 4,101,816 4,128 4,153 4,180 4,209 4,239 4,270

Cash Surplus/(Deficit) from Operations 5,937,594 4,999,425 5,090,965 5,182,364 5,172 5,235 5,288 5,385 5,351 5,411

Non-Operational Cash Movements:

Net Transfers (to)/from Reserves (24,846) 241,098 (91,584) (21,389) (701) (356) (497) (424) (308) (431)

Net Capital Income/(Expenditure) (5,896,116) (5,175,933) (4,864,939) (4,954,722) (4,362) (4,969) (4,804) (4,980) (5,158) (5,189)

Increase/(Decrease) in Unrestricted Cash 16,632 64,591 134,441 206,254 110 (90) (13) (19) (115) (209)($'000) ($'000) ($'000) ($'000) ($'000) ($'000)

Long Term Financial Plan 2013-2022Summary

ITEM

2011/12 Original Budget

2011/12Revised Budget

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

OUR COMMUNITY

Parks and Reserves

01230. Parks, Gardens & Recreational Grounds Revenue 0 338,683 6,000 6,000 6,000 6,000 6 6 6 6 6 601235. Section 94 Open Space Revenue (Capital) 4,000 4,000 3,200 3,200 3,200 3,200 3 3 3 3 3 3Total Income 4,000 342,683 9,200 9,200 9,200 9,200 9 9 9 9 9 9

03230. Parks Gardens & Recreational Grounds Expenditure 336,235 312,829 372,011 383,017 394,507 406,508 419 432 446 460 475 491

Operating Result ‐ Surplus/(Deficit) (332,235) 29,854 (362,811) (373,817) (385,307) (397,308) (410) (423) (437) (451) (466) (482)

Parks, Gardens & Rec Grounds Capital Expenditure 10,000 446,415 0 0 0 0 0 0 0 0 0 007240. Loan Payment ‐ Oberon Sports Complex 50,000 50,000 50,000 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve ‐ Parks & Reserves 4,000 (79,232) 3,200 3,200 3,200 3,200 3 3 3 3 3 3

Social/Community Planning

01701. Community Services Capital Revenue 3,000 3,000 3,000 3,000 3,000 3,000 3 3 3 3 3 3

03700. Community Services Operations Exp 0 5,000 0 0 0 0 0 0 0 0 0 0

Operating Result ‐ Surplus/(Deficit) 3,000 (2,000) 3,000 3,000 3,000 3,000 3 3 3 3 3 3

Total Transfers to (from) Reserve ‐ Social/Community Planning 3,000 3,000 3,000 3,000 3,000 3,000 3 3 3 3 3 3

Long Term Financial Plan 2013-2022Cost Centre Details

ITEM



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Swimming Pool

01720. Swimming Pool Revenue 19,800 19,800 50,000 15,450 15,914 16,391 17 17 18 18 19 2001725. Swimming Pool Kiosk Revenue 12,000 10,000 10,000 10,300 10,609 10,927 11 12 12 12 13 1301730. Swim School Revenue 24,000 27,000 25,000 25,000 25,000 25,000 25 25 25 25 25 25Total Income 55,800 56,800 85,000 50,750 51,523 52,318 53 54 55 56 57 58

03720. Swimming Pool Operations 224,344 224,496 224,591 252,816 235,785 241,658 251 261 258 265 274 28403725. Swimming Pool Kiosk Expenditure 11,000 11,000 11,330 11,701 12,084 12,480 13 13 14 14 15 1503730. Swim School Operations 17,500 17,500 19,760 18,046 20,560 20,203 22 22 22 23 23 24Total Expenditure 252,844 252,996 255,681 282,563 268,429 274,341 286 296 293 302 312 323

Operating Result ‐ Surplus/(Deficit) (197,044) (196,196) (170,681) (231,813) (216,907) (222,023) (233) (242) (239) (246) (255) (266)

Swimming Pool Capital Expenditure 13,000 14,249 80,000 51,000 13,500 26,000 11 125 0 0 0 0Total Transfers to (from) Reserve ‐ Swimming Pool (3,000) (4,249) 0 0 0 0 0 0 0 0 0 0

Fitness/Gymnastic Centre

03735. Gymnastic Equipment Expenditure 4,200 4,200 5,077 1,504 0 0 0 0 0 0 0 0

Operating Result ‐ Surplus/(Deficit) (4,200) (4,200) (5,077) (1,504) 0 0 0 0 0 0 0 0

Community Centre

01740. Community Centre Revenue 2,000 51,635 7,500 7,725 7,957 8,195 8 9 9 9 10 10

03740. Community Centre Expenditure 18,746 18,746 44,242 44,915 45,609 46,323 47 48 49 49 50 51

Operating Result ‐ Surplus/(Deficit) (16,746) 32,889 (36,742) (37,190) (37,652) (38,127) (39) (39) (40) (40) (41) (41)

Community Centre Capital Expenditure 15,000 92,348 10,000 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve ‐ Community Centre 0 (27,713) 0 0 0 0 0 0 0 0 0 0



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Community Events

01750. International Women's Day Revenue 1,000 1,000 1,000 1,000 1,000 1,000 1 1 1 1 1 101780. Youth Services Revenue 1,230 1,230 1,230 1,230 1,230 1,230 1 1 1 1 1 101841. Seniors Week Revenue 500 1,000 500 500 500 500 1 1 1 1 1 101870. Income to Offset Sec 356 Financial Assist 5,000 5,000 5,000 5,000 5,000 5,000 5 5 5 5 5 5Total Income 7,730 8,230 7,730 7,730 7,730 7,730 8 8 8 8 8 8

03746. Australia Day Celebrations 6,000 6,000 6,194 6,394 6,601 6,815 7 7 7 8 8 803747. Community Christmas Celebrations 2,000 0 2,000 2,070 2,143 2,218 2 2 2 3 3 303750. International Women's Day Expenditure 1,000 1,000 1,000 1,030 1,061 1,093 1 1 1 1 1 103781. Youth Week Grant Expenditure 2,460 2,460 2,460 2,460 2,460 2,460 2 2 2 2 2 203841. Seniors Week Grant Exenditure 2,000 2,000 2,000 2,000 2,000 2,000 2 2 2 2 2 203842. Local Government Golf Day 1,000 796 1,000 1,038 1,076 1,117 1 1 1 1 1 103843. Seniors Expo/150th Anniversary Celebrations 0 2,300 10,000 0 0 0 0 0 0 0 0 003870. Sec 356 ‐ Budgeted Program 40,500 40,500 36,466 37,006 37,565 38,144 39 39 40 41 41 4203871. Sec 356 ‐ Unplanned Program 2,000 3,250 5,000 5,000 5,000 5,000 5 5 5 5 5 503872. Community Activities Promotions 0 0 2,000 2,060 2,122 2,185 2 2 2 2 3 3Total Expenditure 56,960 58,306 68,120 59,058 60,028 61,032 62 63 64 65 67 68


Arts and Culture

03890. Other Culture Expenditure 2,700 2,610 2,688 2,769 2,852 2,938 3 3 3 3 3 403891. Cultural & Community Precinct Expenditure 6,000 6,000 6,150 6,305 6,464 6,628 7 7 7 7 8 8Total Expenditure 8,700 8,610 8,838 9,073 9,316 9,565 10 10 10 11 11 11

Arts & Culture Capital Expenditure 0 0 0 0 0 0 0 0 0 0 0 0Operating Result ‐ Surplus/(Deficit) (8,700) (8,610) (8,838) (9,073) (9,316) (9,565) (10) (10) (10) (11) (11) (11)



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Town Improvement

Total Income 418,420 418,420 399,561 410,888 422,555 434,571 447 460 473 486 500 515

53395. Town Improvement Operating Expenditure 94,116 94,116 97,042 99,954 97,489 100,413 103 107 110 113 116 120

Operating Result ‐ Surplus/(Deficit) 324,304 324,304 302,519 310,934 325,066 334,158 344 353 363 373 384 395

Town Improvement Capital Expenditure 346,000 432,447 355,500 310,934 245,066 334,158 264 353 283 373 384 395Total Transfers to (from) Reserve ‐ Town Improvement (21,696) (108,143) (52,981) 0 80,000 0 80 0 80 0 0 (0)

Operations Budget for Our Community

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 851,013 880,085 875,378 898,182 928 956 972 1,001 1,031 1,064Income 511,991 489,293 501,964 515,015 528 542 557 571 586 602Result (339,021) (390,792) (373,414) (383,167) (399) (414) (416) (429) (445) (462)

Capital Expenditure Budget for Our Community

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 495,500 361,934 258,566 360,158 275 478 283 373 384 395



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

BASIC SERVICES

Engineering Services

1200 Engineering Operations Revenue 0 950 2,500 0 0 0 0 0 0 0 0 0

3200 Engineering Operations Management 373,911 256,438 392,463 407,169 428,112 440,118 459 477 501 515 538 558


Engineering Services Capital Expenditure 0 4,264 0 0 0 0 5 0 0 0 0 619772 Leave Paid Suspense Engineering Services 41,245 159,017 49,582 51,565 53,628 55,773 58 60 63 65 68 71Total Transfers to (from) Reserve ‐ Engineering Services 10,168 (111,869) 7,416 7,638 7,868 8,104 4 9 9 9 9 4

Roads Bridges Footpaths

01260. Roads & Bridges Revenue 4,650 4,650 8,650 8,650 8,650 8,650 9 9 9 9 9 901261. Section 94 Urban Roads (Capital) 1,000 6,500 10,000 10,000 10,000 10,000 10 10 10 10 10 1001262. Section 94 Rural Roads Revenue (Capital) 65,000 65,000 35,000 35,000 35,000 35,000 35 35 35 35 35 3501263. Contribution to Local Roads (Capital) 106,400 106,400 6,400 6,400 6,400 6,400 6 6 6 6 6 601331. Financial Assistance Grant (Roads Component) 836,000 836,000 861,080 886,912 913,520 940,925 969 998 1,028 1,059 1,091 1,12401332. Roads to Recovery Grant 400,000 400,000 400,000 400,000 400,000 400,000 400 400 400 400 400 40001340. Block Grant Revenue for Regional Roads 616,000 614,000 614,000 614,000 614,000 614,000 614 614 614 614 614 61401345. RMS Grant Edith Rd Safety Improvements 0 465,000 0 0 0 0 0 0 0 0 0 001346. RMS Grant Abercrombie Hill Safety Improvements 0 0 480,000 0 0 0 0 0 0 0 0 001358. Regional Roads Repair Program Grants 400,000 400,000 400,000 400,000 400,000 400,000 400 400 400 400 400 40001367. Ex 3x3 Grant Revenue 76,000 76,000 76,000 76,000 76,000 76,000 76 76 76 76 76 7601374. Special NSW Govt Grant (Dog Rocks Rd) 300,000 175,000 175,000 0 0 0 0 0 0 0 0 001380. Traffic Facilities Grant RMS 34,000 34,000 34,000 34,000 34,000 34,000 34 34 34 34 34 3401521. Other Road Maint Revenue (Priv Quarries) 54,000 54,000 70,000 70,000 70,000 70,000 70 70 70 70 70 70Total Income 2,893,050 3,236,550 3,170,130 2,540,962 2,567,570 2,594,975 2,623 2,652 2,682 2,713 2,745 2,778



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

03260. Roads & Bridges Operational Expenses 887,000 887,000 2,393,500 2,398,352 2,403,378 2,408,586 2,414 2,420 2,425 2,431 2,438 2,44403270. Roads Maint Prog ‐ Urban Streets Local 110,000 110,000 113,845 117,827 121,951 126,223 131 135 140 145 150 15503271. Roads Maint. Program ‐ Sealed Rural Local 475,365 470,084 491,872 628,963 650,261 672,295 695 719 743 768 794 82103272. Roads Maint Program ‐ Unsealed Rural Local 526,380 526,380 544,372 683,148 706,185 730,015 755 780 807 834 862 89103305. Footpath / Cycleway maintenance 21,172 21,172 21,974 22,806 23,670 24,567 25 26 27 29 30 3103331. Maintenance Regional Roads (Urban) 60,000 60,000 60,000 62,060 64,192 66,399 69 71 73 76 79 8103351. Maintenance Regional Roads (Rural) 456,000 421,604 458,000 458,000 458,000 458,000 458 458 458 458 458 458Total Expenditure 2,535,917 2,496,240 4,083,562 4,371,156 4,427,638 4,486,085 4,547 4,609 4,674 4,741 4,810 4,882

Operating Result ‐ Surplus/(Deficit) 357,133 740,310 (913,432) (1,830,194) (1,860,068) (1,891,110) (1,923) (1,957) (1,992) (2,028) (2,065) (2,105)

Roads Bridges Footpaths Capital Expenditure 2,877,000 3,473,796 3,454,000 2,958,000 2,968,500 3,010,855 2,504 2,841 2,884 2,928 2,974 3,021Total Transfers to (from) Reserve ‐ Roads Bridges Footpaths (501,850) (550,368) (519,770) (358,938) (322,330) (334,925) 293 13 13 13 13 13

Street Lighting

03391. Street Lighting Operations 70,200 72,306 74,475 76,709 79 81 84 86 89 92Total Expenditure #REF! #REF! 70,200 72,306 74,475 76,709 79 81 84 86 89 92

Operating Result ‐ Surplus/(Deficit) #REF! #REF! (70,200) (72,306) (74,475) (76,709) (79) (81) (84) (86) (89) (92)

Drainage

01400. Stormwater Drainage Revenue 0 2,136,153 3,000 3,090 3,183 3,278 3 3 4 4 4 4

03400. Stormwater Drainage Expenses 60,000 60,000 135,503 136,203 136,928 137,679 138 139 140 141 142 14303440. Street Cleaning 70,000 70,000 73,300 76,123 79,056 82,102 85 89 92 96 99 103Total Expenditure 130,000 130,000 208,803 212,326 215,984 219,781 224 228 232 236 241 246

Operating Result ‐ Surplus/(Deficit) (130,000) 2,099,847 (205,803) (209,236) (212,801) (216,503) (220) (224) (228) (233) (237) (242)

Drainage Capital Expenditure 0 2,228,427 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve ‐ Drainage 0 1,420 3,000 3,090 3,183 3,278 3 3 4 4 4 4



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Quarry Operations

1520 Quarries & Pits Revenue 8,200 8,200 8,446 8,699 8,960 9,229 10 10 10 10 11 11

3520 Council Quarries & Pits 18,500 18,500 7,497 7,122 7,252 7,386 8 8 8 8 8 83521 Non‐Council Quarries & Pits 10,000 10,000 500 520 541 562 1 1 1 1 1 1Total Operating Expenditure 28,500 28,500 7,997 7,642 7,792 7,948 8 8 8 9 9 9

Operating Result ‐ Surplus/(Deficit) (20,300) (20,300) 449 1,057 1,168 1,281 1 2 2 2 2 2

Total Transfers to (from) Reserve ‐ Quarry Operations 0 0 8,446 8,699 8,960 9,229 10 10 10 10 11 11

Plant

01540. Plant & Workshop Operating Revenue 17,222 17,222 17,739 18,271 18,819 19,383 20 21 21 22 22 23

03540. Mechanics Workshop Operations (157,213) (154,763) (144,863) (149,954) (154,239) (158,643) (162) (168) (173) (178) (182) (188)03550. Plant Operating Expenses 1,095,035 1,095,035 1,332,631 1,361,860 1,392,037 1,423,192 1,455 1,489 1,523 1,558 1,595 1,63303560. Plant Recovery of Operating Costs (1,818,354) (1,818,354) (2,041,554) (2,102,801) (2,165,885) (2,230,861) (2,298) (2,367) (2,438) (2,511) (2,586) (2,664)Net Total Expenditure/(Costs Recovery) (880,532) (878,082) (853,786) (890,894) (928,086) (966,312) (1,005) (1,046) (1,087) (1,130) (1,173) (1,219)

Operating Result ‐ Surplus/(Deficit) 897,753 895,303 871,524 909,165 946,905 985,696 1,025 1,067 1,109 1,152 1,196 1,242

Plant Capital Expenditure 480,000 480,000 535,000 545,000 585,000 605,000 585 601 617 634 652 669Total Transfers to (from) Reserve ‐ Plant 0 0 36,000 26,000 (14,000) (34,000) (14) (13) (12) (10) (9) (7)

Works Section

01570. Works Operations Revenue 25,000 25,097 25,097 27,597 25,097 25,097 25 25 25 25 25 25

03580. Works / Labour Overheads 988,877 987,129 1,032,952 1,074,866 1,116,262 1,159,302 1,204 1,251 1,299 1,349 1,402 1,45603590. Works / Labour Overhead Recovery (1,201,220) (1,201,220) (1,293,168) (1,345,491) (1,397,712) (1,452,010) (1,508) (1,567) (1,628) (1,692) (1,758) (1,826)Net Total Expenditure/(Overhead Recovery) (212,343) (214,091) (260,216) (270,625) (281,450) (292,708) (304) (317) (329) (342) (356) (370)


19771 Leave Paid Suspense Works 208,351 208,351 260,216 270,625 281,450 292,708 304 317 329 342 356 370Total Transfers to (from) Reserve ‐ Works Section 3,992 3,992 0 0 0 0 0 0 0 0 0 0



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Private Works

01600. Private Works Revenue 627,000 627,000 727,000 351,500 353,045 354,636 356 358 360 361 363 36501601. RMS Ordered Works ‐ Agreed Price 2,600,000 2,600,000 1,400,000 1,400,000 1,400,000 1,400,000 1,400 1,400 1,400 1,400 1,400 1,40001603. RMS Ordered Works ‐ urgent Response 5,000 40,000 41,285 42,612 43,982 45,397 47 48 50 52 53 5501604. RMS Ordered Works ‐ Design Works 0 35,000 12,360 12,731 13,113 13,506 14 14 15 15 16 1601605. RMS Routine Maintenance ‐O'Connell Road MR 253 140,000 140,000 144,671 149,502 154,497 159,662 165 171 176 182 188 19501606. RMS Routine Maintenance ‐Duckmaloi Road MR 558 140,000 140,000 144,671 149,502 154,497 159,662 165 171 176 182 188 195Total Income 3,512,000 3,582,000 2,469,988 2,105,846 2,119,133 2,132,864 2,147 2,162 2,177 2,193 2,209 2,225

03600. Private Works Expenditure 532,000 569,550 332,000 46,450 47,948 49,494 51 53 54 56 58 6003601. RMS Ordered Works (Agreed Price) 2,600,000 2,600,000 1,400,000 1,400,000 1,400,000 1,400,000 1,400 1,400 1,400 1,400 1,400 1,40003603. RMS Ordered Works ‐ Urgent Response 5,000 40,000 41,285 42,612 43,982 45,397 47 48 50 52 53 5503604. RMS Ordered Works ‐ Design Works 0 12,000 12,360 12,731 13,113 13,506 14 14 15 15 16 1603605. RMS Routine Maintenance‐O'Connell Road MR 253 140,000 140,000 144,671 149,502 154,497 159,662 165 171 176 182 188 19503606. RMS Routine Maintenance ‐Duckmaloi Road MR 558 140,000 140,000 144,671 149,502 154,497 159,662 165 171 176 182 188 195Total Expenditure 3,417,000 3,501,550 2,074,988 1,800,796 1,814,036 1,827,721 1,842 1,856 1,872 1,887 1,903 1,920


Total Transfers to (from) Reserve ‐ Private Works 90,000 75,450 0 0 0 0 0 0 0 0 0 0

Store/Depot

1670 Total Operating Revenue ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

3670 Store/Depot Operations 451,053 449,845 447,988 461,849 475,930 489,444 505 521 537 552 570 587 3680 Store/Labour Overheads 66,603 66,603 71,186 74,014 76,961 80,026 83 87 90 94 97 101 3690 Store/Labour Overhead Recovery (493,000) (493,000) (507,790) (523,024) (538,714) (554,876) (572) (589) (606) (625) (643) (663)Total Operating Expenditure 24,656 23,448 11,384 12,839 14,177 14,594 17 19 20 21 24 26


Store/Depot Capital Expenditure 30,000 30,000 30,000 30,000 30,000 30,000 0 0 0 0 0 019775 Leave Paid Suspense Store/Depot 4,566 4,566 5,301 5,513 5,733 5,962 6 6 7 7 7 8Total Transfers to (from) Reserve ‐ Store/Depot 44 44 0 0 0 0 0 0 0 0 0 0



