Ordinary Meeting of Council
To be held on
Monday
28 August 2017
AT 6.00pm
Cnr Baylis and Morrow Streets,
Wagga Wagga NSW 2650
PO Box 20, Wagga Wagga
Phone: 1300 292 442
Fax: 02 6926 9199
Website: www.wagga.nsw.gov.au
NOTICE OF MEETING
In pursuance of the provisions of the Local Government Act, 1993 and the Regulations there under, notice is hereby given that an Ordinary Meeting of the Council of the City of Wagga Wagga will be held in the Council Chamber, Civic Centre, Corner Baylis and Morrow Streets, Wagga Wagga, on Monday 28 August 2017 at 6.00pm.
Council live streams video and audio of Council meetings. Members of the public are advised that their voice and/or image may form part of the webcast.
Mr Robert Knight
General Manager
WAGGA WAGGA CITY COUNCILLORS
Mayor Councillor Greg Conkey OAM |
Deputy Mayor Councillor Dallas Tout |
Councillor Yvonne Braid |
Councillor Paul Funnell |
Councillor Dan Hayes |
Councillor Vanessa Keenan |
Councillor Rod Kendall |
Councillor Tim Koschel |
Councillor Kerry Pascoe |
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QUORUM
The quorum for a meeting of the Council is a majority of the Councillors of the Council who hold office for the time being who are eligible to vote at the meeting.
COUNCIL MEETING ROOM
Reports submitted to the Ordinary Meeting of Council to be held on Monday 28 August 2017.
Ordinary Meeting of Council AGENDA AND BUSINESS PAPER
Monday 28 August 2017
ORDER OF BUSINESS:
CLAUSE PRECIS PAGE
PRAYER 2
ACKNOWLEDGEMENT OF COUNTRY 2
APOLOGIES 2
CONFIRMATIONS OF MINUTES
CM-1 Ordinary Council Meeting - 24 July 2017 2
DECLARATIONS OF INTEREST 2
Motions Of Which Due Notice Has Been Given
NOM-1 NOTICE OF MOTION - RED HILL ROAD - LOCAL ARTICULATED TRANSPORT 2
Reports from Staff
RP-1 Adoption of Council's Policies 2
RP-2 POL 081 Business Continuity Policy 2
RP-3 POL 001 Asset Management Policy 2
RP-4 POL 101 Legislative Compliance Policy 2
RP-5 POL 033 Weed Management Policy and Delegations 2
RP-6 POL 109 PUBLIC ART POLICY AND PUBLIC ART PLAN REVIEW 2
RP-7 POL 078 - Donations Under Section 356 of the Local Government Act 2
RP-8 Contaminated Land Management Policy 2
RP-9 Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 2
RP-10 Recreation, Open Space and Community Strategy 2
RP-11 Draft Activation Strategy 2040 2
RP-12 PROCESS OF PROCEDURAL MOTION - EN GLOBO 2
RP-13 Financial Performance Report as at 31 July 2017 2
RP-14 Juvenile Diabetes Walk - Section 356 donation 2
RP-15 Bears of Hope - Section 356 Donation 2
RP-16 Dunns Road 2
RP-17 Kincaid St - Centre of Road Parking - Review of Trial 2
RP-18 Economic Development Grants Program 2016/2017 - Final Round - Recommendations of assessment panel 2
RP-19 Closed Circuit Television (CCTV) Annual Report 2
RP-20 Response to Questions with Notice 2
RP-21 PROPOSED ROAD CLOSURE APPLICATION - HAREFIELD 2
RP-22 PROPOSED LEASE TO THE AUSTRALIAN CLAY TARGET ASSOCIATION INCORPORATED 2
RP-23 CHANGE OF LESSEE ENTITY - WAGGA WAGGA CITY COUNCIL CROWN RESERVES RESERVE TRUST LEASE - RESERVE 1037368 AT TARCUTTA (LOT 16 DP1189207) 2
RP-24 LAKE ALBERT STORMWATER HARVESTING 2
Committee Minutes
M-1 Traffic Committee Minutes and Summary - 13 July 2017 2
M-2 Floodplain Risk Management Advisory Committee Meeting - 4 July 2017 2
QUESTIONS/BUSINESS WITH NOTICE 2
Confidential Reports
CONF-1 RFT 2017/32 AIRPORT TAXIWAY UPGRADE STAGE 1 2
Confirmation of Minutes
CM-1 Ordinary Council Meeting - 24 July 2017
That the Minutes of the proceedings of the Ordinary Council Meeting held on 24 July 2017 be confirmed as a true and accurate record.
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Minutes - 24 July 2017 |
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Motions Of Which Due Notice Has Been Given
NOM-1 NOTICE OF MOTION - RED HILL ROAD - LOCAL ARTICULATED TRANSPORT
Author: Councillor Paul Funnell
Analysis: |
Notice of Motion submitted by Councillor Paul Funnell in accordance with Council’s Code of Meeting Practice. |
That Council receive a report on options to manage local articulated transport on the section of Red Hill Road between the Olympic Highway and Glenfield Road. |
Report
For a number of years there have been ongoing concerns with the methodology regarding the restrictions in place for Red Hill Road, from the Olympic highway intersection to the intersection of Glenfield Road. This problem continues to be brought up at community meetings such as Collingullie and Galore as well as ongoing numerous phone conversations with affected members of the community.