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Communications Technologies

03845. TV and Radio Tower Expenditure 6,840 6,955 7,074 7,196 7 7 8 8 8 8Total Expenditure 5,000 6,318 6,840 6,955 7,074 7,196 7 7 8 8 8 8

Operating Result - Surplus/(Deficit) (6,840) (6,955) (7,074) (7,196) (7) (7) (8) (8) (8) (8)

Community Transport

01860. Community Transport Revenue 65,138 64,138 84,613 86,854 89,974 91,589 94 98 99 102 106 108

03860. Community Transport Expenditure 70,138 68,588 82,963 85,204 88,324 89,939 92 96 98 101 104 106

Operating Result ‐ Surplus/(Deficit) (5,000) (4,450) 1,650 1,650 1,650 1,650 2 2 2 2 2 2

Community Transport Capital Expenditure 0 0 0 0 50,000 0 0 55 0 0 60 0Total Transfers to (from) Reserve ‐ Community Transport 0 550 13,650 13,650 (36,350) 13,650 14 (41) 14 14 (46) 14

Water Supply

21000. Water Operating Revenue 1,238,524 1,348,524 1,331,935 1,371,617 1,412,573 1,454,848 1,499 1,544 1,590 1,638 1,688 1,73921001. Water Capital Revenue 0 2,462 4,000 4,120 4,244 4,371 5 5 5 5 5 5Total Income 1,238,524 1,350,986 1,335,935 1,375,737 1,416,816 1,459,219 1,503 1,548 1,595 1,643 1,693 1,744

22000. Water Management ‐ Administration 67,215 67,215 76,706 79,176 81,727 84,361 87 90 93 96 99 10222010. Water Management ‐ Engineers/Supervision 62,809 66,459 72,463 74,686 76,979 79,342 82 84 87 90 92 9523000. Operations ‐ Water Treatment Plant 456,794 455,397 417,945 428,869 440,267 452,145 465 477 491 505 520 53523010. Operations ‐ Mains 0 0 47,017 47,017 47,017 47,017 47 47 47 47 47 4723030. Operations ‐ Reservoirs 0 0 14,107 14,107 14,107 14,107 14 14 14 14 14 1423040. Operations ‐ Water Purchases 459,500 459,500 511,910 527,267 543,085 559,378 576 593 611 630 648 66823100. Infrastructure Asset Maintenance 69,000 69,000 71,440 73,968 76,587 79,301 82 85 88 91 94 9824000. Infrastructure Asset Miscellaneous Expenses 25,732 25,732 26,504 27,299 18,199 0 0 0 0 0 0 0Total Expenditure 1,141,050 1,143,303 1,238,092 1,272,390 1,297,969 1,315,652 1,353 1,391 1,431 1,472 1,515 1,559


Water Supply Capital Items 237,386 237,386 274,765 272,222 244,517 200,000 202 203 205 206 208 210Total Transfers to (from) Reserve ‐ Water Supply 34,339 144,548 (4,464) 3,584 46,789 116,026 121 126 132 137 142 148



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Waste Water (Sewerage) Service

31000. Sewerage Operating Revenue 869,832 869,832 887,003 912,473 938,708 965,699 994 1,022 1,052 1,082 1,113 1,14631001. Sewerage Capital Revenue 0 3,136 3,500 3,605 3,713 3,825 4 4 4 4 4 5Total Income 869,832 872,968 890,503 916,078 942,421 969,524 997 1,026 1,056 1,086 1,118 1,150

32000. Sewerage Managerment ‐ Administration 113,517 113,517 116,967 120,476 124,091 127,813 132 136 140 144 148 15332010. Sewerage Management ‐ Engineers/Supervision 188,738 189,238 189,545 195,312 201,254 207,379 214 220 227 234 241 24833000. Sewerage Operations ‐ Treatment 306,661 416,661 356,072 367,291 378,913 390,953 403 416 430 444 458 47333010. Sewerage Operations ‐ Mains 93,000 93,000 46,509 46,509 46,509 46,509 47 47 47 47 47 4733020. Sewerage Operations ‐ Pumping Stations 38,081 36,508 66,149 68,747 71,463 74,305 77 80 84 87 91 9433100. Sewerage Assets Maintenance 78,000 78,000 88,561 91,519 94,579 97,742 101 104 108 112 115 119Total Expenditure 817,997 926,924 863,804 889,855 916,809 944,702 974 1,003 1,034 1,066 1,100 1,134

Operating Result ‐ Surplus/(Deficit) 51,835 (53,956) 26,699 26,224 25,612 24,822 24 23 21 20 18 16

36000. Sewerage Loan to Waste Management 284,082 284,082 (105,182) (108,337) (70,563) 0 0 0 0 0 0 037000. Sewerage Capital Works 124,000 130,371 9,000 30,000 30,630 31,279 32 33 33 34 35 36Total Transfers to (from) Reserve ‐ Sewerage Service (227,195) (339,357) 206,860 188,540 149,524 77,522 76 74 72 70 67 65

Waste Management

41410. Waste Management Revenue 340,281 340,309 370,181 379,741 391,133 402,867 415 427 440 453 467 48141420. Domestic Waste Collection Revenue 194,926 194,926 203,865 209,920 216,158 221,584 229 236 243 250 258 265Total Income 535,207 535,235 574,045 589,662 607,291 624,451 644 663 683 704 725 746

43410. Waste Management Operations 11,000 11,000 0 0 0 0 0 0 0 0 0 043420. Domestic Waste Expenditure 337,088 337,088 334,185 344,140 354,394 364,955 376 387 399 410 423 43543425. Black Springs & Burraga Transfer Station Exp 17,500 17,500 27,303 28,067 28,854 29,664 30 31 32 33 34 3543430. Waste Disposal Site Operations 13,500 13,500 13,830 14,170 14,520 14,881 15 16 16 16 17 17Total Expenditure 379,088 379,088 382,739 393,798 405,189 416,921 429 441 454 467 481 495


44200. Waste Management Loan from Sewerage Fund (284,082) (284,082) 105,182 108,337 70,563 0 0 0 0 0 0 047410. Waste Management Capital Expenditure 510,000 510,000 5,000 5,150 5,305 5,464 6 6 6 6 6 7Total Transfers to (from) Reserve ‐ Waste Management (113,000) (113,000) 0 0 0 0 0 0 0 0 0 0



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Operations Budget for Basic Services

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 8,309,833 8,370,917 8,488,043 8,588,347 8,721 8,855 8,999 9,138 9,292 9,446Income 8,581,996 7,672,796 7,799,264 7,929,609 8,067 8,208 8,352 8,502 8,657 8,815Result 272,163 (698,120) (688,778) (658,738) (654) (647) (647) (636) (635) (631)

Capital Expenditure Budget for Basic Services

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 4,622,864 4,168,075 4,254,762 4,237,041 3,696 4,121 4,144 4,223 4,365 4,391



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

ECONOMIC PROSPERITY

Dental Surgery01494. Dental Building Lease Revenue 5,150 5,305 5,464 5,628 6 6 6 6 7 7

03494. Dental BuildingMaint&Operations 18,351 18,648 18,956 19,272 20 20 20 21 21 21

Operating Result ‐ Surplus/(Deficit) (13,201) (13,344) (13,492) (13,645) (14) (14) (14) (14) (14) (15)

Tourism and Events

01900. Area Promotion Revenue ‐ ‐ 1,000 1,000 1,000 1,000 1 1 1 1 1 1 01901. Tablelands Way Revenue ‐ 200 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 01914. Photographic Competition Revenue 2,000 2,000 2,000 2,000 2,000 2,000 2 2 2 2 2 2 01915. Oberon Festivals Revenue ‐ 25,000 25,000 25,000 25,000 25,000 25 25 25 25 25 25 Total Income 2,000 27,200 28,100 28,000 28,000 28,000 28 28 28 28 28 28

03900. Area Promotion 25,750 27,385 28,117 28,960 29,829 30,724 32 33 34 35 36 37 03901. Tablelands Way Expenditure 10,000 10,000 5,150 5,305 5,464 5,628 6 6 6 6 7 7 03910. Events Staging & Promotion 200 175 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 03914. Photographic Competition Expenditure 2,300 1,950 2,009 2,069 2,131 2,195 2 2 2 2 3 3 03915. Oberon Festivals Expenditure 30,200 30,200 31,116 32,060 33,032 34,035 35 36 37 38 40 41 03916. Expo's Expenditure 4,000 1,876 1,917 1,960 2,004 2,049 2 2 2 2 2 2 Total Expenditure 72,450 71,586 68,308 70,353 72,459 74,629 77 79 82 84 87 89




2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Visitor Information Centre

01920. Visitor Information Centre Revenue 10,500 10,500 15,600 16,068 16,550 17,047 18 18 19 19 20 20

03920. Visitors Information Centre Expenditure 192,449 189,761 202,651 209,973 223,571 226,455 235 243 257 261 271 280


Visitor Information Centre Capital Expenditure 0 6,834 0 0 0 0 0 0 0 0 0 010,782 10,782 11,798 12,270 12,761 13,272 14 14 15 16 16 17

Total Transfers to (from) Reserve ‐ Visitor Information Centre 200 (6,634) 0 0 0 0 0 0 0 0 0 0

Caravan Park02150. Caravan Park Revenue 18,344 18,894 19,461 20,045 21 21 22 23 23 24

04150. Caravan Park Operations 15,558 15,702 15,849 16,002 16 16 16 17 17 17

Operating Result ‐ Surplus/(Deficit) 2,786 3,193 3,612 4,043 4 5 5 6 6 7

Economic Development

02170. Economic Development Revenue ‐ 1,245 1,245 1,245 1,245 1,245 1 1 1 1 1 1

04170. Economic Development Expenditure 53,629 43,629 30,609 31,766 32,968 34,217 36 37 38 40 41 43


19776. Leave Paid Suspense V.I.C.



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Land Development

02192. Land Sales Tasman/Whalan Residential 50,000 117,273 50,000 50,000 50,000 50,000 50 50 50 50 50 5002290. Land Sales Industrial Subdivision 50,000 80,000 50,000 50,000 50,000 50,000 50 50 50 50 50 50Total Income 100,000 197,273 100,000 100,000 100,000 100,000 100 100 100 100 100 100

04190. Operating Expenditure Industrial Subd 2,000 2,000 2,070 2,143 2,218 2,295 2 2 3 3 3 304191. Operating Exp Cnr Edith/Dudley St (5 Lots) 1,000 1,000 1,040 1,082 1,125 1,170 1 1 1 1 1 104192.Operating Exp Tasman/Whalan Residential 2,000 2,000 2,379 2,461 2,545 2,633 3 3 3 3 3 3Total Expenditure 5,000 5,000 5,489 5,685 5,888 6,098 6 7 7 7 7 8


Land Development Capital Expenditure 2,500 29,846 0 300,000 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve ‐ Land Development 97,500 167,427 100,000 (200,000) 100,000 100,000 100 100 100 100 100 100

Operations Budget for Economic Prosperity

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 340,966 352,127 369,691 376,674 389 402 420 429 443 458Income 168,439 169,512 170,720 171,964 173 175 176 177 179 180Result (172,527) (182,615) (198,971) (204,709) (216) (227) (244) (252) (265) (278)

Capital Expenditure Budget for Economic Prosperity

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 11,798 312,270 12,761 13,272 14 14 15 16 16 17



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM


Public Toilets

03450. Public Toilets Operating & Maintenance 86,546 87,175 143,681 148,001 152,509 157,214 163 168 174 179 185 191


Cemeteries

01530. Cemetery Revenue 33,000 33,000 42,539 43,815 45,130 46,484 48 49 51 52 54 56

03530. Cemetery Operations Expenditure 69,460 85,476 97,843 101,347 104,980 108,745 113 117 121 125 130 134


Total Transfers to (from) Reserve ‐ Cemeteries 0 (16,016) 0 0 0 0 0 0 0 0 0 0

Library

01710. Library Income 228,000 228,290 30,290 32,850 30,412 30,475 30 30 30 30 31 31

03710. Library Operating Expenditure 220,926 255,377 187,058 196,857 197,874 204,118 212 222 224 232 240 25203711. Library Local Priority Project Expenditure 7,993 15,753 7,993 7,993 7,993 7,993 8 8 8 8 8 803713. Community Engagement Expenditure 2,500 2,500 2,000 2,060 2,122 2,185 2 2 2 2 3 3Total Expenditure 231,419 273,630 197,051 206,910 207,989 214,296 222 233 235 242 251 263


Library Capital Expenditure 210,000 213,968 10,000 10,300 10,609 10,927 16 12 12 12 13 1319774. Leave Paid Suspense Library 8,849 8,849 8,060 8,383 8,718 9,067 9 10 10 11 11 11Total Transfers to (from) Reserve ‐ Library 223 (11,505) 0 0 0 0 0 0 0 0 0 0



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Hathaway Cottage

01810. Hathaway Cottage Revenue 7,668 7,668 8,435 8,688 8,948 9,217 9 10 10 10 11 11

03810. Hathaway Cottage Expenditure 35,668 35,668 22,415 22,977 23,556 24,152 25 25 26 27 27 28


Total Transfers to (from) Reserve ‐ Hathaway Cottage (10,000) (10,000) (10,300) (10,609) (10,927) (11,255) (12) (12) (12) (13) (13) (13)

Aged Care Units

01850. Aged Care Units Revenue 55,000 55,000 56,650 58,350 60,100 61,903 64 66 68 70 72 74

03850. Aged Care Units Expenditure 55,177 54,207 41,627 42,712 43,832 44,989 46 47 49 50 51 53

Operating Result ‐ Surplus/(Deficit) (177) 793 15,023 15,637 16,267 16,914 18 18 19 20 20 21

Total Transfers to (from) Reserve ‐ Aged Care Units 19,823 20,793 22,196 22,810 23,440 24,087 25 25 26 27 28 28

Community Technology Centre

01925. CTC Revenue 3,500 8,000 5,500 5,665 5,835 6,010 6 6 7 7 7 7

03925. Community Technology Centre (CTC) Expend 25,617 26,617 21,894 22,557 23,728 21,732 25 26 26 27 28 29


Community Technology Centre Capital Expenditure 0 0 10,000 0 0 0 10 0 0 0 11 0Total Transfers to (from) Reserve ‐ Community Tech Centre 0 0 2,000 2,060 2,122 2,185 2 2 2 2 3 3

Main Street Security

04050. Main Street Security Expenditure 14,000 14,000 14,145 14,296 14,452 14,612 15 15 15 15 15 16




2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Rural Fire Service

02070. Fire Control Revenue 707,441 752,835 789,281 368,281 368,281 368,281 368 368 368 368 368 36802072. Fire Control Invoiced Revenue 31,000 31,000 31,150 31,305 31,305 31,305 31 31 31 31 31 31Total Income 738,441 783,835 820,431 399,586 399,586 399,586 400 400 400 400 400 400

04070. Fire Control Expenses 220,600 207,160 257,034 260,954 264,991 269,150 273 278 282 287 292 29704071. Fire Control Non Reimburseable Expenses 171,712 352,776 193,024 193,791 194,581 195,395 196 197 198 199 200 20104072. Fire Control Invoiced Expenses 59,000 59,000 59,150 60,085 61,047 62,038 63 64 65 66 67 69Total Expenditure 451,312 618,936 509,208 514,829 520,619 526,583 533 539 546 552 559 566

Operating Result ‐ Surplus/(Deficit) 287,129 164,899 311,223 (115,244) (121,034) (126,998) (133) (139) (146) (153) (160) (167)

Rural Fire Service Capital Expenditure 497,250 267,000 580,000 159,000 159,000 159,000 159 159 159 159 159 159Total Transfers to (from) Reserve ‐ Rural Fire Service 0 (21,543) 0 0 0 0 0 0 0 0 0 0

Emergency Services

02085. Fire Station Revenue 3,332 3,332 3,432 3,535 3,641 3,750 4 4 4 4 4 402089. Rural Addressing Revenue 400 400 400 400 400 400 0 0 0 0 0 002090. Other Emergency Services Revenue 0 15,842 0 0 0 0 0 0 0 0 0 002091. Other Emergency Services Capital Revenue 3,000 3,000 3,000 3,000 3,000 3,000 3 3 3 3 3 3Total Income 6,732 22,574 6,832 6,935 7,041 7,150 7 7 7 8 8 8

04080. State Emergency Serv Expenses ‐ Oberon 16,957 16,817 12,809 13,185 13,572 13,971 14 15 15 16 16 1704081. State Emergency Serv Expenses ‐ Burraga 13,985 13,920 13,913 14,322 14,743 15,177 16 16 17 17 18 1804085. Fire Station Expenditure 19,839 19,839 16,781 17,257 17,746 18,250 19 19 20 20 21 2204089. Rural Addressing Expenditure 500 500 515 530 546 563 1 1 1 1 1 104090. Other Emergency Services Expenditure 1,000 22,122 1,830 1,904 1,980 2,059 1 1 1 1 1 1Total Expenditure 52,282 73,198 45,848 47,197 48,587 50,019 50 52 53 55 57 58


Total Transfers to (from) Reserve ‐ Emergency Services 3,000 3,000 3,000 3,000 3,000 3,000 3 3 3 3 3 3



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Operations Budget for Responsive and Caring

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 1,093,711 1,120,826 1,140,251 1,162,342 1,191 1,222 1,244 1,273 1,303 1,338Income 970,677 555,888 557,051 560,825 564 568 573 577 581 586Result (123,035) (564,938) (583,200) (601,518) (627) (654) (672) (696) (722) (753)

Capital Expenditure Budget for Responsive and Caring

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 608,060 177,683 178,327 178,994 195 180 181 182 194 184



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

OPEN COMMUNICATION

General Purpose Revenues

1110 Ordinary Rates Revenue 2,603,546 2,603,546 2,708,100 3,115,011 3,208,394 3,304,494 3,403 3,505 3,610 3,718 3,830 3,9441120 Financial Control (Investments) Revenue 140,000 140,000 140,000 140,000 140,000 140,000 140 140 140 140 140 1401130 Financial Assistance Grant Funding 1,258,846 1,258,846 1,296,600 1,335,498 1,375,563 1,416,830 1,459 1,503 1,548 1,595 1,642 1,692Total Operating Income 4,002,392 4,002,392 4,144,700 4,590,509 4,723,957 4,861,324 5,003 5,148 5,298 5,453 5,612 5,776

Operating Result ‐ Surplus/(Deficit) 4,002,392 4,002,392 4,144,700 4,590,509 4,723,957 4,861,324 5,003 5,148 5,298 5,453 5,612 5,776

Council Chambers & Office

Total Operating Income 0 0 0 0 0 0 0 0 0 0 0 0

Total Operating Expenditure 95,654 96,997 89,380 91,732 94,997 98,480 102 106 110 115 120 125


Council Chambers & Office Capital Expenditure 15,000 12,480 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve ‐ Council Chambers 0 0 10,000 10,000 10,000 10,000 10 10 10 10 10 10

Governance-Elected Members

3020 Elected Members Expense 109,412 101,398 112,694 116,075 119,557 123,144 127 131 135 139 143 1473030 Elected Members Support 11,200 15,900 16,412 17,904 17,411 17,934 18 20 20 20 21 223040 Election Expenditure 0 0 50,000 0 0 0 56 0 0 0 63 03050 Other Governance 252,490 284,588 248,407 255,566 263,233 271,130 279 288 296 305 314 324Total Operating Expenditure 373,102 401,886 427,512 389,545 400,202 412,208 481 438 450 464 541 493


Governance‐Elected Members Capital Expenditure 0 0 6,300 0 0 0 7 0 0 0 8 0Total Transfers to (from) Reserve ‐ Governenace 26,000 6,309 (24,000) 15,069 15,069 15,069 (41) 17 17 17 (47) 17



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Corporate Services - Finance & Administration

Total Operating Revenue 25,080 62,770 31,580 30,702 30,851 31,777 33 34 35 36 37 38

3100 Corporate Services Management 635,142 715,964 734,652 744,239 764,617 782,962 820 891 923 938 991 1,068Centroc Expenditure 13,000 19,000 21,977 22,546 20,133 20,737 21 22 23 23 24 25GIS Section (Mapping System) 14,000 14,000 12,210 12,426 12,649 12,879 13 13 14 14 14 14Web Site 6,000 6,000 6,180 6,365 6,556 6,753 7 7 7 8 8 8Financial Control Operations 18,000 18,000 17,000 17,510 18,035 18,576 19 20 20 21 22 22Human Resources 2,500 2,500 15,500 2,575 2,652 11,332 3 3 12 3 3 13