The current signage, limits traffic movements to vehicles under 15m. There is a logical historical reason for this, being that Council and the community did not want Red Hill road to end up as a quasi-city by-pass. That said, in discussions over the past three years, a number of excuses have been presented, from the structural integrity of the pavement to saying the RMS didn’t support any larger movements.
The intention of this report is to explore options that would allow traffic movements of local heavy vehicles along this section of road. By allowing such movements on a limited basis, for example, ’19.5m limit, local traffic only’, this would reduce wear and tear on other roads and infrastructure and improve safety in the city streets. There are current heavy transport traffic movements on this section of road which is limited to operators of the quarry located on Red Hill Road. All other traffic movements outside the 15m limit are forced to travel down Glenfield Road and then through residential and school zone precincts, thus creating increased unnecessary congestion and potential safety issues. This type of movement and onerous traffic management increases maintenance requirements due to the screwing of heavy-laden vehicles on city streets and roundabouts.
This report is not limited to changing the signage; this was just one potential option as an example. Other options that have been discussed could be a permit system; however, that could increase red tape for both council and the local operators. The report would be required to look at all potential management solutions and report to council for discussion and decision.
Financial Implications
N/A
Policy and Legislation
N/A
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We have leaders that represent us
Risk Management Issues for Council
No specific issues identified.
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-1
RP-1 Adoption of Council's Policies
Author: Ingrid Hensley
General Manager: Robert Knight
Analysis: |
Adopt all Council policies within 12 months of the Local Government Election. |
That Council: a adopt the list of Council policies as outlined in the body of this report b rescind the following policies: · POL 014 – Local Orders Policy · POL 027 – Support in Community Disasters Policy · POL 073 – Tree Management Policy · POL 098 – Internal Audit Policy · POL 099 – Good Governance Policy · POL 116 – Mayoral Discretionary Fund Policy c delegate authority to the General Manager to make minor amendments to policies as required (as outlined in the report) |
Key Reasons
Over the course of the past year a comprehensive review of Council’s policies has been undertaken to ensure that all policies are appropriate to the current strategic, operational and legislative environment in which Council operates.
Report
The Policies of Council express the overarching intent of Council on matters of broad significance and provide guidance for the management of those matters. These policies have a range of instigation and review mechanisms including legislative compliance, Office of Local Government directives, local requirements and good practice in the various disciplines within which Council operates. Council currently has in excess of 80 policies covering a diverse range of areas.
As indicated, over the past 12 months Council staff have undertaken an extensive and thorough review of Council policies to ensure they:
· are consistent with Council’s strategic objectives, legislation and other influences e.g. Office of Local Government directives
· seek to represent the views of Council and the community
· clearly state intended outcomes
· can be effectively implemented and administered.
As a result of the review process each policy was categorised into one of three areas:
· Those which did not require material changes i.e. were compliant, with no industry changes nor State Government directives (e.g. OLG directives)
· Those which required changes requiring public exhibition and Council adoption which have been reported to Council throughout the past 12 months
· Those which were identified as requiring rescission
A full list of Council policies is as follows:
Policy Reference |
Policy Name |
POL 001 |
Asset Management Policy |
POL 002 |
Restricted Access Vehicle Management |
POL 003 |
Works In Kind Agreement Policy |
POL 004 |
Wagga Wagga Art Gallery – Collection Management Policy |
POL 005 |
Wagga Wagga Art Gallery – Exhibition Policy |
POL 006 |
Liquid Trade Waste Policy |
POL 007 |
Visitor Access to Staff- Only Areas of Council Policy |
POL 008 |
Activities in Public Road Reserves Policy |
POL 009 |
Smoke-Free Outdoor Areas Policy |
POL 010 |
Loans to Community Organisations Policy |
POL 011 |
Signs As Remote Supervision Policy |
POL 012 |
Enforcement and Prosecution Policy |
POL 013 |
Return on Investment Council Businesses Policy |
POL 015 |
Community Facility Direction Signs Policy |
POL 016 |
Replacement of stolen kerbside collection bins Policy |
POL 019 |
External Loan Borrowings Policy |
POL 020 |
Internal Loan Borrowings Policy |
POL 021 |
Financial Reserves for future expenditures Policy |
POL 022 |
Grants and Partnership/Sponsorship provided to Council Policy |
POL 023 |
Commercial Advertising at Council Policy |
POL 024 |
Community Gardens Policy |
POL 025 |
Payment of Expenses and Provision of facilities to Councillors Policy |
POL 026 |
Use of Council Logo and Coat of Arms Policy |