Total Operating Expenditure 688,642 775,464 807,519 805,662 824,642 853,238 883 956 999 1,007 1,062 1,151

Operating Result ‐ Surplus/(Deficit) (663,562) (712,694) (775,939) (774,959) (793,791) (821,462) (850) (923) (964) (971) (1,025) (1,113)

Corporate Services ‐ Finance & Administration Capital Expenditure 10,000 10,000 0 0 0 0 0 0 0 0 0 019770 Leave Paid Suspense Corporate Services 87,624 87,624 109,427 113,805 118,357 123,091 128 133 138 144 150 156Total Transfers to (from) Reserve ‐ Corporate Services (939) (40,939) 11,000 11,000 11,000 11,000 11 11 11 11 11 11



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Council Properties

01491. Residential Property Revenue 0 7,000 207,210 7,426 7,649 7,879 8 8 9 9 9 901492. Land Agistment & Lease Revenue 2,200 3,400 3,400 3,400 3,400 3,400 3 3 3 3 3 301493. Tennis Courts Crown Lease Revenue 420 420 420 420 420 420 0 0 0 0 0 001495.Golf Club Crown Lease Revenue 100 100 100 100 100 100 0 0 0 0 0 001496. Ross/Edith Building Internal Rental Rev. 2,800 2,800 4,500 4,500 4,500 4,500 5 5 5 5 5 5Total Operating Income 5,520 13,720 215,630 15,846 16,069 16,299 17 17 17 17 18 18

03490. Other Buildings Maintenance & Operations (Fire Station/Railway Land) 4,469 2,070 2,242 2,309 2,379 2,450 3 3 3 3 3 303491. Residential Building 70 Dart St Maint&Operations 1,900 1,834 1,889 1,946 2,004 2,064 2 2 2 2 2 203492. Other Land Maint&Operations 0 1,100 1,138 1,177 1,218 1,260 1 1 1 1 1 203496. Ross/Edith Rd Building Maintenance & Operations 1,548 4,790 3,420 3,482 3,546 3,613 4 4 4 4 4 403497. Leagues Clubhouse Maint & Ops 5,000 5,000 5,030 5,061 5,093 5,126 5 5 5 5 5 5Total Expenditure 12,917 14,794 13,719 13,975 14,240 14,513 15 15 15 16 16 16

Operating Result ‐ Surplus/(Deficit) (7,397) (1,074) 201,911 1,871 1,829 1,785 2 2 2 2 2 2

Council Properties Capital Expenditure 4,000 13,487 0 0 0 0 0 0 0 0 0 0Total Transfers to (from) Reserve ‐ Council Properties (4,000) (13,487) 200,000 0 0 0 0 0 0 0 0 0

Heritage

01931. Heritage Advisory Service Revenue 3,500 3,500 3,500 3,500 3,500 3,500 4 4 4 4 4 4

03930. Heritage Building Preservation Fund Exp 0 19,686 0 0 0 0 0 0 0 0 0 003931. Heritage Advisory Service Expenditure 10,500 10,500 10,815 11,139 11,474 11,818 12 13 13 13 14 1403932. Heritage/History Projects Expenditure 10,000 10,000 15,000 0 0 0 0 0 0 0 0 0Total Expenditure 20,500 40,186 25,815 11,139 11,474 11,818 12 13 13 13 14 14


Total Transfers to (from) Reserve ‐ Local Heritage Fund 0 (19,686) 0 0 0 0 0 0 0 0 0 0



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Operations Budget for Open Communication

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 1,363,945 1,312,054 1,345,554 1,390,257 1,493 1,529 1,588 1,615 1,753 1,799Income 4,395,410 4,640,558 4,774,377 4,912,899 5,056 5,202 5,354 5,510 5,670 5,835Result 3,031,465 3,328,504 3,428,823 3,522,642 3,563 3,674 3,766 3,895 3,917 4,036

Capital Expenditure Budget for Open Communication

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 157,894 155,971 160,523 165,257 177 175 181 186 199 198



2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

NATURAL ENVIRONMENT

Development Control

02010. Development Control Revenue 98,000 98,000 99,000 99,000 99,000 99,000 99 99 99 99 99 99

04000. Strategic Land Management Planning 1,000 1,000 0 0 0 0 0 0 0 0 0 004010. Development Control Office Expenditure 620,620 621,020 662,700 684,263 708,429 730,251 757 782 811 835 866 897Total Expenditure 621,620 622,020 662,700 684,263 708,429 730,251 757 782 811 835 866 897


19773. Leave Paid Suspense Development Control 38,823 38,823 42,166 42,166 42,166 42,166 42 42 42 42 42 42Total Transfers to (from) Reserve ‐ Development Control 8,130 8,130 6,592 7,108 8,037 2,218 10 11 12 13 14 16

Building Control

02020. Building Control Revenue 69,000 69,000 69,000 69,000 69,000 69,000 69 69 69 69 69 69

04020. Building Control Expenditure 100,700 100,700 103,721 106,833 110,038 113,339 117 120 124 128 131 135


Animal Control

02040. Animal Control Revenue 10,500 10,500 9,500 9,500 9,500 9,500 10 10 10 10 10 10

04030. Stock Control Expenditure 12,000 12,000 11,500 11,845 12,200 12,566 13 13 14 14 15 1504040. Animal Control Expenditure 36,746 36,737 48,972 42,422 43,863 45,357 47 49 50 52 54 5604045. Boarding Kennels Expenditure 2,936 2,936 5,018 3,134 3,238 3,346 3 4 4 4 4 4Total Expenditure 51,682 51,673 65,490 57,401 59,301 61,269 63 65 68 70 72 75




2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)


ITEM

Environmental & Public Health

02100. Health Administration & Inspection Revenue 1,200 2,684 5,500 5,500 5,500 5,500 6 6 6 6 6 6

04100. Health Administration & Inspection 14,752 14,752 17,895 18,431 18,984 19,554 20 21 21 22 23 23


Weeds Management

04140. Weed Control Expenditure 96,749 103,583 100,172 103,177 106,272 109,461 113 116 120 123 127 131


Operations Budget for Natural Environment

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 949,977 970,105 1,003,024 1,033,873 1,069 1,105 1,144 1,178 1,220 1,261Income 183,000 183,000 183,000 183,000 183 183 183 183 183 183Result (766,977) (787,105) (820,024) (850,873) (886) (922) (961) (995) (1,037) (1,078)

Capital Expenditure Budget for Natural Environment

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

Expenditure 0 0 0 0 0 0 0 0 0 0

2012/13 2013/14 2014/15 2015/162016/17 ($'000)

2017/18 ($'000)

2018/19 ($'000)

2019/20 ($'000)

2020/21 ($'000)

2021/22 ($'000)

ASSETS

Current Assets

Cash, Cash Equivalents & Investments 2,544,000 2,609,000 2,743,000 2,949,000 3,059 2,969 2,956 2,937 2,822 2,613

Receivables 1,926,000 1,926,000 1,926,000 1,926,000 1,926 1,926 1,926 1,926 1,926 1,926

Inventories 1,224,000 1,424,000 1,324,000 1,224,000 1,124 1,024 924 824 724 624

Other 134,000 134,000 134,000 134,000 134 134 134 134 134 134

Non-Current Assets Held for Sale 313,000 313,000 313,000 313,000 313 313 313 313 313 313

Total Current Assets 6,141,000 6,406,000 6,440,000 6,546,000 6,556 6,366 6,253 6,134 5,919 5,610

Non Current Assets

Investments 1,426,000 1,426,000 1,426,000 1,426,000 1,426 1,426 1,426 1,426 1,426 1,426

Receivables 0 0 0 0 0 0 0 0 0 0

Infrastructure, property, plant and equipment 186,243,000 187,396,000 188,248,000 189,223,000 189,584 190,530 191,288 192,198 193,261 194,329

Investments Accounted for/equity method 0 0 0 0 0 0 0 0 0 0

Investment Property 0 0 0 0 0 0 0 0 0 0

Intangible Assets 0 0 0 0 0 0 0 0 0 0

Other 0 0 0 0 0 0 0 0 0 0

Total Non Current Assets 187,669,000 188,822,000 189,674,000 190,649,000 191,010 191,956 192,714 193,624 194,687 195,755

Total Assets 193,810,000 195,228,000 196,114,000 197,195,000 197,566 198,322 198,967 199,758 200,606 201,365

LIABILITIES

Current Liabilities

Payables 842,000 842,000 842,000 842,000 842 842 842 842 842 842

Borrowings 104,000 75,000 0 0 0 0 0 0 0 0

Provisions 1,300,000 1,352,000 1,406,000 1,462,000 1,520 1,581 1,644 1,710 1,778 1,849

Total Current Liabilities 2,246,000 2,269,000 2,248,000 2,304,000 2,362 2,423 2,486 2,552 2,620 2,691

Non Current Liabilities

Payables 0 0 0 0 0 0 0 0 0 0

Borrowings 38,000 0 0 0 0 0 0 0 0 0

Provisions 123,000 128,000 133,000 138,000 144 150 156 162 168 175

Total Non Current Liabilities 161,000 128,000 133,000 138,000 144 150 156 162 168 175

Total Liabilities 2,407,000 2,397,000 2,381,000 2,442,000 2,506 2,573 2,642 2,714 2,789 2,867

Net Assets 191,403,000 192,831,000 193,733,000 194,753,000 195,060 195,749 196,325 197,044 197,818 198,499

EQUITY

Retained Earnings 121,600,000 122,545,000 123,559,000 124,640,000 125,685 126,767 127,875 129,051 130,163 131,304

Revaluation Reserves 69,803,000 70,286,000 70,174,000 70,113,000 69,375 68,982 68,450 67,993 67,655 67,195

Council Equity Interest 191,403,000 192,831,000 193,733,000 194,753,000 195,060 195,749 196,325 197,044 197,818 198,499

Minority Equity Interest 0 0 0 0 0 0 0 0 0 0

Total Equity 191,403,000 192,831,000 193,733,000 194,753,000 195,060 195,749 196,325 197,044 197,818 198,499

Projected Balance Sheet

Oberon CouncilLong Term Financial Plan 2013-2022

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Unrestricted Current Ratio - Consolidated 3.78 3.85 3.73 3.66 3.51 3.21 2.98 2.75 2.46 2.04

Unrestricted Current Ratio - Water Supply 1.62 1.95 4.42 5.91 7.46 9.08 10.77 12.53 14.35 16.24

Unrestricted Current Ratio - Sewerage Service 62.44 83.44 100.11 108.78 117.22 125.44 133.44 141.22 148.67 155.89

Debt Service Ratio (%) - Consolidated Reduce DSR to 0% in 2015-2016 1.04% 1.04% 0.73% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Debt Service Ratio (%) - Water Supply Reduce DSR to 0% in 2015-2016 9.14% 8.86% 6.17% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Rate & Annual Charges etc Outstanding Percentage - Condolidated 2.91% 2.65% 2.65% 2.65% 2.65% 2.65% 2.65% 2.65% 2.65% 2.65%

Rate & Annual Charges etc Outstanding Percentage - Water 35.53% 35.11% 35.11% 35.11% 35.11% 35.11% 35.11% 35.11% 35.11% 35.11%

Rate & Annual Charges etc Outstanding Percentage - Sewerage 15.15% 15.31% 15.31% 15.31% 15.31% 15.31% 15.31% 15.31% 15.31% 15.31%

Rates & Annual Charges Coverage Ratio - Condolidated 26.09% 32.50% 32.87% 33.23% 33.59% 33.94% 34.29% 34.64% 34.98% 35.32%

Rates & Annual Charges Coverage Ratio - Water 24.45% 24.46% 24.46% 24.46% 24.46% 24.46% 24.46% 24.45% 24.45% 24.44%

Rates & Annual Charges Coverage Ratio - Sewerage 46.83% 46.89% 46.94% 47.00% 47.05% 47.11% 47.16% 47.21% 47.26% 47.31%

Asset Renewal Ratio - Buildings & Infrastructure - Ordinary 107.96% 124.38% 115.24% 111.49% 73.03% 85.87% 87.53% 89.20% 90.96% 92.77%

Asset Renewal Ratio - Buildings & Infrastructure - Water 114.15% 114.15% 114.15% 120.16% 121.06% 121.99% 122.94% 123.93% 124.94% 125.99%

Asset Renewal Ratio - Buildings & Infrastructure - Sewerage 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Net Operating Surplus Before Capital Income - Consolidated 626,000 300,000 369,000 436,000 399,000 436,000 462,000 530,000 466,000 494,000

Net Operating Surplus - Consolidated 1,902,068 944,597 1,013,864 1,080,547 1,044,726 1,082,328 1,107,759 1,175,783 1,111,639 1,141,048

Oberon CouncilLong Term Financial Plan 2013-2022

Projected Key Performance Indicators

WORKFORCE MANAGEMENT PLAN 2013 – July 2013

WORKFORCE MANAGEMENT PLAN 2013

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

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

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

4 EMPLOYMENT STATUS, GENDER PROFILE and AGE DATA (Survey carried out in May 2012) ........................................................... 5

5 WORKFORCE CAPACITY, CRITICAL POSITIONS and SKILLS GAPS .................................................................................................... 9

6 WORKFORCE PLANNING OBJECTIVES and STRATEGIES .................................................................................................................. 11

ATTRACTION and RETENTION ................................................................................................................................................................... 11

TRAINING and DEVELOPMENT .................................................................................................................................................................. 11

PERFORMANCE MANAGEMENT ................................................................................................................................................................ 12

ORGANISATIONAL DEVELOPMENT........................................................................................................................................................... 12

WORKPLACE HEALTH and SAFETY (WHS) ............................................................................................................................................... 13

IMPLEMENTING ACTIONS and ANNUAL REVIEWS .................................................................................................................................. 14

DELIVERY PROGRAM and OPERATIONAL PLANS (Year 1 to Year 4) ..................................................................................................... 17

Workforce Management Plan 2013 – July 2013 21 INTRODUCTION – WHY WORKFORCE MANAGEMENT PLANNING IS REQUIRED In developing our Community Strategic Plan (CSP), Oberon Council undertook an analysis of our current workforce capacity and identified areas where we need to reshape and restructure the organisation to achieve the strategic outcomes detailed within the CSP.

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

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

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

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

BACKGROUND The NSW Division of Local Government has introduced a new reporting framework to replace the former Management Plan / Budget and Social Plan within an integrated framework. This requirement applies to all Councils in NSW. This integrated framework comprises A Community Strategic Plan (a 10 year plan)

A Resourcing Strategy including a Long Term Financial Plan, a Workforce Management Plan and an Asset Management Strategy

A Delivery Program (4 years)

An Operational Plan (annual) OUR WORKFORCE MANAGEMENT PLAN and ACTIONS In preparing our Workforce Management Plan (WMP) we looked at a range of issues which were identified at workshops with Councillors and management. We looked at our current workforce structure and management and also specific employee data (workforce profile).

Workforce Management Plan 2013 – July 2013 3This work provided the background to the development of Objectives and Strategies targeted to achieve the Strategic Outcomes within the CSP. Specific Actions have been included in this WMP along with an implementation plan and timetable linked to the Delivery Program and Operational Plan.

2 CURRENT WORKFORCE – ORGANISATIONAL STRUCTURE The Organisation Structure was reviewed by Council in March 2013. The following represents the current structure in operation.

GENERAL MANAGER

(Senior Staff position)

PLANNING AND DEVELOPMENTDirector

Health & Building ManagerSenior Development Control Officer

FINANCE AND COMMUNITY SERVICESDirector

Finance ManagerCommunity Services Coordinator

WORKS AND ENGINEERINGDirector

Works ManagerProject Engineer

EXECUTIVE AND CUSTOMER SERVICES

Executive CoordinatorHuman Resources Coordinator

Work Health & Safety Coordinator

Workforce Management Plan 2013 – July 2013 4

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


4 EMPLOYMENT STATUS, GENDER PROFILE and AGE DATA (Survey carried out in May 2012) Current staffing levels are examined by Number of Employees and Gender, Type of Employment, Employment Type by Work Area and by Age of Employees. This will help to identify potential skills required into the future and any gaps in those skills in our current workforce. Council has a relatively stable workforce with low levels of staff turnover. We generally receive excellent response to any advertised vacancies by suitably qualified and skilled applicants. Local Government is experiencing difficulties in recruiting skilled and qualified staff in the areas of Engineering and Planning & Development, in recent years we have been successful in recruiting in these areas. OUR WORKFORCE PROFILE - We have 81 permanent employees; however we also have casual and seasonal employees (mainly for the Swimming Pool) which bring this number to 104. The majority of our employees are males, employed in the Outdoor/Works and Depot area. Of the 81 permanent employees 65.44% are male, and 34.56% female.

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

104 100.00%

Full time 63 60.58%

Part-time 14 13.47%

Trainees 3 2.88%

Apprentices 1 0.96%

Casuals 23 22.11%

Including casual (and seasonal) employees almost 3 of every 5 are full-time, while 1 in every 5 is a casual employee.

Gender Comparison

28 Female

53Male 0

50

100Employment Type

All Employees

81 100.00%

Males 53 65.44%

Females 28 34.56%

Workforce Management Plan 2013 – July 2013 6EMPLOYMENT TYPE BY WORK AREA (excluding Casual employees) Casual staffing is excluded as these positions generally replace existing positions or are short term placements only.

The information above illustrates that 55.55% of our workforce is employed in the Outdoor/Works and Depot area. Almost 98% of the Outdoor/Works and Depot employees are Full-time and 36% of permanent Administration/Indoor are Part-time.

0

10

20

30

40

50

60

70

Indoor/Administration

Outdoor/Works & Depot

Total Workforce

Full-time Part-time Trainee and Apprentice

Total Employees = 81 (100%) 64 (79.01%) 13 (16.05%) 4 (4.94%)

Indoor/Administration = 36 (44.45%) 20 (55.55%) 13 (36.11%) 3 (8.33%)

Outdoor/Works and Depot = 45 (55.55%) 44 (97.78%) NIL (0%) 1 (2.22%)

Workforce Management Plan 2013 – July 2013 7 AGE OF EMPLOYEES Age Indoor/

Administration

Outdoor/Works and Depot

Total Number of Employees

<21 3 (8.33%) 1 (2.22%) 4 (4.94%)

22-30 9 (25.00%) 2 (4.44%) 11 (13.58%)

31-40 10 (27.78%) 4 (8.89%) 14 (17.28%)

41-50 4 (11.11%) 12 (26.67%) 16 (19.75%)

51-64 10 (27.78%) 25 (55.56%) 35 (43.21%)

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

Total 36 45 81

The largest age bracket is 51 to 64 years of age. Over 80 percent of all employees aged over 31. The Outdoor/Works and Depot area have an obvious aging workforce with over half of employees aged over 51 years. Employees under the age of 30 represents less than 20% of the organisation with only one employee aged over 65. The average age of the total workforce is 41 years. The average age of Administration/Indoor employees is 38. The average age of Outdoor/Works and Depot employees is 49.

Age of Employees

Up to 21

22-30

31-40

41-50

51-64

Over 650

5

10

15

20

25

30

35

40

<21 22-30 31-40 41-50 51-64 >65

Indoor Staff

Outdoor/Works/DepotStaff

Total Workforce

Workforce Management Plan 2013 – July 2013 8LENGTH OF SERVICE The following information breaks employee groups into six (6) distinct work areas. This information illustrates the Total Length of Service by Work Area (in accumulated years)

Total accumulated years

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

Works/Depot 496 3 12 12 8 8 2

Engineering 36 1 1 1 2 0 0

Corporate Services 70 1 3 1 4 0 0

Community 15 4 3 1 0 0 0

Development 34 1 2 1 2 0 0

General Managers Unit 31 2 4 2 0 0 0

682 years / 81

(100.00%)

12 (14.81%)

25 (30.87%) 18 (22.22%) 16 (19.75%) 8 (9.88%) 2 (2.47%)

Our employees have accumulated a total of 682 years of service, which equates to an average of 8.41 years (based on 81 employees). Two thirds (67.9%) of employees have worked with Council for 10 years or less (within the last 2 years 3 long serving senior managers left with a combined service in excess of 40 years). The longest serving employee is in the Works/Depot area with 39 years.

0

2

4

6

8

10

12

14

Works/Depot Engineering Corporate Services Community Development General ManagersUnit

<1 year2-56-1011-2021-30>31

Workforce Management Plan 2013 – July 2013 95 WORKFORCE CAPACITY, CRITICAL POSITIONS and SKILLS GAPS Following the workshops with Councillors and management further work has been completed on the workforce profile taking into account the type of employment (Full-time, Part-time, casuals), the age of employees and the length of service with Council. The most critical issues identified in each of our six (6) distinct work areas are listed below: FINANCE and COMMUNITY SERVICES Director with 8 years of service resigned in April 2013. A replacement is expected to be in place by June/July 2013. Finance Coordinator role has been converted from part-time to full-time, along with 2 other key part-time finance positions. Information Technology role is part-time. Work hours were increased from 20hrs to 28 hours per week and is planned to go full-time. Storeman (Procurement Officer/Coordinator) role is critical and succession planning is urgently required. Revenue Officer has verbally indicated intention to retire in the next 2 to 3 years. Succession planning is urgently required. PLANNING and DEVELOPMENT SERVICES Director has significant experience with a larger Council. This role has dedicated relief/support through Health and Building Manager. Identified skill shortage in technical issues and appointment of trainee included in Delivery Program and Operational Plan 2013/2014. Animal Control activity positions are casual employees. Livestock control undertaken by contractors. WORKS and ENGINEERING SERVICES Director has extensive experience and Works Manager will take Extended Leave from June 2013, a replacement is being considered. Design Engineer responsible for Quarry Management, Survey and Design. Could be utilised in road works supervision. Project Engineer to assist in managing Water & Wastewater Services. Employee who manages these Services has in excess of 20

years service/experience. However there is some succession planning with Operators undertaking study and on the job training. Management of Waste Services Collection requires further investigation. Recycling is currently under utilised. GENERAL MANAGER’S UNIT

Human Resources and Work Health & Safety is now more integrated, and with Payroll reporting to the HR Coordinator. Risk Management through the Workplace Health & Safety Coordinator needs improved focus. Executive Coordinator role is now responsible for “day to day” operations at the Visitor Information Centre.

Workforce Management Plan 2013 – July 2013 10OVERALL ISSUES

High number of “key” Indoor/Administrative employees do NOT live within the LGA and less than 50% of Managers live in Oberon. Councillor involvement with staff – potential Code of Conduct breaches, further training and enforcement required. Poor communication – both internally and externally. An “Outdoor” v’s “Indoor” mentality still exists between employees and a silo affect still exists. Lack of coordination between Strategic documents and “operational decisions” – too many ad hoc decisions. Poor Risk Management processes -perception that it sits with one employee rather than whole of organisation approach.

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

ATTRACTION and RETENTION

TRAINING, LEARNING and DEVELOPMENT

ORGANISATIONAL DEVELOPMENT

PERFORMANCE MANAGEMENT

WORKPLACE HEALTH and SAFETY

Workforce Management Plan 2013 – July 2013 116 WORKFORCE PLANNING OBJECTIVES and STRATEGIES Actions have been included to state what we intend doing to address the Objectives and Strategies listed for each of the Key Themes.

ATTRACTION and RETENTION OBJECTIVES

o To employ and retain excellent professional and general operations employees that meet present and future skill needs. o To be viewed as an employer of choice and to retain and motivate a high performing workforce.

STRATEGY o Review position responsibilities to maintain competitive position within market place. o Monitor recruitment processes to ensure fair, transparent and merit based employment selection processes. o Develop Human Resource protocols that reflect expectations of a modern workforce including effective performance management and staff

incentives.

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

TRAINING and DEVELOPMENT OBJECTIVES

o Provide opportunities for training and development to ensure employees have the necessary skills and knowledge. o Create a culture which encourages employees to participate in training and development opportunities.

STRATEGY o Align training needs and requests with Council priorities and within budget constraints (CSP and Delivery Program). o Determine skill and knowledge requirements with our current workplace requirements. o Determine skill and knowledge requirements to meet future workplace demands. o Develop training plans and opportunities for employees wishing to undertake career advancement studies. o Link training and development with the performance management system.

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


PERFORMANCE MANAGEMENT OBJECTIVES

o Develop a performance management system to assist employees to achieve their position outcomes. o Ensure employees are managed effectively to meet Council’s strategic outcomes and objectives.

STRATEGY o Implement a performance, grading and skill steps system following a consultative process. o Provide opportunity for employees to receive feedback about performance. o Develop processes to identify issues of poor performance.

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

ORGANISATIONAL DEVELOPMENT OBJECTIVES

o Develop a culture focused on providing the highest level of service and being responsive to the whole community. o Communicate Council’s strategic objectives and desired outcomes to all employees.

STRATEGY o Develop employee programs which deliver an exceptional Customer Service. o Develop systems to monitor organisational (Council) performance on a range of key indicators

ACTIONS o Effective communication with all employee groups to gain cooperation in the delivery of services. o Empower employees to deliver good performance, and create a climate of respect and trust to enhance motivation. o Ensure employee engagement in the development and review process and work and practices.


WORKPLACE HEALTH and SAFETY (WHS) OBJECTIVES

o Ensure the health, safety and welfare of employees. o Develop a positive culture of workplace health, safety and risk awareness.

STRATEGY o Increase awareness of WHS and risk management principles and practices. o Ensure a proactive approach to injury management and prevention.

ACTIONS o Develop and implement a WHS Management Plan. o Develop training in workplace/occupational risks, health, safety and well being. o Develop a program for inspections and audits as part of a risk minimisation strategy. o Create a greater visibility of WHS initiatives and programs to staff. o Proactively encourage employees to utilise accrued leave to enhance employee’s health and wellbeing.


IMPLEMENTING ACTIONS and ANNUAL REVIEWS ATTRACTION and RETENTION

ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update

Complete review of recruitment practices

General Manager HR Coordinator

By September 2012 Recruitment Process reviewed and updated.

Completed and is being implemented..

Complete review of Salary System (and structure)

General Manager HR Coordinator Executive Mgmt Team

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

The review of the Salary Structure is still underway

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

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

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

Review of actual Performance Criteria is on-going. Human Resources Coordinator has participated in a joint Performance Management System review as part of the CENTROC HR group.

Implement a Long Service Recognition program

General Manager By July 2012 Implemented Dec 2012.

Will be an annual program. Completed.

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

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

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

Policy/practices need to be documented. Ongoing.

Workforce Management Plan 2013 – July 2013 15 TRAINING and DEVELOPMENT

ACTIONS RESPONSIBILITY TIMETABLE May 2013 Update

Develop a Training Plan and Internal Policy

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

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

Update skills register and link to position requirements

HR Coordinator By December 2012 As Above.

Development of gap analysis and action plan

HR Coordinator Executive Mgmt Team

By December 2012 As Above.

PERFORMANCE MANAGEMENT

ACTIONS RESPONSIBILITY TIMETABLE May 2013 Review

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

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

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

Executive Mgmt Team By December 2012 As above.

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

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

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

Workforce Management Plan 2013 – July 2013 16 ORGANISATIONAL DEVELOPMENT


Review the Performance Management System.

General Manager HR Coordinator Executive Mgmt Team

By December 2012 See above comments about Performance Management.

Develop a Performance Management Policy

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

All staff with supervisory responsibilities to undergo performance management training.

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

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

GM has indicted support for this direction. WORKPLACE HEALTH and SAFETY


Develop and implement a WHS Management Plan.

WH&S Coordinator HR Coordinator

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

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

WH&S Coordinator HR Coordinator

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

E-learning trial has been successful joint project for CENTROC

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

WH&S Coordinator GM

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

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

WH&S Coordinator GM

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


DELIVERY PROGRAM and OPERATIONAL PLANS (Year 1 to Year 4) NOTE – Year 1 = 2012/2013

GENERAL MANAGER and GENERAL MANAGER’S UNIT May 2013 Review

Year 1 Review Organisation Structure requirement with new Elected Council. Provide dedicated relief/support for Community Services Manager (CSM) and Executive Assistant position. Higher Grade Pay provisions apply. Determine career path for Administrative Trainee.

Revised organisation structure adopted in March 2013. CSM position restructured. Administrative Trainee dedicated relief for Executive Coordinator with Higher Duty Payments initiated. Administrative Trainee position restructured to Administrative Assistant (roles now with Finance & Community Services).

Year 2

2013/14

Possible additional Trainee Position in General Administration. Establish a Trainee position in Library Services to reduce casual/permanent part-time staff. See comment for GRANTS OFFICER role.

Current SBT role to continue for 2013. Establishment of new Trainee or SBT to be reviewed at this time. SBT position advertised with no applicants. With the resignation of the current Library Assistant the two roles were redesigned to offer a full-time Traineeship. Following FEEDBACK with Council create a GRANTS OFFICER role with possible Economic Development activity.

Year 3 To be determined after review of Year 1 & 2 outcomes. Ongoing

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

Ongoing


FINANCE and COMMUNITY SERVICES May 2013 Review

Year 1 Succession Plan for Director, Revenue Officer and Storeman (Procurement) positions. Temporary Asset Accountant position to be made permanent – partly off set by reduction in part-time employees and casuals. Information Technology position to be increased from 20 to 28 hours per week.

Resignation of Director in April 2013 with replacement expected in June 2013. Other Succession Plans on hold. Asset Accountant role redesigned into full-time Mgmt Accountant role. IT role increased to 28 hrs.

Year 2

2013/14

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

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

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

Year 3 To be determined after review of Year 1 & 2 outcomes. Ongoing.

Year 4 To be determined after review of Year 1 & 2 outcomes. Ongoing.

PLANNING and DEVELOPMENT SERVICES May 2013 Review

Year 1 Appoint summer casual work Program for students studying related discipline. Nil or minor costs to Council.

Not yet commenced. Discuss with Director and GM.

Year 2

2013/14

Trainee position for Environmental Health and Building. Discussion with Director and GM.

Maybe offset by increase to SDCO position?

Year 3 Succession Plan for Dev. Control Administration Assistant. Perhaps Trainee Position?

Year 4 Succession Plan for Domestic Animal Control Officers and combine with Livestock Officer position.

Not yet commenced.


WORKS and ENGINEERING SERVICES May 2013 review

Year 1 Establish dedicated relief for Water and Wastewater. Provide training for Water/Waste Water Operators. Establish dedicated relief and Succession Planning for WHS/Risk Manager position. Review (in consultation with GM) Contract Engineering role – employ Professional Engineer in lieu of this. Establish a hierarchy of management for ALL works, including Overseer, Ganger and Team Leader roles.

Two Relief Water/Waste Water Operators were appointed. Training of new operators underway. Completed. Underway. Completed. Project Engineer commenced in October 2012. Not yet commenced. Discuss with GM.

Year 2

2013/14

Succession Planning for Works Manager. See also Professional Engineer above.* Implementation of summer casual work program for Engineering students. Nil or minor costs to Council. Succession and/or Career Planning for Design Engineer – Engineering Administrative Assistant to continue formal qualifications.

Will include with Project Engineer position. Formal review of program to be undertaken. Work placement student currently undertaking casual employment to meet work demands.

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

Year 3 To be determined after review of Year 1 & 2 outcomes. Not yet commenced.

Year 4 Succession Plan for Plant Foreman and Senior Mechanic.

Possible employment of Apprentice Mechanic.

Not yet commenced.


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

DRAFT Asset Management Plan 2013

OBERON COUNCIL

INFRASTRUCTURE ASSET MANAGEMENT PLAN

Version 0.9.2

A significant review of the Asset Management Strategy and Asset Management Plan is required to fully integrate funding shortfalls and to also reconsider service standards. This will be a task to be completed prior to end of December 2013.

Document Control Document ID: oberon iamp version 0.9.2.docx Rev No Date Revision Details Author Reviewer Approver

0.8 1st Feb 2011 Draft for submission to February 2011 Council Meeting

ACEAM

0.9.2 20th April 2011 Draft for Council Officer comment ACEAM 17th May 2011 Draft for Council adoption ACEAM 22 June 2012 Adopted by Council

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TABLE OF CONTENTS TABLE OF CONTENTS ........................................................................................................................ 1 GLOSSARY ......................................................................................................................................... 2 1. EXECUTIVE SUMMARY ............................................................................................................ 7 2. INTRODUCTION ...................................................................................................................... 8

2.1 Background ............................................................................................................................... 8 2.2 Asset Management Frameworks Applicable to this IAMP ......................................................... 9 2.3 Key stakeholders ..................................................................................................................... 11 2.4 Goals and Objectives of Asset Management ........................................................................... 12 2.5 Plan Framework ...................................................................................................................... 14 2.6 Core and Advanced Asset Management ................................................................................. 14

3. LEVELS OF SERVICE ...............................................................................................................16 3.1 Customer Research and Expectations ..................................................................................... 16 3.2 Legislative Requirements ........................................................................................................ 16 3.3 Asset Categories ..................................................................................................................... 18 3.4 Asset Hierarchies .................................................................................................................... 18 3.5 Levels of Service ...................................................................................................................... 20

4. FUTURE DEMAND .................................................................................................................23 4.1 Demand Forecast .................................................................................................................... 23 4.2 Changes in Service Expectations and Technologies ................................................................. 24 4.3 Demand Management Plan .................................................................................................... 24

5. LIFE‐CYCLE MANAGEMENT PLAN .........................................................................................25 5.1 Asset Data ............................................................................................................................... 25 5.2 Risk Management Plan ........................................................................................................... 34 5.3 Asset Maintenance Plans ........................................................................................................ 35 5.4 Asset Renewal Plan ................................................................................................................. 37 5.5 New Works and Upgrade / Expansion Plans ............................................................................ 49 5.6 Asset Disposal Plan ................................................................................................................. 49

6. FINANCIAL SUMMARY ..........................................................................................................53 7. ASSET MANAGEMENT PRACTICES ........................................................................................58

7.1 Interaction with Accounting / Financial Systems ..................................................................... 58 7.2 Asset Management Systems ................................................................................................... 58 7.3 Information Flow Requirements and Processes ...................................................................... 59 7.4 Standards and Guidelines ....................................................................................................... 60

8. PLAN IMPROVEMENT AND MONITORING ............................................................................61 8.1 Performance Measures ........................................................................................................... 61 8.2 Improvement Plan .................................................................................................................. 61 8.3 Monitoring and Review Procedures ........................................................................................ 61

REFERENCES ...................................................................................................................................63 APPENDICES....................................................................................................................................64

Appendix 1: Roads Maintenance Levels of Service .......................................................................... 64 Appendix 2: Footpath Maintenance Levels of Service ..................................................................... 69 Appendix 3: Kerb Maintenance Levels of Service ............................................................................ 73 Appendix 4: Sewer Maintenance Levels of Service .......................................................................... 75

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GLOSSARY Annual service cost (ASC) An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset class Grouping of assets of a similar nature and use in an entity's operations (AASB 166.37).

Asset condition assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Asset management system** A systematic process for measuring and predicting the condition of asset condition over time and recommending corrective actions.

Assets Future economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12).

Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 month.

Average annual asset consumption (AAAC)* The amount of a local government’s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the

Remaining Life and totalled for each and every asset in an asset category or class.

Capital expansion expenditure Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases council’s asset base, but may be associated with additional revenue from the new user group, e.g. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital funding Funding to pay for capital expenditure.

Capital grants Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

Capital investment expenditure See capital expenditure definition

Capital new expenditure Expenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure.

Capital renewal expenditure Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively

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large (material) in value compared with the value of the components or sub‐components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, e.g. resurfacing or re‐sheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital upgrade expenditure Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the council’s asset base, e.g. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Carrying amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Class of assets See asset class definition

Component An individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system.

Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to

acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one‐off design and project management costs.

Current replacement cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Current replacement cost “As New” (CRC) The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with an as NEW or similar asset expressed in current dollar values.

Cyclic Maintenance** Replacement of higher value components/sub‐components of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Depreciable amount The cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6)

Depreciated replacement cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.

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Depreciation / amortisation The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Economic life See useful life definition.

Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital.

Fair value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arm’s length transaction.

Heritage asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.

Infrastructure assets Physical assets of the entity or of another entity that contribute to meeting the public's need for access to major economic and social facilities and services, e.g. roads, drainage, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets. The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value.

Investment property Property held to earn rentals or for capital appreciation or both, rather than for: (a) Use in the production or supply of goods or services or for administrative purposes; or

(b) Sale in the ordinary course of business (AASB 140.5)

Level of service The defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost).

Life Cycle Cost ** The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises annual maintenance and asset consumption expense, represented by depreciation expense. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure ** The Life Cycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Life Cycle Expenditure may be compared to Life Cycle Expenditure to give an initial indicator of life cycle sustainability.

Loans / borrowings Loans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in ‘spreading the burden’ of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges).

Maintenance and renewal gap Difference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (e.g. 5, 10 and 15 years).

Maintenance and renewal sustainability index Ratio of estimated budget to projected expenditure for maintenance and renewal of

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assets over a defined time (e.g. 5, 10 and 15 years).

Maintenance expenditure Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

Materiality An item is material is its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances.

Modern equivalent asset A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

Non‐revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, e.g. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

Operating expenditure Recurrent expenditure, which is continuously required excluding maintenance and depreciation, e.g. power, fuel, staff, plant equipment, on‐costs and overheads.

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

maintenance and service delivery performance.

Rate of annual asset consumption* A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC/DA). Depreciation may be used for AAAC.

Rate of annual asset renewal* A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

Rate of annual asset upgrade* A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).

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

Recoverable amount The higher of an asset's fair value, less costs to sell and its value in use.

Recurrent expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operating and maintenance expenditure.

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital renewal expenditure definition above.

Remaining life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life.

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Renewal See capital renewal expenditure definition above.

Residual value The net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal.

Revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, e.g. public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Section or segment A self‐contained part or piece of an infrastructure asset.

Service potential The capacity to provide goods and services in accordance with the entity's objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof.

Service potential remaining* A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset’s potential to provide services that are still available for use in providing services (DRC/DA).

Strategic Management Plan (SA)** Documents Council objectives for a specified period (3‐5 yrs), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance

and how rating policy relates to the Council’s objectives and activities.

Sub‐component Smaller individual parts that make up a component part.

Useful life Either: (a) The period over which an asset is expected to be available for use by an entity, or (b) The number of production or similar units expected to be obtained from the asset by the entity.

It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the council. It is the same as the economic life.

Value in Use The present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced.

Source: DVC 2006, Glossary

Note: Items shown * modified to use DA instead of CRC

Additional glossary items shown **

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1. EXECUTIVE SUMMARY To be written on acceptance of the draft Plan.

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2. INTRODUCTION The Oberon Council was proclaimed on 26 May 2004. It is responsible for an area of approximately 3660 square kilometres that is situated approximately 180 kilometres west of Sydney and 40 kilometres south‐east of Bathurst. The principle population centre for the Council area is the township of Oberon. Smaller population centres are located in the villages of O’Connell, Black Springs and Burraga. Agriculture, timber and tourism are the major industries for the region.

Figure 1 – Map of Oberon Council area

2.1 BACKGROUND The fundamental purpose of this Infrastructure Asset Management Plan (IAMP) is to improve Council’s long‐term strategic management of its infrastructure assets in order to cater for the community’s desired levels of service in the future, in accordance with Council’s key strategic documents and demonstrate reasonable management in the context of Council’s available financial and human resources.

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The IAMP achieves this by setting standards, service levels and programmes which Council will develop and deliver. The standards and service levels have been set in accordance with user needs, regulations, industry practice and legislative codes of practice.

The asset management plan is to be read with the following associated planning documents: DLG Integrated Planning and Reporting Framework Mandates 2009. Oberon Council Asset Management Policy 2011. Oberon Council Management Plan 2010‐2015.

The infrastructure assets covered by this IAMP are summarised in Table 1.

Asset Category Replacement Value Quantity/Asset

Stock

Bridges $7,527,426.48 29

Structures $1,623,955.78 64

Drainage Pipes $7,465,209.73 19.2 km

Drainage Pits $1,564,102.76 766

Footpaths $2,797,473.02 21.4 km

Kerbs $3,289,569.48 33.8 km

Sealed Roads Pavement $47,766,023.60 437 km

Sealed Roads Surface $14,992,810.66 437 km

Sewerage Manholes $2,408,100.00 694

Sewerage Pipes $2,826,885.93 39.8 km

Sewerage Pumps $373,433.48 4

Unsealed Roads Pavement $43,222,240.74 529 km

Water Mains Pipe $2,914,683.11 39.0 km

Buildings and Facilities $12,474,254.75 65

Parks and Reserves $10,169,552.19 61

Total $161,415,721.71 Table 1 – Asset Categories provided and maintained by Oberon Council

2.2 ASSET MANAGEMENT FRAMEWORKS APPLICABLE TO THIS IAMP NATIONAL FRAMEWORK FOR LOCAL GOVERNMENT FINANCIAL SUSTAINABILITY In March 2007 the Local Government and Planning Ministers’ Council (LGPMC) agreed to a nationally consistent approach to asset planning and management, financial planning and reporting and assessing financial sustainability. Each State Minister endorsed the National Frameworks for Financial Sustainability in Local Government for implementation in the context of their relationships with their local government sectors.