POL 028 |
Plaques Policy |
POL 029 |
Wagga Wagga Asbestos Policy |
POL 033 |
Noxious Weeds Policy |
POL 036 |
Sewer Policy |
POL 037 |
Stormwater Policy |
P0L 038 |
Leasing and Licensing Policy |
POL 039 |
Wagga Wagga Cemeteries Policy |
POL 041 |
Activities on Footpath Policy |
POL 042 |
Condolences and Memorials for staff and Councillors Policy |
POL 043 |
Councillors Records Management Policy |
POL 046 |
Processing Development Applications lodged by Councillors, Staff and individuals Policy |
POL 047 |
Road and Suburb Naming Policy |
POL 049 |
Swimming Pool Safety Policy |
POL 050 |
Awnings Policy |
POL 051 |
Security Deposits Interest Payments Policy |
POL 052 |
Budget Policy |
POL 055 |
Parks Naming Policy |
POL 056 |
Unreasonable Complainant and Contact Policy |
POL 058 |
Closed Circuit Television (CCTV) Policy |
POL 060 |
Delegations Policy |
POL 061 |
Hiring a Council Community Centre or Hall Policy |
POL 063 |
Livestock Marketing Centre Quality Policy |
POL 071 |
Welcome to Wagga Wagga Signs Policy |
POL 074 |
Museum of the Riverina Collection Management Policy |
POL 075 |
Investment Policy |
POL 076 |
Executive and Leaseback Vehicles |
POL 077 |
Use of Plant and Equipment Policy |
POL 078 |
Donations Under Section 356 of the Local Government Act Policy |
POL 079 |
Risk Management Policy |
POL 080 |
Work Health and Safety Policy |
POL 083 |
Child Protection Policy |
POL 085 |
Equal Employment Opportunity Policy |
POL 086 |
Petitions Management Policy |
POL 087 |
Major Events, Festivals and Films Sponsorship Policy |
POL 088 |
Community Sharps Management Policy |
POL 089 |
Provision of information to and interaction between Councillors and Staff Policy |
POL 090 |
Media Policy |
POL 091 |
Lobbying of Councillors Policy |
POL 092 |
Events Support Policy |
POL 093 |
Subsidy for waste disposal by Charitable organisations Policy |
POL 095 |
Privacy Policy |
POL 096 |
City of Wagga Wagga Planning Agreement Policy |
POL 097 |
Public Interest Disclosure Policy |
POL 100 |
Fraud and Corruption Policy |
POL 101 |
Legislative Compliance Policy |
POL 102 |
Financial Hardship Policy |
POL 103 |
Complaints Handling Policy |
POL 107 |
Gifts and Benefits Policy |
POL 108 |
Public Access to Information Policy |
POL 109 |
Public Art Policy |
POL 110 |
Procurement and Disposal Policy |
POL 112 |
Conflicts of Interest Policy |
POL 113 |
Councillor Training and Development Policy |
POL 117 |
Appointment of Organisation, Community and Individual Citizen Members to Council Committees Policy |
(Please note that the policy reference numbers are not in consecutive order, as a result of policies being rescinded, adopted separately or in draft format).
The policies listed below are currently on public exhibition or are subject to a separate report in this business paper to be placed on public exhibition. Although these policies are in the process of amendment, it is proposed that Council adopt these policies in their current form so that the current council has reviewed and adopted all Policies within 12 months of the election. A further report in relation to the adoption of theses policies will be provided to Council at the conclusion of each exhibition and submission periods.
· POL 097 Public Interest Disclosures Policy
· POL 087 Major Events, Festivals and Films Sponsorship Policy
· POL 001 Asset Management Policy
· POL 033 Noxious Weeds Policy
· POL 078 Donations Under Section 356 of the Local Government Act Policy
· POL 101 Legislative Compliance Register Policy
· POL 109 Public Art Policy
The Business Continuity Policy (POL 081) is also subject to a separate report in this business paper and is recommended for adoption following the public exhibition.
It should also be noted that the new Draft Related Parties Disclosures Policy (POL 031) is also currently on public exhibition with a further report to be provided to Council for adoption at the conclusion of the exhibition and submissions period.
Rescission of Council Policies
As a result of the review process, six policies have been identified by the respective policy owners for rescission. The policies to be rescinded, together with the reasons for their proposed rescission, are outlined below:
POL 014 - Local Orders Policy
The review has identified a duplication of policy content with the Local Orders Policy with the Enforcement and Prosecution Policy. It is, therefore, recommended that the Local Orders Policy be rescinded by Council, as the policy scope and objective are captured within the Enforcement and Prosecution Policy (POL 012).
POL 027 - Support in Community Disasters Policy
The review of the Support in Community Disasters Policy has identified that whilst a previous requirement existed for the Policy, that requirement no longer remains and is therefore recommend that the Policy be rescinded based on the following:
· Currently Council’s Emergency Risk Management Framework has been developed in line with AS/NZS ISO 31000:2009.
· Wagga Wagga’s Local Emergency Management Committee (LEMC) has implemented a Local Emergency Management Plan (LEMP).
· Under the LEMP the LEMC address the requirements of Prevention, Planning, Response and Recovery (PPRR) for the Wagga Wagga Local Government Area.
It can also be noted that:
· When Council submitted an application for funding for the 2016 flood event, there was no requirement for Council to have a Support in Community Disasters Policy in place.
· Council have recently carried out an Emergency Management Health Check and one of the outcomes was that Council did not require a policy to be in place for supporting the community in disasters.
· The Emergency Management Health Check required the LEMC to have an LEMP in place.
POL 073 - Tree Management Policy
The review of the Tree Management Policy has identified that the contents of this policy have now been included in Councils Development Control Plan (DCP), Section 5 “Natural Resource and Landscape Management”. Due to this inclusion, the Tree Management Policy (POL 073) is no longer required as a stand-alone policy and it is recommended that it be rescinded.
POL 098 – Internal Audit Policy
The Internal Audit Policy was created in 2007 to provide a guide to Internal Audit at Council. The review benchmarked against other councils, industry and considered contemporary practices and recommends that the Internal Audit Policy be rescinded and replaced with Internal Audit Charter. This has been made in consultation with the Audit, Risk and Improvement Committee who recommends to Council that POL 098 Internal Audit Policy be rescinded and replaced by the Internal Audit Charter.
POL 099 – Good Governance Policy
The Good Governance Policy was created in 2007 to provide a guide to governance at Council at that time. Industry research and benchmarking identified that the approach to governance has evolved with the need for the policy superseded by Council’s development of a number of associated frameworks and procedures such as Good Governance, Fraud and Corruption, Risk Management, Complaints and Legislative Compliance. It is, therefore, recommended that the Good Governance Policy be rescinded.
POL 116 - Mayoral Discretionary Fund Policy
The Mayoral Discretionary Fund Policy was created in 2008 to provide the Mayor with an opportunity to provide a rapid response to requests for assistance. The policy as it stands is inconsistent with Section 356 of the Local Government Act 1993, as it’s a non-delegable function of Council except where it is part of an approved program. Donations under the Mayoral Discretionary fund should be undertaken in accordance with approved budget and programs, consistent with IP&R objectives. A separate report has been developed to amend the Donations Under Section 356 of the Local Government Act Policy (POL 078).
Given the volume of policies referred to in the above Schedule of Council Policies, they have not been printed for inclusion in this report. They are, however, accessible via Council's website (http://www.wagga.nsw.gov.au/city-of-wagga-wagga/council/policies), the Councillors' Boardpad, or by making enquiry to the General Manager. It is noted that hardcopies of regularly used policies were provided to Councillors as part of their induction manual and any major changes to those policies or the addition of new policies have been reported through Council since that time.
It is noted that in the coming months a number of policies will be required to be amended and reported to Council. This will occur as a result of legislative requirements and alignment to operational projects that are scheduled. Council policies, by their nature, are “live” documents in that they often undergo amendment as a result of Office of Local government (or other State Government) directives, legislative change or compliance requirements.
Minor Amendments to Policies
During the term of Council or between review periods, policies may require minor administrative amendments to ensure currency of policies.
Minor amendments include:
· Changes to the format of the Policy
· Changes to grammar, spelling and context
· Changes to the Policy number
· Changes to the Policy owners as a result of a change in the organisational structure
· Changes to the way the Policy is administered or implemented that do not result in financial implications or impact the community
To limit the number of policies being presented to Council for only minor amendments as indicated above, it is recommended that the General Manager be delegated authority by Council to make minor amendments given the amendments do not:
· Change the intent of the Policy
· Impact on the community
· Result in a conflict with any existing Policy
· Have legal or financial implication
Policy amendments, which cannot be described as minor in accordance with the provisions above, are considered a major amendment. Any major amendment must follow Council’s endorsed internal review and approval process and be reported to Council for consideration to be placed on public, as required and adopted by Council.
Financial Implications
N/A
Policy and Legislation
Council policies are essential to ensure transparent legal, fair and consistent decision-making across the Council. They support Council in achieving its corporate objectives and provide a critical guide for staff, Councillors and other stakeholders. In the absence of effective policies there is a greater risk of inconsistency, confusion and inefficiency.
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
No specific issues identified.
Internal / External Consultation
· Council Staff and Executive
· Corporate Review Committee
· Audit and Risk Committee where applicable
· Office of Local Government
· Policy stakeholders
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-2
RP-2 POL 081 Business Continuity Policy
Author: Ingrid Hensley
General Manager: Robert Knight
Analysis: |
Amendments to POL 081 Business Continuity Policy are presented to Council for adoption following placement on public exhibition. |
That Council: a notes that there were no submissions received during the exhibition period for POL 081 Business Continuity Policy b adopts POL 081 Business Continuity Policy |
Key Reasons
Council, at its meeting of 26 June 2017, resolved:
That Council:
a endorse the draft POL 081 Business Continuity Policy, that is to be placed on public exhibition for a period of 28 days from 27 June 2017 to 25 July 2017 and invites public submissions until 8 August 2017 on the draft Policy
b receive a further report following the exhibition and submission period:
i addressing any submissions made in respect of the proposed POL 081 Business Continuity Policy
ii proposing adoption of the Policy unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period
This Policy was placed on public exhibition for a period of 28 days. This exhibition period concluded on 25 April 2017 and submission period concluded 8 August 2017 with no submissions being received. Accordingly, it is recommended to Council that this Policy be adopted as exhibited.