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The National Frameworks consist of three main components as follows:

Asset Planning and Management This framework consists of seven elements which each State and Territory is expected to adopt as follows:

Development of an Asset Management Policy – Each state/territory is expected to develop an asset management policy, which provides high‐level guidance to assist councils in developing their own asset management policy.

Strategy and Planning – Councils should be provided with guidance from the State on developing an asset management strategy, which is designed to support and implement its asset management policy;

Governance and Management Arrangements – Councils should be encouraged to apply and effect good governance and management arrangements which link asset management to service delivery and include assigning roles and responsibility for asset management between the CEO, the Council and senior managers;

Defining Levels of Service – mechanisms should be established that include community consultation to define the levels of service councils are expected to provide from their asset base;

Data and Systems – a framework for collection of asset management data should be established;

Skills and Processes – the asset management framework should contain a continuous improvement program;

Evaluation – the asset management framework should contain a mechanism to measure its effectiveness.

Financial Planning and Reporting This focuses on local government’s financial management at both the strategic and operational levels. The framework requires the preparation of:

A long term strategic plan which includes a financial component, demonstrating how the outcomes of the plan will be funded.

An annual budget format comparable with the audited financial statements, linked to strategic objectives, which at a minimum should include:

o Estimates of revenue and expenditure o An explanation of how revenue will be applied o An explanation of the financial performance and position of the council.

Annual financial statements and annual report, which should include: o A report on council’s operations during the financial year o An explanation to the community on variations between the budget and the actual

results and how this may impact on the strategic plan o Audited financial statements for the financial year (prepared and audited in

accordance with Australian Accounting and Auditing Standards).

Criteria for Assessing Financial Sustainability The National Frameworks define a council’s long‐term financial performance and position as sustainable when planned long term services and infrastructure standards are met without unplanned increases in rates and charges, or disruptive cuts to services.

The frameworks provide a range of financial sustainability indicators. However they stress that the usefulness of indicators is not in the numbers themselves but the analysis of what is driving the indicator.

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THE NSW DEPARTMENT OF LOCAL GOVERNMENT ‐ DLG MODEL A new planning and reporting framework for NSW local government has been introduced. These reforms replace the former Management Plan and Social Plan with an integrated framework. It also includes a new requirement to prepare a long‐term Community Strategic Plan and Resourcing Strategy. The components of the new framework and how they fit together are shown in Figure 2.

Figure 2 – Local Government Planning & Reporting Framework

The recommendations provided through this Infrastructure Asset Management Plan (as prescribed under Section 403 Part 2 of the Local Government Act) feeds directly into Council’s strategy for the provision of resources required to implement the 2010‐2015 Oberon Council Management Plan (Council is transitioning its Management Plan into the Community Strategic Plan framework by 30 June 2012) and is essentially equipping Council to take a strategic approach to comply with this framework.

The Integrated Planning and Reporting project aims to improve Councils’ capacity for long‐term planning and should help them to identify their resourcing needs earlier in the planning cycle. The requirement to consider resourcing over at least a 10‐year period of the plan will help Council to take a wider view of their needs, considering not only finances, but also human resources and asset requirements. They will be able to identify the additional resources that could be raised through borrowings, rate variations or grants and will be in a better position to take maximum advantage of funding opportunities, resource sharing options and strategic alliances.

2.3 KEY STAKEHOLDERS The key stakeholders are internal custodians as well as external individuals, companies, service authorities, government authorities and community groups who have a vested interest in management of buildings and structures. The groups that have been identified as key stakeholders are set out in Table 2.

Asset Managemen

t Plans

Long Term Financial Plan

Workforce Managemen

t Plan

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Stakeholder Role

Elected Members Endorsement of the asset management policy, strategy and plans. Set high level direction through the development of asset management principles in the Community Plan.

Senior Management

Endorse the development of asset management plans and provide the resources required to complete this task. Set high level priorities for asset management development in Council and raise the awareness of this function among Council staff and contractors. Support the implementation of actions resulting from this plan and prepared to make changes to a better way of managing assets and delivering services. Support for an asset management driven budget and LTFP.

Corporate Services

Consolidating the asset register and ensuring the asset valuations are accurate. Development of supporting policies such as capitalisation and depreciation. Preparation of asset sustainability and financial reports incorporating asset depreciation in compliance with current Australian accounting standards.

Engineering

Defining customer Levels of Service for majority of the infrastructure assets. Justifying Levels of Service by a business case to Council for approval. Provide local knowledge level detail for infrastructure assets. Verifying the size, location and condition of assets. AM and GIS support and admin.

Development Defining customer Levels of Service for community use building assets. Justifying Levels of Service by a business case to Council for approval.

External Parties

Community residents & businesses; Councillors; Tourist and Visitors (as occasional users); Neighbouring Councils; Local Businesses State and Federal parliamentary members; State and Federal Authorities

Table 2 – Key Stakeholders in Asset Management at Oberon

2.4 GOALS AND OBJECTIVES OF ASSET MANAGEMENT Oberon Council exists to provide services to its community. Many of these services are provided by Council’s broad range of assets. Council has acquired these assets by ‘purchase’, by contract, construction by council staff and by donation of assets constructed by developers and others to meet increased levels of service.

Council’s assets include infrastructure like roads, footpaths, drains and parks; community buildings like parks amenities, town halls and community centres; operational buildings and plant & equipment; natural and heritage areas and some commercial properties. Generally, infrastructure and Community assets are used to enable a service or provide a service to the community; and Operational assets are utilised to administer and facilitate the operations of Council.

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Council’s goal in managing its assets is to meet the required level of service in the most cost effective manner for present and future consumers. The focus of the Infrastructure Asset Management Plan is to enable Council to:

Take a life cycle approach, o Have precise knowledge of what we own or have responsibility or legal liability for; o Record and extract information on these assets in a register down to an identifiable

level; o Report on our annual depreciations and asset consumption at an asset component

level; Develop cost‐effective management strategies for the long term,

o Understand the long term (10‐20 years) funding needs of our buildings and structures to meet our strategic expectations in both capital and maintenance expenditure;

Provide a defined level of service and monitoring performance, o Measure and monitor the condition, performance, utilisation and costs of assets

down to the managed component level and aggregate this data up to give outputs of cost and performance at the portfolio level;

o Understand and record the current levels of service in terms of responsiveness and performance;

o Understand the likely future levels of service required based on growth, demographic changes and community expectations;

Understand and meet the demands of growth through demand management and infrastructure investment,

Manage risks associated with asset failures, Sustainably use of physical resources, Continuously improve asset management practices.

o Have uniform processes across our whole organisation for the evaluation of any investment in: Renewal, upgrades and expansions of existing assets; Creation of new assets; Maintenance of existing assets; and Operational expenditure to deliver services.

This asset management plan is prepared under the direction of Council’s vision, mission and values that are set out below:

Council’s Vision: To be Simply Spectacular

Council’s Mission: As a principal organisation in the Oberon Community, expedite the population growth of the Oberon Council area to 10,000 by 2031 so that employment opportunities and industry diversification is enhanced while maintaining for the community a sense of place and ecological sustainability that is spectacular (distinctively different) in the simplest (best value) way.

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Council’s Values: Community Well‐Being ‐ We:

Strive for continuous improvement of our services for residents Support a strong sense of community spirit by encouraging people to build better networks

where they can interact socially, healthily, safely, whether through sport, recreation or cultural groups, thus encouraging the community to build the capacity to help and be proud of itself

Strive to be a growing rural community of choice for residents and visitors

Ethics and Social Justice ‐ We: Treat people fairly, with respect and have proper regards for their rights Make decisions lawfully, fairly, impartially, and in the public interest Are honest, trustworthy and reliable in our dealings Are careful, conscientious and diligent Use public resources economically and efficiently Strive to make sure that every part of our core business is accessible by and inclusive of all

community members

Best Value & Sustainability ‐ We: Provide services that are responsive to community needs, provide value for money, balance

affordability and accessibility and support opportunities for local employment growth or retention

Will capitalize on the benefits of being small and a distinctive community of interest Properly manage public assets and resources in a way that supports and balances sustainable

economic, social/community and environmental objectives including renewable energy initiatives, thus equitably providing for future generations

2.5 PLAN FRAMEWORK Key elements of this plan are

Levels of service – Specifies the services and levels of service to be provided by Council. Future demand – How technology changes as well as demographic and user demand will

impact on future service delivery and how this is to be met. Life cycle management – How Council will manage its existing and future assets to provide

the required services. Financial summary – 20‐year optimised forecast of funding to provide the required services.

A process map for preparing an asset management plan is shown in Figure 3 on the following page.

2.6 CORE AND ADVANCED ASSET MANAGEMENT This IAMP is prepared as a ‘core’ asset management plan in accordance with the International Infrastructure Management Manual, the requirements of the National Framework and the DLG mandates. It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.

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

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IS THE PLAN AFFORDABLE?

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

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

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

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

FINANCIAL FORECASTSLifecycle analysisFinancial forecast summaryValuation DepreciationFunding

IMPROVEMENT PLANAssess current/desired practicesDevelop improvement plan

ITERATIONReconsider service statementsOptions for fundingConsult with CouncilConsult with Community

DEFINE SCOPE & STRUCTURE OF PLAN

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AM PLAN REVIEW AND

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IMPLEMENT IMPROVEMENT

STRATEGY

ANNUAL PLAN / BUSINESS PLAN

INF

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Figure 3 – Process Map for preparing an Asset Management Plan (Source: IIMM Fig 1.5.1, p 1.11)

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3. LEVELS OF SERVICE Levels of Service relate to outcomes the customer receives in terms of quality, quantity, responsiveness and performance as provided by the asset.

To achieve and sustain acceptable standards of service, Council’s infrastructure assets require an annual commitment of funds. These funds provide for regular and responsive maintenance and for timely renewal or replacement of the assets. The provision of adequate financial resources ensures that the assets are appropriately managed and preserved. Maintenance and renewal funding below the levels required impacts directly on community development and if prolonged, results in substantial needs for “catch up” expenditure imposed on ratepayers in the future. Additionally, deferred renewal results in increased and escalating reactive maintenance as aged assets deteriorate at increasing rates.

In developing the levels of service as documented in this IAMP, Council has given due consideration to the strategic goals and objectives in the Management Plan 2010‐2015. This document sets out the strategic direction of Council to implement its objectives over a five year period. Council has also given due consideration to legislative requirements, Australian Standards and stakeholder expectations.

The levels of service documented in this IAMP reflect the best assumptions of current levels of service provided by Council, for the benefit of the community, in the context of Council’s financial and human resources.

3.1 CUSTOMER RESEARCH AND EXPECTATIONS Historically, Council has undertaken a limited level of formal customer research. The 2007 Report on Community Facilities did undertake extensive community research in relation to the specific issues of a multi‐purpose community centre and multi‐purpose recreational centre. That research did identify a community satisfaction level of 57% for buildings and 69% for parks and reserves.

More often, Knowledge of customer expectations has been based on community feedback via the elected representatives, requests and complaints from community groups and residents, and direct contact with council staff. While this has provided a degree of direction for Council’s actions, it is no longer sufficient in terms of adopting good contemporary asset management practices.

Council needs to investigate options for measuring, on an annual basis, community satisfaction with Council’s performance in relation to the provision and ongoing management of infrastructure assets. The most common approach adopted by other Councils is to undertake a Community Satisfaction Survey. Such a survey can also be used to gather customer expectations.

This investigation has been included in the Asset Improvement Plan set out in Section 8.

3.2 LEGISLATIVE REQUIREMENTS Council has to meet many legislative requirements including Australian and State legislation and State regulations. The significant legislation and standards are set out in Table 3. It should be noted that these legislative and statutory requirements, regulations, design specifications and standards form the general minimum levels of service for Council’s infrastructure assets. Specific technical standards and regulations apply to each asset class. These have not been listed here.

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Legislation and Standards RequirementNational Asset Management Framework Legislation 2010

Focuses on long term financial sustainability and provides a mandate to have long term strategy, financial statements and annual reporting mechanisms. AM plans are likely to be audited.

Integrated Planning and Reporting Framework, DLG NSW

Key requirements a Strategic Community Plan supported by long term finance, asset and resource plans which will be used to develop tactical and operational budgets (the Delivery Program and the Operational Plan).

Local Government Act 1993 Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.

Occupational Health and Safety Act 2000 (OH&S Act)

Aims to secure the health, safety and welfare of people at work. It lays down general requirements which must be met at places of work in New South Wales. The provisions of the Act cover every place of work in New South Wales. The Act covers self employed people as well as employees, employers, students, contractors and other visitors.

Occupational Health and Safety Regulations 2001

Outlines minimum actions to be taken to comply with OH&S Act 2000. It explains plant such as Lifts, boilers maintenance, inspection and testing and WorkCover registration requirements.

The Protection of the Environment Operations Act 1997 (POEO Act)

Is the key piece of environment protection legislation administered by Department of the Environment and Climate Change (DECC). The POEO Act enables the Government to set out explicit protection of the environment policies (PEPs) and adopt more innovative approaches to reducing pollution.

Disability Discrimination Act Sets out the responsibilities of Council and staff in dealing with access and use of public infrastructure.

Australian Accounting Standards.

Sets out the financial reporting standards relating to infrastructure assets. Standards of particular relevance to Infrastructure Assets include:

AASB 116 Property, Plant & Equipment – prescribes requirements for recognition and depreciation of property, plant and equipment assets

AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are not in excess of their recoverable amounts

AASB 1021 Depreciation of Non‐Current Assets – specifies how depreciation is to be calculated

AAS 1001 Accounting Policies – specifies the policies that Council is to have for recognition of assets and depreciation

AASB 1041 Accounting for the reduction of Non‐Current Assets – specifies the frequency and basis of calculating depreciation and revaluation basis used for assets

AAS 1015 Accounting for acquisition of assets – method of allocating the value to new assets on acquisition

Table 3 – Key Legislation and Standards applicable to Infrastructure Assets

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3.3 ASSET CATEGORIES The range of infrastructure assets that are provided and maintained by Oberon Council is set out in Table 1 on page 9. With a current total replacement value in excess of $161 million, this represents an infrastructure investment of approximately $32,000 per resident. It is critical that Council wisely manages these assets for the benefit of current and future residents as the community does not readily have the capacity for wholesale asset replacement if they are allowed to fail prematurely.

In this initial Infrastructure Asset Management Plan (IAMP), the depth of analysis will vary for each infrastructure asset category. This variation will be driven by the relative size of each category and the historical management practices applied to each category as this latter factor impacts on the breadth and depth of data currently available for analysis.

Future versions of the IAMP will extend the depth of analysis as data quality improves with the completion of the actions set out in the Asset Management Improvement Plan (refer to Section 8).

3.4 ASSET HIERARCHIES In the management of infrastructure assets, higher quality standards and quicker response times are given to the more important assets in the portfolio. Such prioritisation is an essential part of providing the expected level of service across the entire asset portfolio at the lowest total cost.

To provide rigour for prioritisation decisions, Oberon Council has developed an asset hierarchy for those asset categories where it is relevant. 3.4.1 ROADS Oberon Council classifies its road network into one of three broad classes: State, Town, and Rural. State roads are those owned and funded by the State Government. The RTA has contracted Oberon Council to undertake maintenance and, from time to time, capital works on the State roads within the Council area. The responsibility for project priorities remains with the RTA.

Town and Rural roads are Council roads that are classified by their locality. Council is responsible for the inspection, maintenance and capital works of Town and Rural roads. With the exception of a special category of Regional roads, Council is responsible for funding all works required. While Council manages Regional roads as if they were their own, these roads are State for which Council is annually given bulk funding.

This IAMP will focus on Town and Rural roads (including Regional roads) as these are the roads which Council has decision making control over.

For decision making purposes, Council applies a five‐level hierarchy to the road network as shown in Table 4. To assist in the management of the rural roads, sub‐levels are also used.

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Roads Hierarchy Level Hierarchy Sub‐level Road Classes in Level Road Length (km)1 State State State roads 51.5

2 Regional Regional Rural roads 98.7 Regional Town roads 4.3

3 Town

Town 1 Town roads 12.1Town 2 Town roads 14.3 Town 3 Town roads 2.5 Town 4 Town roads 4.1

4 Sealed Rural

Rural 1 Rural roads 149.4Rural 2 Rural roads 127.4 Rural 3 Rural roads 23.6 Rural 4 Rural roads 0.2

5 Unsealed Rural

Rural 1 Rural roads 42.1Rural 2 Rural roads 175.3 Rural 3 Rural roads 271.0 Rural 4 Rural roads 36.7Unformed Rural roads 3.7

Table 4 –Road Network Hierarchy

3.4.2 BRIDGES Oberon Council manages its bridges with a three‐level hierarchy as shown in Table 5. State roads are those owned and funded by the State Government.

Bridges Hierarchy Level No. of Bridges Financial Responsibility State 7 State government Regional 5 Oberon Council Local 26 Oberon Council

Table 5 – Bridges Hierarchy

3.4.3 FOOTPATHS Oberon Council manages its footpath and cycleway assets with a three‐level hierarchy as shown in Table 6 on page 19.

Footpath Hierarchy Level

Footpath Function Footpath Length (km)

High Frequent use footpaths such as those located in the near vicinity of shopping precincts, aged care centres, senior citizen centres, schools, hospitals, libraries, main community facilities, transport hubs

4.9

Medium Medium use footpaths such as those located in residential streets and all shared use paths in parks / open spaces

16.3

Low Low use footpaths such as those located in minor residential streets 0.0Table 6 – Footpath and Cycleway Hierarchy

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3.4.4 KERBS For the purposes of assigning a priority to its kerb assets, Oberon Council has determined that the kerb takes the same hierarchy level as the road it is situated in.

3.4.5 WATER Oberon Council provides an equal standard of service for its water supply assets. Consequently there is no requirement for a hierarchy.

3.4.6 SEWER & DRAINAGE Oberon Council provides an equal standard of service for its sewer and drainage assets. Consequently there is no requirement for a hierarchy.

3.4.7 BUILDINGS Oberon Council is investigating adopting the three‐level hierarchy shown in Table 7 to assist in the management of its building assets.

Buildings Hierarchy Level No. of Buildings Community Impact Regional 15 Entire Council region Town 47 Oberon Township Village 3 Smaller communities

Table 7 – Buildings Hierarchy

3.4.8 PARKS & RESERVES Oberon Council is investigating adopting the three‐level hierarchy shown in Table 8 to assist in the management of its parks and reserves.

Parks & Reserves Hierarchy Level No. of Parks & Reserves Community Impact Regional 13 Entire Council region Town 39 Oberon Township Village 9 Smaller communities

Table 8 – Parks and Reserves Hierarchy

3.5 LEVELS OF SERVICE Oberon Council is codifying its current short‐term and long‐term maintenance practices for its infrastructure assets into Levels of Service. Where applicable, use is made of the Hierarchy Levels to clearly establish differential Levels of Service that provide for responsive and high quality service for Council’s key assets.

Oberon Council has determined two tiers of asset levels of service (LoS) as follows: Tier 1: Strategic Levels of Service ‐ relates to provision standards, accessibility, overall satisfaction, disruption management and safety. Tier 2: Operational or Technical Levels of Service – relates to provision of day to day maintenance and repairs as well as long term renewal and upgrade needs to deliver desired outcomes.

The Tier 1 Strategic Levels of Service for roads, footpaths and bridges are set out in Table 9 and those for buildings are in Table 10. The Tier 1 Levels of Service for other categories are in the course of development and will be included in future versions of this IAMP.

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The Tier 2 Operational Levels of Service have been developed as separate documents. This facilitates their use in the field by Council’s operational staff. The Tier 2 documents are included in the Appendices of this IAMP as follows:

Road Level of Service Maintenance (Appendix 1) Footpath Level of Service Maintenance (Appendix 2) Kerb Level of Service Maintenance (Appendix 3) Sewer Service Level Manual (Appendix 4)

The Tier 2 Levels of Service for other categories are in the course of development and will be included in future versions of this IAMP.