Financial Implications
N/A
Policy and Legislation
POL 081 Business Continuity Policy
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
No specific issues identified.
Internal / External Consultation
N/A
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Draft POL 081 Business Continuity Policy |
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RP-3 POL 001 Asset Management Policy
Author: Tristan Kell
Director: Natalie Te Pohe
Analysis: |
Amendments to POL 001 Asset Management Policy are presented to Council for endorsement and placement on public exhibition. |
That Council: a endorse the draft POL 001 Asset Management Policy, that is to be placed on public exhibition for a period of 28 days from 29 August 2017 to 26 September 2017 and invites public submissions on the draft Policy b receive a further report following the public exhibition and submission period: i. addressing any submissions made in respect of the proposed POL 001 Asset Management Policy ii proposing adoption of the Policy unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period |
Report
The purpose of the Policy is to ensure adequate provision is made to ensure the community’s assets deliver an agreed level of service to the best of the organisation’s ability. This Policy has been reviewed in line with subject matter experts across the organisation.
The proposed changes have resulted in updates to the following:
· The references to the link between Asset Management Plan and the Community Strategic Plan, the Long Term Financial Plan, the Workforce Plan, the Delivery Program and the Operational Plan have been strengthened throughout the Policy.
· The responsibilities of Managers, the Executive and Councillors have been updated.
· The Policy has been reviewed and changes have been made to ensure the communication is as clear as possible.
To allow community feedback on the Policy, it is recommended that the draft Policy be placed on public exhibition for a period of 28 days seeking public submissions.
Financial Implications
The Council has a significant number of assets that it manages on behalf of the community.
As at 30 June 2016, the Council’s Balance Sheet reflected the following amount by asset class:
Asset Class |
$’000 |
Transport |
518,285 |
Sewer |
251,831 |
Stormwater |
203,355 |
Land |
176,867 |
Other |
81,717 |
Buildings |
79,967 |
Recreational assets |
17,840 |
Plant and Equipment |
14,087 |
TOTAL |
1,343,949 |
Council’s Long Term Financial Plan includes provision for the maintenance of Council’s assets at the current maintenance program level. Anything above the current maintenance program levels is unfunded, and would need to be approved by Council.
Policy and Legislation
POL 001 Asset Management Policy
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We are informed and involved in decision making
Outcome: Everyone in our community feels they have been heard and understood
Risk Management Issues for Council
This Policy assists in maintaining the current residual risk of the following item identified in Council’s Risk Register as this forms part of the existing controls that the Council has in place:
Item Number |
Risk Description |
Current Residual Risk |
S50 |
Lack of confidence in data and lack of implementation and integration of the Asset Management Plan with the suite of IP&R documents leading to assets not being adequately maintained and renewed and not reaching maximum useful life resulting in cost implications to the community |
High |
Internal / External Consultation
The Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”
Council officers have consulted with relevant Officers, Managers, the Corporate Review Committee, and the Executive Team in the review of this Policy.
Attachments
1⇩. |
POL001- Revised Asset Management Policy -2017 |
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RP-4 POL 101 Legislative Compliance Policy
Author: Ingrid Hensley
General Manager: Robert Knight
Analysis: |
Amendments to POL 101 Legislative Compliance Policy are presented to Council for endorsement and placement on public exhibition. |
That Council: a endorse the draft POL 101 Legislative Compliance Policy, that is to be placed on public exhibition for a period of 28 days from 29 August 2017 to 26 September 2017 and invites public submissions until 10 October 2017 on the draft Policy b receive a further report following the public exhibition and submission period: i addressing any submissions made in respect of the proposed POL 101 Legislative Compliance Policy ii proposing adoption of the Policy unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period |
Key Reasons
POL 101 Legislative Compliance Policy has been reviewed and updated in line with new Australian Standards AS ISO 19600:2015 Compliance management systems – Guidelines and the NSW Treasury Guide for Audit & Risk Committees – Compliance Management (May 2017).
The purpose of the Policy is to set out principles that aim to identify and respond to compliance breaches, promote a culture of compliance and assist Council in achieving the highest standards of governance.
The proposed changes have resulted in updates to:
· reference Council’s risk appetite in relation to compliance risk
· confirm practices against the Policy
· align the Policy to the updated Standards and Treasury Guide
To allow community feedback on the Policy, it is recommended that the Policy be placed on public exhibition for a period of 28 days with a 42 day submission period.
Financial Implications
N/A
Policy and Legislation
POL 101 Legislative Compliance Policy
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
No specific issues identified.
Internal / External Consultation
Council has consulted with the Corporate Review Committee, Executive Team and the Audit, Risk and Improvement Committee.