Level of Service Performance Measure Process

Performance Target Current Performance

Well maintained and suitable transport services

No. of customer requests relating to road maintenance

< 500 per annum 520 (2009/2010)

Transport assets meet community needs

LGA Annual Customer Survey

Above state average – 6.10 (2008)

5.24 (2008)

Pram ramps at all intersections in CBD

No. of pram ramps at intersections

80% of CBD intersections have compliant pram ramps

To be determined

Road line marking is well maintained

Line marking is adequate and clearly visible

95% of all line marking in fair condition or better

To be determined

Bridges (pedestrian and vehicular) provide safe and equitable access to all parts of the district to meet community needs

No of complaints relating to bridges

< 50 per annum 15 (2009/2010)

Roads and bridges are available for public use all year round

No of road or bridge closures due to degraded asset condition

< 10 per annum 0 (2009)

Safe and reliable road network No. of injuries attributable to road condition

< 1 injury per annum 0 (2009)

Safe and reliable footpath network

No. of customer requests relating to footpath maintenance

< 100 per annum 84 (2009/2010)

Response time to customer requests

Time taken to close requests

> 80% of all requests adequately responded to within target.

To be determined

Bridge condition maintained to an acceptable level that lowers risk to users

No. of bridges with a BCN > 30

< 15 bridges 6 (2009)

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Performance Target Current Performance

Footpath condition maintained to an acceptable level

Kms of footpaths in high usage area (Hierarchy = F1) with an OCI >= 4

< 1 km 8.25 kms (2009)

Threshold levels are maintained 3 year network condition capture

Average condition is maintained at 2.5 out of 5 for pavements and surface

2.1 out of 5

Well maintained unsealed road network

No. of patrol grades per year

80% of all roads graded as per Council’s patrol grading program.

To be determined

Sealed roads free of debris and loose material

Frequency of street sweeping

80% of all roads swept as per Councils Street sweeping program

To be determined

All road signage in good condition and free from obstruction

No. of non‐conforming signs identified in audit

To be determined

Maintain roads by proactive maintenance

Percentage of maintenance undertaken as a result of proactive repairs

>70% pro‐active work value

To be determined

Table 9 – Roads, Footpaths & Bridges Strategic Levels of Service


Performance Target

Well maintained and suitable Buildings Customer complaints and requests for improvements

<200 requests / complaints per annum

Building assets meet community needs Customer satisfaction survey >60% satisfactory or better

Building assets will be accessible during normal operating business hours.

Availability excluding In the instance where a building is closed to users for reasons such as maintenance, upgrading, renewal or a Council related public event or non‐Council events and appropriate notice has be given to relevant users in accordance with Council’s public information policy.

95% Compliance.

Response time to customer requests Requests adequately responded to within target times.

> 70% of all requests.

Condition assessment of Building network every 3 years.

Building condition as measured by the Building Condition Index (BCI).

BCI no worse than an average 3 out of a possible 5.

Sustainable building assets. Renewal capital works are completed on an annual basis.

Current target is to raise funding levels to match required renewal expenditure in less than 5 years.

Table 10 – Buildings Strategic Levels of Service

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4. FUTURE DEMAND

4.1 DEMAND FORECAST Council’s fundamental role is to provide services to the community and its infrastructure assets are a means to support this. Consequently, future demand for these assets is tied to the demand for Council’s services. At its simplest, demand is tied to population growth.

The current population of the Oberon Council region is a little over 5,000 people (refer to Table 11 and Table 12 for details). In rural regions, the best that can normally be expected is small incremental growth. However Oberon Council has set a significant Mission on behalf of the community and that is to expedite a doubling of the population by 2031. Against a historical background of the Oberon population being highly mobile1, the Mission is a major challenge that demands proactive leadership from Council.

This has significant impacts for infrastructure provision over the next 20 years. While some infrastructure such as parks and buildings can be allowed to lag behind the growing population, other infrastructure such as roads, water and sewer cannot. Without this infrastructure in place, the community will not be attractive to new residents and businesses. To succeed in its Mission, Council will need to invest in infrastructure before the demand appears. This introduces the consequential problem of funding infrastructure provision before the rate‐base is developed.

This Infrastructure Asset Management Plan (IAMP) will become a critical tool in fulfilling Council’s Mission by modelling infrastructure provision and translating that into long‐term financial projections. However before the IAMP can provide those projections, broad policy direction is required on how the population growth is to be expedited. Issues such as the preferred locations for new residential and industrial areas, target age profile of new residents and budget capacity must be determined. Future revisions of this IAMP will be able to address the infrastructure demands to meet the desired population growth as the broader policy issues associated with it are decided.

Population Mix Number % Males 2,632 52% Females 2,398 48% Total population 5,030 100%

Table 11 – Oberon region population

Age Distribution Number % 20‐year Change2 Infants 0 to 4 years 301 6% Decline Children 5 to 17 years 976 19% Decline Adults 18 to 64 years 3,108 62% Decline Mature adults 65 to 84 years 577 11% Growth Senior citizens 85 years and over 69 2% Growth

Table 12 – Oberon region age distribution and projected changes over the next 20 years

1 Approximately 40% of the population of the Oberon LGA migrated in and out in the period 1996 to 2001.

2 The projected 20‐year Change is based on natural population growth and does not take population distribution changes associated with Council’s proposed population growth to 10,000 into account.

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4.2 CHANGES IN SERVICE EXPECTATIONS AND TECHNOLOGIES It is not sufficient for Council to simply expand its asset base to match the planned increasing population of the area. Account must be taken of the changing service expectations of the community and how these impact on the design, construction and maintenance of infrastructure assets. For example, while the Senior Years population is growing, the participation rate in traditional Senior Citizens Clubs is waning. Many people now have different expectations of how they will spend their “retirement years” and thus the services offered by Council need to change to reflect these shifts. By way of a further example, the community increasingly expects to see energy efficient and environmentally sustainable practices introduced into Council’s management of its assets.

The impact of changes in services expectations and of new technologies requires detailed investigation. The opportunities and challenges from these changes will be developed in future revisions of the IAMP.

4.3 DEMAND MANAGEMENT PLAN Demand for new services will be managed through a combination of retiring inefficient assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non‐asset solutions, insuring against risks and managing failures. A Demand Management Plan will be developed in a future revision of this IAMP.

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5. LIFE‐CYCLE MANAGEMENT PLAN The life‐cycle management plan details how Oberon Council plans to manage and operate the infrastructure assets at the agreed Levels of Service (defined in Section 3) while optimising life‐cycle costs.

Life‐Cycle Management is recognised by Oberon Council as an essential component of this Infrastructure Asset Management Plan (IAMP). This section of the IAMP will provide details of Oberon’s data and processes required to effectively manage, renew and upgrade the infrastructure assets. It also documents the analysis that Oberon Council undertakes regularly to predict and monitor expected future expenditures required to effectively manage the asset portfolio.

The practice of life‐cycle asset management requires the consideration of all management options and strategies as part of the asset life‐cycle from initial planning to ultimate disposal. The objective of managing the assets in this manner is to look at long‐term cost impacts (or savings) when making asset management decisions. Figure 4 provides a graphical representation of the asset lifecycle including each of the stages an asset passes through during its life.

Figure 4 – The Cycle of Asset Management

5.1 ASSET DATA 5.1.1 ASSET PORTFOLIOS The specific data describing the assets of the buildings and structures portfolio is retained in Council’s Asset Management System (myData). Table 13 on page 26 sets out the various asset categories covered by this IAMP.

5.1.2 ASSET CONDITION ASSESSMENT Condition Assessment is a technical inspection done by a competent assessor to evaluate the physical state of the asset elements and services. Council uses a range of assessors as set out in Table 14 (page 27) for this purpose. Be they staff or contractors, Council ensures each assessor has relevant training, qualifications, experience, ability and aptitude. For consistency, a common six‐level condition scoring scheme is used across all asset classes. The scheme is based industry good practice where a score of 1 indicates that an asset is in Very Good condition and a score of 5 indicates Very Poor condition. The full range of descriptors is set out in Table 15 on page 27.

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In arriving at a condition score for a particular asset, the assessor reviews the state of key elements of the asset against standardised criteria. The particular elements assessed are set out in Table 16 on page 27. Depending on the asset class and element, this review can range from being objectively based on measured parameters to being subjectively based on assessor experience and condition descriptions and photographs. Generally, complete condition assessment surveys are undertaken every 3 years for each asset class.

The majority of assessment methods that are used by Oberon Council fall at the subjective end of the range. While this is quite acceptable at this early stage of developing good asset management practice, Council will need to introduce more objective condition assessment methods to improve the quality of the data it is using for decision making. This has been identified as one of the actions set out in the Asset Management Improvement Plan in Section 8.

5.1.3 ASSET CONDITION PROFILE The results from the most recent condition assessment survey of each class of Council’s infrastructure assets are shown in the following Figure 5 to Figure 12 on pages 28 to 31. While there is considerable variation in condition profile across the different assets, it can be seen that generally Council’s infrastructure assets are in acceptable condition.

It should be noted here that asset condition is measure of how much the asset is worn or used. As such, condition does not take account how well the assets service the demands placed on them or if they have all the features expected of them. These latter two aspects of asset performance are assessed as Capacity and Functionality ratings.

Asset Category Replacement Value Quantity/Asset

Stock

Bridges $7,527,426.48 29

Structures $1,623,955.78 64

Drainage Pipes $7,465,209.73 19.2 km

Drainage Pits $1,564,102.76 766

Footpaths $2,797,473.02 21.4 km

Kerbs $3,289,569.48 33.8 km

Sealed Roads Pavement $47,766,023.60 437 km

Sealed Roads Surface $14,992,810.66 437 km

Sewerage Manholes $2,408,100.00 694

Sewerage Pipes $2,826,885.93 39.8 km

Sewerage Pumps $373,433.48 4

Unsealed Roads Pavement $43,222,240.74 529 km

Water Mains Pipe $2,914,683.11 39.0 km

Buildings and Facilities $12,474,254.75 65

Parks and Reserves $10,169,552.19 61

Total $161,415,721.71 Table 13 – Asset Categories provided and maintained by Oberon Council

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Asset Category Assessor

Roads Council Officer

Bridges Council Officer and Contractor

Footpaths Council Officer

Kerbs Council Officer

Water Council Officer

Sewer & Drainage Council Officer and Contractor

Buildings Valuation Consultant

Parks & Reserves Council Officer

Table 14 – Responsibility for Undertaking Condition Assessments

Condition Score Description

1 Very Good

2 Good

3 Fair

4 Poor

5 Very Poor

Table 15 – Condition Score Descriptors

Asset Category Elements Assessed

Roads Pavement Condition Index (PCI) Surface Condition Index (SCI)

Bridges Structural components Decking Railings

Footpaths Cracking Trip Hazards

Kerbs Displacement Water Ponding

Water Age Materials

Sewer & Drainage Age Materials Blockages

Buildings

Floor Condition Building Envelope Condition Roof Condition Floor Fit Out Condition Internal; Screens Fit Out Condition

Parks & Reserves Grass cover Tree & garden bed condition Park furniture condition

Table 16 – Asset Elements assessed to determine the Condition of Council’s assets

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Figure 5 – Distribution of Sealed Road Pavement condition across the range of Overall Condition

Scores

Figure 6 – Distribution of Sealed Road Surface condition across the range of Overall Condition

Scores

Condition 120%

Condition 227%

Condition 335%

Condition 417%

Condition 51%

Distribution of Sealed Road Pavement Condition Across Condition Scores

Condition 1 Condition 2 Condition 3 Condition 4 Condition 5

Condition 116%

Condition 237%

Condition 340%

Condition 47%

Condition 50%

Distribution of Sealed Road Surface Condition Across Condition Scores


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Figure 7 – Distribution of Unsealed Road assets across the range of Overall Condition Scores

Figure 8 – Distribution of Footpath assets across the range of Overall Condition Scores

Condition 14%

Condition 224%

Condition 365%

Condition 46%

Condition 51%

Distribution of Unsealed Roads Across Condition Scores


Condition 138%

Condition 252%

Condition 310%

Condition 40%

Condition 50%

Distribution of Footpath Assets Across Condition Scores


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Figure 9 – Distribution of Kerb assets across the range of Overall Condition Scores

Figure 10 – Distribution of Sewer Manholes across the range of Overall Condition Scores

Condition 18%

Condition 215%

Condition 377%

Condition 40%

Condition 50%

Distribution of Kerb Assets Across Condition Scores


Condition 127%

Condition 234% Condition 3

37%

Condition 42%

Condition 50%

Distribution of Sewer Manholes Across Condition Scores


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Figure 11 – Distribution of Stormwater assets across the range of Overall Condition Scores

Figure 12 – Distribution of Building assets across the range of Overall Condition Scores

5.1.4 ASSET CAPACITY ASSESSMENT Although capacity assessment of assets is undertaken on a case‐by‐case basis when needed, there has only been a limited application within Council on a whole‐of‐asset‐class basis for modelling purposes. Council has a program of upgrading its roads where they are of inadequate capacity in terms of carriageway width. Capacity scores have been applied to sealed roads on the basis set out in Table 17. The distribution of road assets based on capacity as shown in Figure 13.

Condition 19%

Condition 227%

Condition 335%

Condition 427%

Condition 52%

Distribution of Stormwater Assets Across Condition Scores


Condition 164%

Condition 233%

Condition 30%

Condition 43%

Condition 50%

Distribution of Buldings Across Condition Scores


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The importance of assessing more than just asset condition is clearly demonstrated by this example. Whereas Figure 5 and Figure 6 show that only 10% of the road pavement and 13% of the road surface is in unsatisfactory condition, Figure 13 shows that 50% of the road assets are below their nominated design width. Council will need to place a continuing emphasis on road upgrades if it intends to bring its road network up to a satisfactory capacity.

Road Capacity Score Carriageway Width

1 Equal to or greater than design standard width3

2 Less that design standard width by up to 2 metres

3 Less that design standard width by more than 2 metres

Table 17 – Basis for Assigning Capacity Scores to Road Assets

Figure 13 – Distribution of Sealed Roads based on Capacity as determined by carriageway width

The application of capacity assessment practices on a whole‐of‐asset‐class basis should be extended across all of Council’s infrastructure assets that can become subject to capacity constraints. Water, sewer, stormwater and buildings are the assets classes where this will be particularly important as Council moves to achieve the population growth target set out in its Mission. This has been identified as an improvement action in Section 8.

5.1.5 ASSET FUNCTIONALITY ASSESSMENT Although functionality assessment of assets is undertaken on a case‐by‐case basis when needed, there has not been any application within Council on a whole‐of‐asset‐class basis for modelling purposes. During the development of this IAMP, a trial application of functionality assessment has been applied to Council’s buildings. The trial looked specifically at the current levels of provision of

3 Road width standard is 11 metres for Regional, Rural 1 and Rural 2 roads and 9 metres for Rural 3 and Rural 4 roads.

Roads at Design Width or Greater

50%

Roads up to 2 metres under width

22%Roads more than 2 metres under width

28%

Distribution of Sealed Roads based on Capacity

Roads at Design Width or Greater Roads up to 2 metres under width

Roads more than 2 metres under width

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equitable access4 to buildings. Table 18 sets out the scoring regime used for the trial in which the likelihood that equitable access would be required has been assigned on the basis of the type of use that is made of the building. The results, as shown in Figure 14, are typical for most local government organisations. With large portfolios of old buildings it is rare to find high levels of compliance unless there has been substantial upgrade programs undertaken.

In terms of fulfilling its obligations under the Disability Discrimination Act, Council needs to develop a program to progressively provide equitable access in its non‐compliant buildings. The program should focus on the public assess buildings as the work here will be of greater benefit to the community. The program should endeavour to bring the building portfolio into compliance in a reasonable timeframe while at the same time recognising the finite funding capacity of Council.

The application of functionality assessment practices on a whole‐of‐asset‐class basis should be extended across all of Council’s infrastructure assets that can become subject to changes in functionality requirements. This has been identified as an improvement action in Section 8.

Functionality Score Equitable Access Status

C (or 1) Compliant.

P (or 2) Not compliant ‐ Public access building with high likelihood that equitable access will be required.

O (or 3) Not compliant ‐ Operational building with lower likelihood that equitable access will be required.

Table 18 – Basis for Assigning Functionality Scores to Building Assets

Figure 14 – Distribution of Buildings based on Functionality as determined by equitable access

compliance

4 Access complying with the requirements of the Disability Discrimination Act and the Building Code of Australia.

Compliant Buildings6%

Non‐compliant Operational Buildings46%

Non‐compliant Public Buildings

48%

Distribution of Buildings based on Equitable Access

Compliant Buildings Non‐compliant Operational Buildings Non‐compliant Public Buildings

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5.1.6 ASSET VALUATIONS The estimated value of assets as at 30 June 2010 covered by this asset management plan is detailed in Table 13 with the amounts being fair value estimates based on DLG reporting guidelines.

5.2 RISK MANAGEMENT PLAN Council has adopted a Risk Management Policy that provides for a Risk Management Program to safeguard and enhance its assets. The program covers the following areas of Council activity:

Corporate governance Legal compliance Business risks Assets Human resources Information systems Financial risk management

The Risk Management Policy requires that: The risks associated with these areas of activity will normally be identified, analysed and managed by responsible officers in each of the functional areas of Council, however some major projects or activities may require the allocation of specific resources to the risk management process. Budget considerations will necessitate the allocation of funds in order of risk priority.

Risk management planning for the delivery of asset management services is in its early stages of development. Table 19 lists the range of potential risks that may have an impact. The next stage is to identify the specific risks for Oberon Council and to document the likelihood and consequences of these risks into a Risk Management Plan. This action has been included Improvement Plan detailed in Section 8.

Type of Risk Description of Risk Community Impact Risk to the community as a consequence of delivering council services. Environmental Risk to the biophysical environment due to Council activities. Occupational Health and Safety

Risk to the employees, facility or infrastructure users and contractors due to the non‐compliance to Safety and Health standards.

Operational Risks inherent in the operation of the asset. Service Performance Risk of failure to meet expected service performance levels.

Social Risk to council from community as a reaction on asset construction, maintenance or demolition.

Political Risk due to change of political view. Statutory Infringement Risk of breaching statutory obligations by council.Technical Risk of failure of an asset on technical grounds.

Investment Risk on over‐capitalisation, under‐utilisation, opportunity costs, future obsolescence and less flexibility of assets for future use.

Financial Risk of adverse impact financially to council due to the nature of the planning and delivery of services and projects.

Table 19 – Risks associated with the delivery of Asset Management services

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5.3 ASSET MAINTENANCE PLANS Maintenance is the regular on‐going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again. Maintenance is the work that must be undertaken to achieve the intended design life of the asset. While maintenance does not extend the life of an asset, a failure to maintain will shorten the life of an asset.

Maintenance takes one of two forms: Planned: Scheduled work based on time or usage intervals or predicted work based on the

expected condition of the asset. Unplanned: On‐demand work to repair failures and other damage to the asset.

All forms of infrastructure assets require both types of maintenance however the balance between the two forms varies between asset classes. While the workloads and expenditures for Planned Maintenance is predictable each year, by its very nature the requirements for Unplanned Maintenance can only be based on historical experience.

5.3.1 ROADS MAINTENANCE Maintenance for sealed roads comprises mainly of pot hole repair, minor patching and sign replacement. While more extensive works such as resealing and major patching are often referred to as “maintenance” such works are, from an asset management perspective, capital renewal activities and thus will be discussed in Section 5.4.

As the condition of unsealed roads is quite volatile, especially under heavy traffic volumes in wet conditions, Council treats all work other than new projects on unsealed roads as maintenance.

Roads are routinely inspected for defects as set out in the Road Level of Service Maintenance manual (see Appendix 1). The inspection intervals vary between weekly for State roads down to yearly for unsealed rural roads. Inspections are also undertaking in response to complaints from the community. The need to take action is determined from the intervention levels set in the manual. Work priorities are also set in accordance with the manual based on the hierarchy of the road and the hazard presented by the defect.

5.3.2 FOOTPATH & CYCLEWAY MAINTENANCE Maintenance for footpaths and cycleways comprises mainly of grinding trip hazards and, when required, replacement of short sections of path. All work other than new projects is treated as maintenance.