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Draft POL 101 Legislative Compliance Policy |
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RP-5 POL 033 Weed Management Policy and Delegations
Author: Carly Hood
Director: Janice Summerhayes
Analysis: |
The creation of the NSW Biosecurity Act 2015 and subsequent repeal of the NSW Noxious Weeds Act 1993 requires Council to amend its Noxious Weeds Policy and issue new delegations to staff who are authorised under the new legislation. |
That Council: a receive the draft POL 033 – Weed Management Policy b endorse the draft POL 033 – Weed Management Policy and place on public exhibition for a period of 28 days from 4 September 2017 to 1 October 2017 and invite public submissions on the draft Policy c receive a further report following the public exhibition period: (i) addressing any submissions made in respect of the proposed policy (ii) proposing adoption of the policy unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period. |
Report
The NSW Biosecurity Act 2015 (the Act) commenced on 1 July 2017. On commencement of the new legislation, the NSW Noxious Weeds Act 1993 was repealed and Councils as well as County Councils are thereby established as the local control authorities (LCAs) under Section 370 of the new Act.
The introduction of the NSW Biosecurity Act has triggered a review of Council’s Noxious Weeds Policy (POL 033) and requires new delegations to be issued to the General Manager and staff.
Section 371(1) of the Act prescribes the functions of LCAs in relation to weed management:
(a) the prevention, elimination, minimisation and management of the biosecurity risk posed or likely to be posed by weeds,
(b) to develop, implement, co-ordinate and review weed control programs,
(c) to inspect land in connection with its weed control functions,
(d) to keep records about the exercise of the LCA’s functions under this Act,
(e) to report to the Secretary about the exercise of the LCA’s functions under this Act.
Section 375 of the Act provides for a LCA (Wagga Wagga City Council) to delegate to any officer or employee of the LCA (in this case the General Manager) any function conferred on the LCA by the Act, or the regulations, other than this delegation.
The General Manager is then able to sub-delegate these functions to the appropriate operational staff to ensure Councils functions under the Act are carried out.
The draft Weed Management Policy (POL 033) has been amended to align with the changes to the Act and is recommended to be placed on public exhibition for comment.
Financial Implications
The proposed adjustments contained within the draft policy POL033 Weed Management Policy does not result in a change to the current operational budget for weed management.
Policy and Legislation
POL 033 Noxious Weeds Policy has been reviewed and the new draft policy POL033 Weed Management Policy is presented with this report for endorsement.
Link to Strategic Plan
The Environment
Objective: We create a sustainable environment for future generations
Outcome: We demonstrate sustainable practices
Risk Management Issues for Council
Wagga Wagga City Council needs to follow the delegation process and review of policy in order to comply with the new legislation.
Internal / External Consultation
The amendments to the policy have been workshopped with Councillors on 10th July 2017. Internal consultation has occurred with Council’s Corporate Review Committee, Council’s Executive Team and the delegations under the new Act have been discussed with Council’s Governance team.
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POL 033 - Weed Management Policy |
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RP-6 POL 109 PUBLIC ART POLICY AND PUBLIC ART PLAN REVIEW
Author: Madeleine Scully
Director: Janice Summerhayes
Analysis: |
Out of the 26 June 2017 Ordinary Council meeting resolution for the Public Art Policy POL109 and revised Enliven Public Art Plan 2017- 2021, a Councillor workshop was held on Monday 7 August 2017. Following that workshop, staff have amended both the Public Art Policy POL109 and the Enliven Plan to reflect Council’s changes to the funding allocation for public art projects. The amendments also include a reference to the Community Works Reserve Fund process. Staff are now seeking to place POL 109 and the Enliven Plan on public exhibition to seek further public feedback prior to presenting the documents to Council for adoption. A separate report will be presented to Council addressing the establishment of the Community Works Reserve Fund after Council adopts the revised Public Art Policy. |
That Council: a thank the community and key stakeholders for their input into the development of the draft Public Art Policy POL109 and revised Enliven Public Art Plan 2017- 2021 b receive the amended draft Public Art Policy POL109 and revised Enliven Public Art Plan 2017- 2021 c place the draft Public Art Policy POL109 and revised Enliven Public Art Plan 2017- 2021 on public exhibition for a period of 28 days and invite public submissions on the draft documents d receive a further report following the public exhibition period: (i) addressing any submission made in respect of the Public Art Policy POL 109 and revised Enliven Public Art Plan 2017- 2021 (ii) proposing adoption of the Public Art Policy POL109 and revised Enliven Public Art Plan 2017-2021 unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period |
Report
Council resolved on 26 June 2017:
That Council:
a continue collecting 1% of all capital works funded by GPR (excluding sewer, grants, contributions, developer contributions, pure acquisition budgets)
b the first $50,000 raised annually to go to the public art reserve
c establish a community works reserve where any funds over and above the $50,000 can be held
d report back to Council with a scoping document which includes the ability for art projects to apply for funding from this community works reserve
e amend the draft POL 109 Public Art Policy to reflect the above changes and place on public exhibition
Following the 26 June 2017 Ordinary Council meeting resolution, staff have amended both the Public Art Policy POL109 and the Enliven Plan to reflect Council’s changes in the funding allocation for public art.
Based on the resolution staff have consulted and worked with the Public Art Advisory Panel (PAAP) to determine a reduced public art schedule of works now detailed in the revised Enliven Public Art Plan 2017 – 2021.
The amendments also include a reference to the Community Works Reserve Fund process within the Public Art Policy POL109, so that art projects seeking funding outside of the public art policy parameters are aware of that opportunity.
Staff are now seeking to place the documents on public exhibition to seek further public feedback prior to presenting the documents to Council for adoption. Placing the draft documents on public exhibition provides a final opportunity for community members and key stakeholders to review both documents and to provide submissions.
At the 26 June 2017 Ordinary Council meeting it was resolved to establish a Community Works Reserve fund. A Councillor workshop was held on Monday 7 August 2017 to discuss the establishment of such a reserve and the terms of reference that the fund would operate against. Following the public exhibition period and adoption of the Public Art Policy POL109 and the revised Enliven Public Art Plan 2017-20121, a separate report will be presented to Council detailing the establishment of the Community Works Reserve Fund and its commencement date after Council adopts the revised Public Art Policy.
Financial Implications
|
2017/18 |
2018/19 |
2019/20 |
2020/21 |
Estimated Opening Reserve Balance* |
($173,283) |
($142,983) |
($112,683) |
$82,383) |
Public Art Annual Allocation |
($50,000) |
($50,000) |
($50,000) |
($50,000) |
Enliven Public Art Projects |
||||
Living Spaces |
$35,000 |
$35,000 |
$35,000 |
$35,000 |
Living Communities |
$10,000 |
$10,000 |
$10,000 |
$10,000 |
NightLights Civic Centre Projections |
$20,200 |
$20,200 |
$20,200 |
$20,200 |
BrightLights Youth Civic Centre Projections |
$10,100 |
$10,100 |
$10,100 |
$10,100 |
River Life |
$ 0 |
$0 |
$0 |
$52,083 |
Administration Fee |
$5,000 |
$5,000 |
$5,000 |
$5,000 |
Total Projects |
$80,300 |
$80,300 |
$80,300 |
$132,383 |
Estimated Closing Balance |
($142,983) |
($112,683) |
($82,383) |
$0 |
*The opening balance for 2017/18 may change with the finalisation of the audited 2017/18 financial statements
Policy and Legislation
POL 109 Public Art Policy
Link to Strategic Plan
Community Place and Identity
Objective: We are proud of where we live and our identity
Outcome: We have a strong sense of place
Risk Management Issues for Council
Without a designated public art funding stream the plan will not be able to be delivered over the 2017-21 period, and any other public art beyond that period for the City.
Internal / External Consultation
Extensive community consultation has been undertaken including data collected during the development of the Community Strategic Plan 2040, Wagga View. An online survey and a stakeholder workshop was conducted from 4 – 24 May 2017. One on one meetings with community members and Councillors occurred. Stakeholders and community members also directly phoned, mailed or emailed Council with feedback. The community consultation process overall indicated that there was a strong sense of support for public art and for Council to fund public art as part of the annual budget allocation process. Whilst the consultation aimed to gauge ideas and expectations from the community regarding public art four survey respondents out of one hundred and ten respondents were not supportive of public art in any form. The engagement report was tabled at the 26 June 2017 Ordinary Council meeting.
A further workshop with Councillors was held on Monday 7 August 2017 to determine the Community Works Reserve Fund process. Staff have consulted and worked with the PAAP to determine a revised Public Art Schedule of Works 2017-2021 as detailed in the revised Enliven Public Art Plan 2017-2021 document due to the reduction in funding towards public art.
1⇩. |
POL 109 - Public Art Policy |
|
2. |
Final - Enliven Public Art Plan 2017-2021 - Provided under separate cover |
|
RP-7 POL 078 - Donations Under Section 356 of the Local Government Act
Author: Scott Gray
General Manager: Robert Knight
PLEASE NOTE A LATE REPORT ON THIS MATTER IS TO BE FINALISED FOR INCLUSION AT THE 28 AUGUST 2017 ORDINARY COUNCIL MEETING. |
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-8
RP-8 Contaminated Land Management Policy
Author: Crystal Golden
Director: Natalie Te Pohe
Analysis: |
This report provides Council with the Contaminated Land Management Policy for adoption after the public exhibition period. |
That Council: a notes that there were no submissions received during the exhibition period for the draft Contaminated Land Management Policy b adopts the Contaminated Land Management Policy |
Report
Effective management of contaminated land is necessary in the context of managing the risk of harm that land contamination potentially poses to human health and the environment.
The Riverina and Murray Regional Organisation of Councils (RAMROC) and the Riverina Eastern Regional Organisation of Councils (REROC) made a joint application to the Regional Capacity Building Program, under the Contaminated Land Management Program administered by the NSW Environment Protection Authority (EPA) as funded by the NSW Environment Trust.
A project was established utilising this funding to provide capacity and assistance for the management of contaminated sites in regional and rural NSW. The objectives of the program are:
· To improve the management of non-regulated contaminated sites in regional areas of NSW
· To improve access to contaminated site expertise and increase the technical capacity of local government in regional areas
Wagga Wagga City Council is the EPA’s main partner in preventing and dealing with legacy contamination. The appropriate management of contaminated land is critical to maintaining a healthy environment and healthy community. Whilst the EPA already supports a number of initiatives to develop skills, there are still resource gaps due to resourcing and knowledge limitations, particularly for small regional councils, in providing informed responses to land contamination issues.