Paths are routinely inspected for defects as set out in the Footpath Level of Service Maintenance manual (see Appendix 2). The inspection intervals vary between monthly for high usage paths in locations such as shopping precincts down to yearly for those in minor residential streets. Inspections are also undertaking in response to complaints from the community. The need to take action is determined from the intervention levels set in the manual. Work priorities are also set in accordance with the manual based on the hierarchy of the path.

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5.3.3 KERB MAINTENANCE Maintenance for kerbs comprises of repairing displacements that result in water ponding instead of draining away as intended. All work other than new projects is treated as maintenance.

Kerbs are routinely inspected for defects as set out in the Kerb Level of Service Maintenance manual (see Appendix 3) while the road inspections discussed in Section 5.3.1 are being conducted. The inspection intervals vary between monthly for kerbs in State roads down to every 3 months for those on Town roads. Inspections are also undertaking in response to complaints from the community. The need to take action is determined from the intervention levels set in the manual. Work priorities are also set in accordance with the manual based on the hierarchy of the path.

5.3.4 SEWER MAINTENANCE Maintenance for the sewer system comprises of clearing blockages and repairing any associated pipe damage, inspection and cleaning of pump wells, pump and treatment plant maintenance and CCTV inspections of sewer pipes. All work other than new projects is treated as maintenance.

The performance standards for sewer system maintenance are set out in Sewer Service Level manual (see Appendix 4). The response time to blockages is 2 hours. Pump wells are inspected and hosed down on a weekly basis whereas manholes are inspected every 5 years. CCTV inspection of the pipes is conducted on a cyclic program that will inspect the entire network over a 10‐year period by inspecting 10% of the network in any particular year. Other than the pumps, the manual does not address the maintenance requirements of the treatment plant.

5.3.5 WATER SUPPLY MAINTENANCE Maintenance for the water supply system comprises repairing any pipe breakages, flushing the network when required and maintenance of the treatment plant. Council is currently undertaking a program of replacing the AC (asbestos cement) water mains with PVC pipes. Although Council undertakes its water supply maintenance in accordance with internally set parameters, these have not yet been formalised into a level of service manual.

5.3.6 BUILDING MAINTENANCE Maintenance of Council’s buildings covers the usual range of activities including repairing breakages, replacing worn out items, gutter cleaning, and general painting. The responsibility for building maintenance is divided between Development who manage the community‐use buildings such as the Library and sporting pavilions and Engineering who manage the operational buildings such as treatment plant buildings.

Although Council undertakes its building maintenance in accordance with internally set parameters, these have not yet been formalised into a level of service manual.

5.3.7 PARKS & RESERVES MAINTENANCE Maintenance of Council’s parks and reserves covers the usual range of activities including grass cutting, tree pruning, garden maintenance, repair and cleaning of park furniture and shelters and keeping playing fields in usable condition. Although Council undertakes its parks and reserves maintenance in accordance with internally set parameters, these have not yet been formalised into a level of service manual.

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5.4 ASSET RENEWAL PLAN Renewal expenditure is major work which restores, rehabilitates, replaces or renews an existing asset back to its original design parameters. Effectively, renewal expenditure makes an asset new again and restarts its design life. Renewal expenditure does not contribute to increasing the capacity or functionality of an asset. This latter work is upgrade/expansion expenditure.

As discussed through Section 5.3, Oberon Council currently does not draw a clear distinction between maintenance and renewal for much of its “maintenance” activities. While up to now, this has not been a major impediment to managing its infrastructure assets, it will increasingly become an issue as Council adopts a “good practice asset management” approach.

At this early stage of Council’s asset management journey, renewal planning studies can be undertaken for the asset classes of Sealed Roads and Buildings as there is currently sufficient data to permit modelling studies to be undertaken. However before looking at those studies, it will be beneficial to look at alternative tactics that are used in renewal planning as this is the key to “good practice asset management”.

5.4.1 ASSET RENEWAL TACTICS The traditional approach to renewal planning has been to focus on assets that in Poor and Very Poor condition. While it is not immediately obvious, this can result in a higher total cost of the life of the portfolio of assets.

Figure 15 shows a typical Condition Degradation Profile for infrastructure assets where as the condition deteriorates, the rate of deterioration accelerates. With the asset starting new at Condition 1, in this example reaches Condition 2 when 15 years old, Condition 3 at 26 years and Condition 4 at 30 years. Also, for the sake of this example, we will assume the asset has a value when new of $500,000.

If we were to follow traditional practices, we would wait until the asset reaches Condition 4 and renew it for a cost around 75% of its value when new which would be $375,000. An alternative approach would be to intervene early and renew the asset at Condition 3 for a cost of around 60% of new or $300,000.

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Figure 15 – Typical Condition Degradation Profile

While the traditional practice maximises the life from the asset, this comes with a financial penalty. The first 26 years life of the asset has effectively cost $300,000 or approximately $11,500 per year. The extra 4 years of life obtained by waiting until Condition 4 has been reached has cost $75,000 or $18,750 per year. This simple example ignores maintenance costs which also increase as condition deteriorates thus adding to the benefit of early intervention.

From a life‐cycle cost perspective, early intervention results in a lower total cost of asset ownership. Good practice asset management aims to find a balance between early intervention to prevent assets deteriorating and renewal of already deteriorated assets.

5.4.2 REGIONAL ROADS RENEWAL TASK Council has the responsibility for maintaining and renewing the State owned Regional roads. Unlike the higher order State roads where Council does this work when requested by the RTA, Council receives an annual allocation for Regional roads and is responsible for deciding how it is spent.

An asset condition modelling program (myPredictor) has been used to predict the expected condition of the Regional road assets over the next 10 years. The modelling has been based on the assumption that annual allocation of $885,010 for 2011‐12 will be maintained at that level in real terms5. The

5 i.e. the allocation is increased annually by an amount equal to the increase in costs so that same amount of work can be done each year.

Condition 2 - 30% consumed



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predicted changes in average pavement condition (PCI) and average surface condition (SCI) are shown in Figure 16 below.

The rising averages indicate that the current annual allocating should be sufficient to keep the Regional roads in acceptable condition into the future. This is reinforced by a review of the distribution of the individual scores that make up the average PCI and SCI and shown in Figure 17 on page 40 and Figure 18 on page 41. These show increasing percentages of Score 1 and 2 roads and reductions in Score 4 and 5 roads.

Figure 16 – Predicted Change in Average PCI and SCI for Regional Roads

1

2

3

4

51 2 3 4 5 6 7 8 9 10

Surface Condition Pavement Condition

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Figure 17 – Projected Changes in Pavement Condition Indicator (PCI) of Regional Roads over the next 10 years

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Figure 18 – Projected Changes in Surface Condition Indicator (SCI) of Regional Roads over the next 10 years

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5.4.3 SEALED RURAL AND TOWN ROADS RENEWAL TASK Roads classified as Rural or Town roads are Council owned and Council is responsible for funding all necessary maintenance and renewal from Rate Revenue and other sources such as the Roads to Recovery program. In recent years, Council has been investing in excess of $2 million per year in renewing its sealed Rural or Town roads in order to raise the overall standard. This is now reflected in the conditions scores shown in Figure 5 on page 28 and Figure 6 on page 28 that show around 50% of the road network is in Good or Very Good condition.

Council is not able to sustain this high level of investment in its roads infrastructure without jeopardising the future health of its other assets. Commencing in 2011‐12, the planned capital budget for sealed Rural and Town roads will be $1,466,990 per year.

The asset condition modelling program (myPredictor) has been used to predict the expected condition of Council’s sealed Town and Rural road assets over the next 10 years for this new annual budget as Scenario 1. The modelling is based on Council’s current practices of:

Resealing roads when the seal has reached the end of its life provided the pavement is in good condition.

Upgrading roads that are under‐capacity (pavement width less than the desired standard) when the pavement has reached the end of its life.

The predicted changes in average pavement condition (PCI) and average surface condition (SCI) are shown by the Red lines in Figure 19 on page 43. The average condition score for the pavement starts at around 2.5 while the surface starts at around 2.4. Over the 10‐year period, the average condition of the pavement slowly deteriorates to a score of 2.7. Over the same period, the average condition of the surface initially deteriorates and then improves over the latter five years.

However, focusing on average scores for a large portfolio of assets can be deceptive. While it may be the case that all of the assets are individually rated somewhere near the average, in practice the distribution is usually considerably wider.

Figure 20 on page 44 shows the distribution of the individual scores that make up the average PCI for Scenario 1. As can be seen, although the average has declined only a little over the 10‐year period, 2.9% of the roads have deteriorated to their End‐of‐Life (red) point and the quantity of Very Poor (pink) roads has increased from 0.2% to 10.7%. The trend suggested by this scenario is that the pavement condition is deteriorating rapidly and will continue beyond the 10‐year study period thus creating an even bigger renewal problem for the future.

Figure 21 on page 45 shows the distribution of the individual scores that make up the average SCI for Scenario 1. The predicted outcome here is of a similar character to that for the pavement but far more dramatic. By the end of the 10‐year study period, 13.5% of the roads have deteriorated to their End‐of‐Life (red) point. While the quantity of Very Poor (pink) roads peaked at Year 6, the quantity has declined by Year 10 as the surface condition of these roads has failed to End‐of‐Life because insufficient funds are available for the quantity of renewal work.

Collectively these graphs indicate that planned capital budget of $1,466,990 per year is not quite enough to keep up with rate of deterioration of the older and poorer condition roads in the network. While it will take a number of years before it becomes an obvious problem, if not addressed Council will in the future have to face a number of years of significant budget increases in order to catch up.

The alternative to significant catch up budgets is to make a small increase on an ongoing basis. This has been modelled as Scenario 2 where the annual budget has been increased by $200,000 to $1,666,990 per year.

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Figure 19 – Comparison of Changes in Average PCI and SCI for Scenarios 1 and 2

Scenario 2 is shown in Figure 19 above by the Blue lines. As can be seen, the average condition of the pavement (PCI) stays closer to constant while the average condition of the road surface (SCI) has improved over the 10‐year study period.

As discussed in Section 5.4.1, different renewal tactics can produce different outcomes in the longer term. Accordingly, Scenario 2 looks at the predicted outcomes if the renewal budget is increased by $200,000 per annum or about 13%. Figure 22 on page 46 and Figure 23 on page 47 show the predicted results for this increased budget for the PCI and SCI respectively.

Comparison of Figure 23 with Figure 21 shows significant reductions in the rate that road surface conditions deteriorate with a marked reduction in the number of roads at their End‐of‐Life (red) point after 10 years. At the same time, a comparison of Figure 22 with Figure 20 shows the outcome for the road pavement has not greatly changed indicating the modelling has prioritised the additional budget to resealing roads rather than reconstructing or upgrading them.

Fine tuning of Scenario 2 to eliminate the deterioration of some roads to End‐of‐Life has been identified as an improvement action in Section 8.

1

2

3

4

51 2 3 4 5 6 7 8 9 10

Surface ‐ Scenario 1 Surface ‐ Scenario 2

Pavement ‐ Scenario 1 Pavement ‐ Scenario 2

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Figure 20 – Projected Changes in Pavement Condition Indicator (PCI) of Rural and Town Roads for Scenario 1

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Figure 21 – Projected Changes in Surface Condition Indicator (SCI) of Rural and Town Roads for Scenario 1

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Figure 22 – Projected Changes in Pavement Condition Indicator (PCI) of Rural and Town Roads for Scenario 2

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Figure 23 – Projected Changes in Surface Condition Indicator (SCI) of Rural and Town Roads for Scenario 2

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5.4.4 BUILDINGS RENEWAL TASK Buildings are complex assets that have many factors influencing how they are used and renewed. In terms of asset management practices, most buildings do not undergo a planned renewal per se. In practice, the changing use and demands on a building usually require some form of expansion or upgrade before the original asset components reach the end of their life. As a consequence, capital projects are triggered for reasons other than asset renewal.

Despite the projects being triggered for reasons other than renewal, the scope of such projects invariably include any necessary required renewal of the original asset components. Thus, without any formal renewal planning, many buildings undergo the renewal necessary to ensure their longevity.

Depending solely on expansion and upgrade projects to trigger asset renewal projects however can be a trap. Any building not requiring a growth project can end up being left to decay to the point of be unusable. Local halls and sports pavilions in small communities are susceptible to this situation.

Oberon Council, like many around Australia, does not currently have an identifiable buildings renewal program. This is not to suggest that Oberon Council is not renewing its buildings assets at required but rather to acknowledge that the renewal activities are triggered by expansion and upgrade projects. To remove the risk that some buildings will be overlooked by this practice, it is recommended in Section 8 that Oberon Council established an annual condition‐based process to ensure that renewal projects are injected into the Capital Works Program when required.

The asset condition modelling program (myPredictor) has also been used to predict the expected condition of Council’s community building assets over the next 10 years. Only one scenario has been modelled to highlight the predicted renewal task remembering that much of this work would be carried out as part of expansion and upgrade projects. Therefore not all of the projects identified by this scenario will be additional to those that would have been proposed otherwise.

Scenario 1 models the changes expected over the next 10 years for the objective of maintaining the average building condition at no worse than 3.0. In terms of intervention actions, it is based on:

Renewing any one of the building floor structure, envelope, roof or internal fit out when that item is in Poor or Very Poor condition provided the other components are in Fair condition or better.

Renewing the whole building if all of the components external components are in Poor or Very Poor condition.

The predicted changes in building floor, envelope and roof condition for Scenario 1 are shown in Figure 24, Figure 25 and Figure 26 on page 50 onwards. As can be seen, the overall condition of the buildings is kept at acceptable levels although, due to the averaging effect as was discussed in Section 5.4.2, some buildings are allowed to deteriorate into Very Poor condition. The renewal budget required to achieve this outcome is an average of $558,000 but, as will be discussed in Section 6, the amount required varies significantly from year to year.

In particular, it can be seen that this scenario allows the roof condition to fall to End‐of‐Life (red) for nearly 10% of the building assets. In terms of the model outcome, this occurs due to the restrictions of the modelling rules set out above – a roof is only renewed if it is Poor or Very Poor or if the entire building is in that condition. If the roof and only one other building component are in Poor or Very Poor condition, the model will not take any renewal action. In practice, this is unlikely to be the case and a decision would be taken for early intervention if funds are available. As Council’s experience and confidence grows with using the modelling program, a higher level of complexity can be introduced to reflect such decisions.

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As previously discussed, for building assets it is quite common for capital work to be triggered by the need to expand or upgrade the building than it is to renew a deteriorated asset. Therefore to maximise the benefits of the modelling program, it is important that the Capacity and Functionality of the building portfolio is included as input data. Council currently does not have adequate data available other than the DDA compliance assessment. The need to expand the data collected about the building portfolio is an action detailed in Section 8.

5.4.5 DEVELOPMENT OF ANNUAL RENEWAL PROGRAM As previously noted, Council’s current Capital Works planning process does not distinguish between the different forms of capital expenditure i.e.

Renewal. Upgrade / Expansion. New Works.

To undertake the forward modelling it was necessary for Council officers to estimate the current level of expenditure on renewal projects. As a consequence of the lack of readily accessible asset renewal expenditure figures, there is not a clear measure of the rate of asset renewal and how this compares with the rate of consumption.

It is critical that Council reviews its Chart of Accounts and its Capital Works planning process so that they support the separation of capital works into the different forms. Significantly, this would allow Council to set Renewal targets to ensure that asset renewal is a priority over expanding the asset portfolio.

Without clear renewal targets and programs, Council is at risk of expanding the asset portfolio beyond the community’s capacity to replace those assets when they need renewing in the future. The need to change the approach to planning capital works has been identified in the Improvement Plan detailed in Section 8.

5.5 NEW WORKS AND UPGRADE / EXPANSION PLANS New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the Council from land development. New assets add to Council’s total life‐cycle expenditure and are thus far less desirable than the renewal of existing assets unless the acquisition of new assets goes hand‐in‐hand with the disposal of existing assets.

As discussed in Section 5.4.5, Council needs to review its Capital Works planning process to incorporate the separate identification of New Works and Upgrade / Expansion works.

5.6 ASSET DISPOSAL PLAN Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. It is acknowledged that the disposal of community assets is problematic at best and highly contentious at its worst. Council’s best tactic is to put easily understood options to the community that demonstrate the impact on their Rates for each of the choices.

Disposal projects should be listed in a separate works program to ensure that they are funded and the change in overall asset value is tracked. The Disposal program should also recognise the net reduction in maintenance expenditure required as a result in the reduction of the size of the asset portfolio.

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Figure 24 – Projected Changes in Building Floor Condition for Scenario 1

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Figure 25 – Projected Changes in Building Envelope Condition for Scenario 1

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Figure 26 – Projected Changes in Building Roof Condition for Scenario 1

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6. FINANCIAL SUMMARY Council has asset performance models that are based on measured asset condition, asset life and other criteria. Long term analysis of Council’s levels of service indicates the funding requirements6 as shown in Figure 27 below. The budgets shown in Figure 27 are the sum of the individual budgets for each of the major asset categories as shown in Figure 28 to Figure 33 on pages 54 to 57.

The variability in the Desired Renewal Budget (shown in Green) derives from the varying budget required for building assets (see Figure 32). Generally infrastructure asset portfolios are comprised of a large number of individual assets. For example, each road is divided into a number of segments, each of which is treated as a separate asset. Thus when modelling future funding requirements for a large number of “small assets”, it is practical to generate outcomes based around a set annual budget.

Building asset portfolios, however, are made of a smaller number of assets that vary significantly in value and, consequently, the value of renewal projects required for different assets. So for small asset portfolios, like the building portfolio held by Oberon Council, the annual renewal budget required varies from year to year depending which particular assets are due for renewal. Over the 10‐year study period, the annual renewal budget for buildings varies from a low of $203,000 to a high of $830,000.

The performance models have been targeted to maintain the current condition of each asset portfolio for the next ten years. The Funding Gap (shown in Red) represents the difference between ‘actual council funding’ and ‘desired funding to preserve current service levels’.

Figure 27 – Overall Asset Renewal 10‐Year Actual v’s Desired Funding Profile

6 All values are in today’s dollars i.e. an inflation factor has not been applied.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21

Maintenance Current Renewal Budget

Desired Renewal Budget Funding Gap

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Overall, Council’s Capital Renewal Gap is a little under an average of $800,000 per year. To put this gap into the simplest terms, the community assets are being used up faster than they are being replaced by around $800,000 worth of assets each year.

While, with a total asset value of over $161 million, the rate of consumption is not immediately troubling, this does not mean that this is only a problem for future generations. Council’s assets are of various ages and condition. As shown in Section 5, a proportion of the assets is already at or is close to the point where renewal must be undertaken. Even this generation will be effected if the renewal funding gap remains as the proportion of assets at the end of their useful life will grow.

The challenge for Council is to find a new funding strategy that will remove the Capital Renewal Gap so as the provide infrastructure assets to the desired standards for this and future generations.

The purpose of this Infrastructure Asset Management Plan is to: Review the current status of asset management practices within Council. Highlight the issues to be addressed in order to provide the community with assets of an

appropriate standard. Identify the improvement actions required to achieve the desired outcome.

As Council’s experience and confidence grows with using the myPredictor modelling program, the models can be refined to more closely reflect Council capital works decision‐making processes. In turn, this will allow the funding models to be further refined and expanded in detail and thus enable better community consultation in relation to new funding strategies.

These actions have been included in the Asset Management Improvement Plan set out in Section 8.

Figure 28 – Roads 10‐Year Actual v’s Desired Funding Profile

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21



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Figure 29 – Footpaths 10‐Year Actual v’s Desired Funding Profile

Figure 30 – Water Supply Network 10‐Year Actual v’s Desired Funding Profile

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21



$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21



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Figure 31 – Sewer Network 10‐Year Actual v’s Desired Funding Profile

Figure 32 – Buildings 10‐Year Actual v’s Desired Funding Profile7

7 No Current Renewal Budget is shown for buildings as this expenditure is not currently separately identified by Council. Renewal works are undertaken on existing buildings as part of upgrade and expansion projects.

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21



$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21



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Figure 33 – Parks and Reserves 10‐Year Actual v’s Desired Funding Profile

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21



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7. ASSET MANAGEMENT PRACTICES

7.1 INTERACTION WITH ACCOUNTING / FINANCIAL SYSTEMS The NSW Local Government (Financial Management) Regulations 1999 requires that Council prepare and maintain all accounting records, accounts and financial statements in accordance with all relevant Australian Accounting Standards. Council has complied with the following accounting standards and guidelines as required:

AASB 116 Property, Plant & Equipment – prescribes requirements for recognition and depreciation of property, plant and equipment assets

AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are not in excess of their recoverable amounts

AASB 1021 Depreciation of Non‐Current Assets – specifies how depreciation is to be calculated

AAS 1001 Accounting Policies – specifies the policies that Council is to have for recognition of assets and depreciation

AASB 1041 Accounting for the reduction of Non‐Current Assets – specifies the frequency and basis of calculating depreciation and revaluation basis used for assets

AAS 1015 Accounting for acquisition of assets – method of allocating the value to new assets on acquisition

AAS 27 Financial reporting by Local Government

AAS 1010 Recoverable Amounts of Non‐Current Assets – specifies requirement to test the reasonableness of valuations

Council has prepared and endorsed a capitalisation and depreciation policy with schedules for capitalisation and valuation thresholds. These financial thresholds and activities have been developed to assist in determining when expenditure is capital or maintenance.8

To aid the reconciliation between actual expenditure on Capital Renewal and the desired expenditure, Council needs to review its practices related to recording expenditure so that Capital Renewal expenditure reports can be readily generated. This is identified as an improvement action in Section 8.

7.2 ASSET MANAGEMENT SYSTEMS Oberon Council’s Asset data is held in a corporate asset management system. This includes:

Asset inventory and location including mapping. Asset condition. Asset’s remaining lives and year of construction. Asset’s service potential. Asset values – replacement cost, written down value and annual depreciation. Annual capital works history. Inspection and assessment data.

Council’s commitment to asset management relies on the ability to resource information upload and data updates on regular basis. Therefore as part of the Asset Management Planning process, Council has adopted the framework shown in Figure 34 on page 59.

8 An Asset Management Policy is being drafted in parallel to the preparation of this draft IAMP. This paragraph requires review to ensure alignment with the Policy.

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Figure 34 – Information Flow Diagram for Oberon’s Corporate Asset Management System

7.3 INFORMATION FLOW REQUIREMENTS AND PROCESSES The key information flows into this Infrastructure Asset Management Plan (IAMP) are:

The asset register data on dimensions, condition, financial values, remaining useful life of the network;

The unit rates for categories of work/material; The adopted service levels and intervention levels; Projections of various factors affecting future demand for services; Correlations between maintenance, renewal and replacement, including decay models; and Data on new assets acquired by council.

The key information flows from this IAMP are: The assumed Works Program and trends; The resulting budget, valuation and depreciation projections; The useful life analysis.

These will impact the Long Term Financial Plan, Strategic Business Plan, annual budget and departmental business plans and budgets.

The asset management system holds the entire asset register for all infrastructure assets. MyData records the unit rate, economic life, decay models, remaining useful life, replacement value, annual depreciation and written down value for each and every asset in the register. MyPredictor can be utilised to generate capital works programs and selected works can be migrated to a finance system to create the work orders so that expenditure can be tracked against those jobs.

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7.4 STANDARDS AND GUIDELINES9

Council has endorsed an Asset Management Policy which prescribes how asset management is to be utilised by Council to achieve it strategic outcomes.

The principal purpose of the Asset Management Policy is to guide Council in the delivery of needs based services to the residents, businesses and visitors. It is based on a set of policy principles that relate to:

Asset Planning & Budgeting Asset Operations & Maintenance Risk Assessment & Management Asset Accounting & Costing Service Planning and associated functional requirements Information Systems Data Management

A key benefit of implementing this IAMP is the resultant ability for Council to align its resources and needs against a key set of actions to implement asset management planning techniques that can be monitored for their performance and cost effectiveness.

The IIMM provides an international best practice context to the development of asset management capability within Council.

9 Section 7.4 has been written on the presumption that Council will adopt an Asset Management Policy. A draft policy for Council consideration is being prepared in parallel with this draft IAMP.

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8. PLAN IMPROVEMENT AND MONITORING

8.1 PERFORMANCE MEASURES The effectiveness of the Infrastructure Asset Management Plan (IAMP) can be measured in the following ways:

The degree to which the required cash flows identified in this asset management plan are incorporated into Council’s long‐term financial planning process and Management Plan.

The degree to which 1‐5 year detailed works programs, budgets, business plans and organisational structures take into account the trends provided by the IAMP.

8.2 IMPROVEMENT PLAN The Asset Management Improvement Plan generated from this IAMP is shown in Table 20 on page 62.

8.3 MONITORING AND REVIEW PROCEDURES This IAMP will be reviewed during annual budget preparation and amended to recognise any changes in service levels and/or resources available to provide those services as a result of the budget decision process.

This IAMP has a life of 4 years and will be subject to ongoing review during its life.

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Action No

Action IAMP Section

Responsibility Timeline

1 Investigate options for measuring community satisfaction and expectations in relation to the management of infrastructure assets.

3.1

2 Determine if the introduction of advanced asset management practices warrants the introduction Asset Hierarchies for water, sewer and drainage assets.

3.4.5, 3.4.6

3 Adopt an appropriate Asset Hierarchy structure for building and park assets. 3.4.7, 3.4.8

4 Broad policy direction on how the doubling of the population by 2031 (as per Council Mission) is to be expedited.

4.1

5 Document condition assessment methods in an Asset Assessment Manual to provide improved objectivity and repeatability.

5.1.2

6 Document capacity assessment methods in an Asset Assessment Manual for roads, water, sewer, stormwater and buildings.

5.1.4

7 Develop a program to progressively provide equitable access in non‐compliant Council buildings in order to comply with the requirements of the Disability Discrimination Act.

5.1.5

8 Document functionality assessment methods in an Asset Assessment Manual for relevant assets. 5.1.5

9 Identify the specific risks for Oberon Council for the delivery of asset management services and document the likelihood and consequences of these risks into a Risk Management Plan

5.2

10 Document Council’s water supply maintenance practices in a Service Level manual. 5.3.5 11 Document Council’s building maintenance practices in a Service Level manual. 5.3.612 Document Council’s parks and reserves maintenance practices in a Service Level manual. 5.3.7

13 Further develop myPredictor model for sealed Rural and Town roads to eliminate roads deteriorating to End‐of‐Life.

5.4.3

14 Assess the Capacity and Functionality ratings of Council’s building assets and incorporate the additional data in the building asset prediction modelling.

5.4.4

15 Develop an annual condition‐based process to trigger building renewal projects in the Capital Works Program

5.4.4

16 Refine myPredictor models to provided improved Capital Renewal Gap analysis. 6 17 New strategies are developed for funding Capital Renewal works. 6 18 Community consultation is undertaken in relation to new funding strategies 619 Adoption of Capital Renewal expenditure recording and reporting. 7.1

Table 20 – Asset Management Improvement Plan

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REFERENCES Oberon Council – Management Plan 2010‐2015

Oberon Council – Road Level of Service Maintenance

Oberon Council – Footpath Level of Service Maintenance

Oberon Council – Kerb Level of Service Maintenance

Oberon Council – Sewer Service Level Manual

DVC, 2006, ‘Asset Investment Guidelines’, ‘Glossary’, Department for Victorian Communities, Local Government Victoria, Melbourne, http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au

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APPENDICES

APPENDIX 1: ROADS MAINTENANCE LEVELS OF SERVICE Reproduced below are the performance standards for the currently applied Levels of Service for the maintenance of roads as set out in the Oberon Council ‐ Road Level of Service Maintenance handbook. These are Tier 2 Operational Levels of Service as described in Section 3.5 on page 20.

Note 1: the Level of Service handbook includes pictures as aid to understanding the nature of each defect. These pictures have not been included in the reproduction of the performance standards.

Note 2: the Level of Service handbook may be subject to revision independently to this IAMP. The performance standards in use at any time should be confirmed by reference to the current handbook.

PROACTIVE ROAD INSPECTIONS

Road Hierarchy Road Function

1 State Roads – Roads under ownership of the RTA 2 Regional Roads 3 Sealed Rural Roads – Roads that are located outside the Township and under the control of 4 Council Streets – Roads within Oberon Township and under the control of Council 5 Unsealed Rural Roads – Roads that are located outside the Township and under the control of Council

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Roads Response Time Roads Performance Standards

Road Hierarchy Frequency Performance Indicator Performance

Indicator Target Performance Measure

Performance Measure Target

1 Refer to myData Asset Register for Road Listings

Once Every Week

Frequency of inspections – Track % of inspections

undertaken against Inspection Schedule.

100%

Condition inspection audits to ensure defects have been

identified correctly

100%


Once Every Month 100% 100%


Every 3 Months 100% 100%





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POTHOLES & DELAMINATION

Intervention Level Priority 1 Guideline Response Time Performance

Indicator Targets Hierarchy Priority 1 Priority 2

Defect exceeding 300 mm in diameter or exceeding a depth of 50 mm and < 125 mm.

Priority increases from 2 to 1 when defect within pedestrian zone or cycleway or on a bend OR >600 mm and depth > 125 mm.

1 2 days 15 days 90% 2 5 days 15 days 70% 3 5 days 30 days 70% 4 5 days 60 days 70%

5 30 days As per grading program

70%

Note: Response for Priority 1 can also include make‐safe. All times are in working days. Performance Indicator Targets measure number and quality of potholes repaired within prescribed response times.

SHOVING / FAILURES

Intervention Level Priority 1 Guideline Response Time Performance Indicator Targets Hierarchy Priority 1 Priority 2

Depression, bump, corrugation or shoving defects with a vertical displacement between 50 mm to 125 mm.

Priority increases from 2 to 1 when defect within pedestrian zone or cycleway or trafficable lane or on a bend with a vertical displacement > 125 mm.

1 2 days As per RTA Maintenance

Program 90%

2 5 days As per Council Maintenance

Program 70%


Program 70%


Program 70%

5 30 days As per grading program 70% Note: Priority 1 response times can also include make‐safe repair or provision of adequate warning signs. All times are in working days. Performance Indicator Targets measure number and quality of defects repaired within prescribed response times.

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EDGE DROP Intervention Level Priority 1 Guideline Response Time Performance

Indicator Targets Hierarchy Priority 1 Priority 2

Edge Drop defect is >= 20 m in length and depth between 50 mm to 125 mm.

Priority increases from 2 to 1 when defect is within a section where the road seal width is <6 m OR defect is >20 m in length and depth > 125 mm.

1 2 days As per RTA Maintenance

Program 90%


Program 70%


Program 70%


Program 70%

5 N/A N/A 70%Note: Priority 1 response times can also include make‐safe repair or provision of adequate warning signs. All times are in working days. Performance Indicator Targets measure number and quality of defects repaired within prescribed response times.

MATERIAL / SPILLAGE / OBJECT ON ROAD


Debris build up is likely to cause an obstacle N/A

1 1 day N/A 90% 2 1 day N/A 70%3 1 day N/A 70% 4 1 day N/A 70% 5 2 days N/A 70%

Note: All times are in working days. Performance Indicator Targets measure number and quality of defects repaired within prescribed response times.

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ROAD CROSS SECTIONAL SHAPE Intervention Level Priority 1 Guideline Response Time Performance Indicator

Targets Hierarchy Priority 1 Priority 2

Road cross section is out of shape >5 m² and <=20 m² in area

Priority increases from 2 to 1 when defect on a bend or intersection.

1 N/A N/A N/A 2 N/A N/A N/A 3 N/A N/A N/A 4 N/A N/A N/A

5 30 days As per grading

program 70%

Note: All times are in working days. Performance Indicator Targets measure number and quality of defects repaired within prescribed response times.

ROAD SIGNS


Missing sign or sign which is not reasonably visible or is beyond repair or supporting structure is beyond repair.

Priority increases from 2 to 1 when sign is a regulatory sign.

1 5 days 30 days 90% 2 5 days 30 days 90% 3 5 days 30 days 90% 4 5 days 60 days 90% 5 5 days 60 days 90%

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APPENDIX 2: FOOTPATH MAINTENANCE LEVELS OF SERVICE Reproduced below are the performance standards for the currently applied Levels of Service for the maintenance of footpaths as set out in the Oberon Council ‐ Footpath Level of Service Maintenance handbook. These are Tier 2 Operational Levels of Service as described in Section 3.5 on page 20.



PROACTIVE FOOTPATH INSPECTIONS Footpath Hierarchy Footpath Function

High (H) Frequent use footpaths such as those located in the near vicinity of shopping precincts, aged care centres, senior citizen centres, schools, hospitals, libraries, main community facilities, transport hubs

Medium (M) Medium use footpaths such as those located in residential streets and all shared use paths in parks / open spaces

Low (L) Low use footpaths such as those located in minor residential streets

NB: Footpaths include only assets which have been have been constructed in concrete, bitumen or pavers and in accordance with Council standards

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Footpath Inspection Frequency Footpath Performance Standards

Footpath Hierarchy Frequency Performance Indicator Performance



H Refer to myData Asset Register for Footpath Listings

Once Every Month

Frequency of inspections – Track % of inspections undertaken against Inspection Schedule.

100%

Condition inspection audits to ensure defects have been identified correctly

100%

M Refer to myData Asset Register for Footpath Listings

Every 3 Months

100% 100%

L Refer to myData Asset Register for Footpath Listings

Every 12 Months

100% 100%

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FOOTPATH TRIP – TRANSVERSE MINOR

Intervention Level Activity Repair HierarchyResponse Time

Performance Indicator Targets

Where observed lip is greater than 20 mm and less than 40 mm in height variation.

Grind footpath lip and/or Trim roots as required

H 10 days 90% M 30 days 90% L 120 days 90%

* Note: All times are in working days. Performance Indicator Targets measure number and quality of footpath defect repaired within prescribed response times.

FOOTPATH TRIP – TRANSVERSE MAJOR

Intervention Level Activity Repair HierarchyResponse Time*


Where observed lip is greater than 40 mm in height variation.

Replace concrete footpath slab and/or Trim roots as required

H 10 days 90% M 30 days 90%L 120 days 90%

* Note: Response time can also include make‐safe activity or warning of hazard such as fluro paint markings. All times are in working days. Performance Indicator Targets measure number and quality of footpath defect repaired within prescribed response times.

FOOTPATH TRIP – LONGITUDINAL

Intervention Level Activity Repair Hierarchy Response Time* Performance Indicator Targets

Where observed lip is greater than 60 mm in height variation.

Fill area with topsoilH 120 days 90% M 120 days 90%L 120 days 90%


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FOOTPATH TRIP



An uneven hazard within a footpath bay that is sufficient to cause a trip or fall. Height displacement exceeds 40 mm.

Replace concrete footpath slab

H 10 days 90% M 30 days 90% L 120 days 90%


FOOTPATH DEFECT – SLIPPERINESS



Footpath is slippery caused by frost/snow or caused by spillage of material on footpath, such as oil.

Clean footpath or place sand or salt.

H Within the

day 90%

M N/A 90% L N/A 90%


FOOTPATH – ENCROACHMENT



Any encroachments into the footpath corridor caused by trees, vegetation, and/or man‐made obstacles that can be a hazard to pedestrians. The footpath corridor is defined by the width of the footpath up to a height of 2.1 m.

Trim or remove encroachment

H 10 days 90% M 60 days 90%L 120 days 90%

* Note: All times are in working days. Performance Indicator Targets measure number and quality of defect repaired within prescribed response times.

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APPENDIX 3: KERB MAINTENANCE LEVELS OF SERVICE Reproduced below are the performance standards for the currently applied Levels of Service for the maintenance of road kerbing as set out in the Oberon Council ‐ Kerb Level of Service Maintenance handbook. These are Tier 2 Operational Levels of Service as described in Section 3.5 on page 20.



PROACTIVE KERB INSPECTIONS

Road Hierarchy Road Function

1 State Roads – Roads under ownership of the RTA

2 Regional Roads

3 Sealed Rural Roads – Roads that are located outside the Township and under the control of

4 Council Streets – Roads within Oberon Township and under the control of Council

5 Unsealed Rural Roads – Roads that are located outside the Township and under the control of Council

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Roads Response Time Roads Performance Standards

Road Hierarchy Frequency Performance Indicator Performance




Once Every Month

Frequency of inspections – Track % of inspections undertaken against Inspection Schedule.

100%

Condition inspection audits to ensure defects have been identified correctly

100%


Once Every Month

100% 100%


N/A N/A N/A


Every 3 Months

100% 100%


N/A N/A N/A

KERB DISPLACEMENT

Intervention Level Activity Repair Hierarchy Response Time* Performance

Indicator Targets

Kerb vertical displacement > 60 mm or horizontal displacement > 60 mm or cracked or broken bay > 50%. Maximum 3 bays per street segment ‐ More than 3 bays should be referred to Works Overseer.

Replace Kerb bays.

1 As per Capital Program 90% 2 As per Capital Program 90%3 N/A N/A 4 As per Capital Program 90% 5 N/A N/A

* Note: All times are in working days. Performance Indicator Targets measure number and quality of defects repaired within prescribed response times.

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APPENDIX 4: SEWER MAINTENANCE LEVELS OF SERVICE Reproduced below are the performance standards for the currently applied Levels of Service for the maintenance of the sewerage system as set out in the Oberon Council ‐ Sewer Service Level Manual. These are Tier 2 Operational Levels of Service as described in Section 3.5 on page 20.

Note 1: the Level of Service manual includes pictures as aid to understanding the nature of each defect. These pictures have not been included in the reproduction of the performance standards.

Note 2: the Level of Service manual may be subject to revision independently to this IAMP. The performance standards in use at any time should be confirmed by reference to the current manual.

SEWER MANHOLE – PROACTIVE INSPECTIONS

Activity Intervention Level Repair

Activities Hierarchy

Action/Response Times

Open sewer manholes and inspect for blockages, tree root infiltration and or movement of manhole or settlement of the inlet or outlet pipe

N/A N/A Main Trunk Line All other Lines

Every 5 Years Every 5 Years

SEWER MANHOLE – BLOCKAGE WORKS

Intervention Level Repair Activity Hierarchy Action/Response

Times Tree root infiltration and/or Sediment / Sludge blocking and/or Movement of manhole and/or Settlement of the inlet or outlet pipe causing blockages.

Cut and remove tree roots or clear sediment blockage or as required. Construct manhole in accordance with Council Standards.

Main Trunk Line All other Lines

1 Hour 2 Hours

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SEWER PIPE LINE – PROACTIVE INSPECTIONS

Activity Intervention Level Repair

Activities Hierarchy

Action/Response Times

Undertake proactive Closed Circuit TV (CCTV) inspections of Council’s 75 km of sewer pipes – estimated that a budget of $25,000 will be required annually to inspect 10% of the network each year.

N/A N/A Main Trunk LineRising Main Line All other Lines

N / A

SEWER PIPE LINE – MAINS BLOCKAGE WORKS


Times

Sewer pipe line blockage as reported by customer Possible causes include tree root infiltration and/or sediment / sludge blocking and/or settlement of the pipe line

Cut and remove tree roots with hydraulic root cutters or Replace broken / damaged pipe line

Main Trunk Line Rising Main Line All other Lines

2 Hours 2 Hours 2 Hours

SEWER PIPE LINE – MAINS BLOCKAGE WORKS (CCTV)


Times

Sewer pipe line blockage as identified via CCTV inspections Possible causes include tree root infiltration and/or sediment / sludge blocking and/or settlement of the pipe line


Main Trunk Line Rising Main Line All other Lines

Programmed Programmed Programmed

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SEWER PIPE LINE – JUNCTION BLOCKAGE WORKS Intervention Level Repair Activity Hierarchy Action/Response

Times

Sewer pipe house junction blockage as reported by customer Possible causes include tree root infiltration and/or sediment / sludge build up


Main Trunk Line All other Lines

2 Hours 2 Hours

SEWER PUMP WELLS – PROACTIVE INSPECTIONS


Times

N/A N/A Sewer Pump Well Weekly

SEWER PUMP WELLS – PROGRAMMED CLEANSING WORKS


Times

N/A Hosing Down Sewer Pump Well Weekly

SEWER PUMPS – PROGRAMMED ROUTINE MAINTENANCE WORKS


Times

Sewer pumps (2 pumps in each well) Check bearings & oil in two seals & replace if required.

Sewer Pump Well Yearly

Electrician to Meggar the motors to check resistance readings. If resistance readings are under 10,000 then it is possible that the insulation is broken down and motor could burn or have a short.

Replace insulation. Sewer Pump Well Yearly