Councils are planning and consent authorities and are thereby expected, in relation to the management of contamination, to act in “good faith” in accordance with the requirements of the CLM Act. “Good faith” provisions also extend to the subordinate State Environmental Planning Policy No. 55 – Remediation of Land (SEPP 55), and its planning guideline.
Councils have responsibilities under the Environmental Planning and Assessment Act (EP&A Act) in regard to the early identification of contaminated sites, the consideration of land contamination issues in planning functions, data and information management regarding land contamination and informing the public on contamination matters (e.g. Section 149 planning certificates).
Under the CLM Act, the EPA regulates contaminated sites where the contamination is significant enough to warrant regulation. Contaminated sites that are not regulated by the EPA are managed by local councils through the land use planning processes.
The Policy outlines the requirements relating to the use and/or development of land that is or may be contaminated. The Policy has been developed in accordance with the provisions of the CLM Act, SEPP 55 and the Managing Land Contamination – Planning Guidelines. The Policy will ensure that change of land use, or new development proposals will not increase the risk to human health or the environment, will avoid inappropriate restrictions on land use and provide information to support decision-making and to inform the community.
The Policy, upon adoption, will replace the following internal operating processes:
· SCS.SP.68 Management of Contaminated or potentially contaminated land in the Wagga Wagga Local Government Area
· SCS.DA.26 Update of Contaminated Land Register
The adoption of a Contaminated Land Management Policy including procedures will facilitate effective management of contaminated land and management of the risk of harm to human health and the environment.
As part of the Policy, the contaminated land register will be updated to ensure information contained within the register for the 695 potential items is accurate. Once the information contained within the register is checked for accuracy, there is potential to make the register publicly available.
The draft Contaminated Land Management Policy and Procedure was placed on public exhibition from 1 July 2017 with submissions being received until 8 August 2017. During this time, no submissions were received.
It is recommended that the Contaminated Land Management Policy be adopted as exhibited.
Financial Implications
N/A
Policy and Legislation
· Environmental Planning and Assessment Act 1979
· Environmental Planning and Assessment Regulations 2000
· Contaminated Land Management Act 1997
Link to Strategic Plan
The Environment
Objective: We create a sustainable environment for future generations
Outcome: We demonstrate sustainable practices
Risk Management Issues for Council
Council’s Risk Register includes the following item:
Item Number |
Risk Description |
Current Residual Risk |
E55 |
Contaminated land controlled by Council not identified in existing Contaminated Land Register |
High |
The relevant controls outlined in the risk register associated with the above risk includes:
· Contaminated Land Register
· Complying with legislation
The Risk Register also included further actions required to mitigate risk that include:
· Continued monitoring
The adoption of the Contaminated Land Management Policy that incorporates procedures ensures that there is a consistent process applied, and in effect, provides an additional control to mitigate the risk.
The adoption of the Contaminated Land Management Policy will ensure the effective management of contaminated land in the context of managing the risk of harm that land contamination poses to human health and the environment.
Internal / External Consultation
The Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”
The production of the Policy was administered by the RAMROC and REROC with an Executive Committee that oversaw its development and a Contaminated Land Working Group for which Wagga Wagga City Council was part of this group.
Internal consultation has been undertaken with the Environment and Development Services Divisions along with being presented to the Corporate Review Committee for feedback.
A Councillor workshop was held on 5 June 2017 with the following Councillors in attendance:
· Cr Greg Conkey OAM (Mayor)
· Cr Dallas Tout (Deputy Mayor)
· Cr Yvonne Braid
· Cr Dan Hayes
· Cr Tim Koschel
· Cr Kerry Pascoe
External consultation was undertaken as part of a 28-day exhibition period with comments accepted for a period of 42 days.
1. |
Contaminated Land Management Policy - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-9
RP-9 Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040
Author: Tristan Kell
Director: Natalie Te Pohe
Analysis: |
After consideration of the significant community engagement process and the public submissions received, the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 is presented to Council for adoption. |
That Council: a notes that the community engagement process and public submissions received have been utilised to develop the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 b thanks the community and key stakeholders for their input into the development of the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 c adopts the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 d approves an additional $250,000 for 2017/18 to be allocated from the Fit for the Future Reserve for those items identified to commence in Year 1 of the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040. |
Report
The development of the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 (WWITS 2040) has been a significant journey for the community and Council as a whole. There has been a substantial amount of community engagement throughout the process, which has been invaluable in developing the final document.
The final WWITS 2040 document is a blueprint for transport in Wagga Wagga that reflects the needs and expectations for the community, leaving a legacy for future planning and projects with the goal of creating an active, safe, healthy and vibrant city that enhances Wagga Wagga’s position as a leading regional city.
The document is integral to the development of the Recreation and Open Space Strategy and the Activation Strategy (formerly known as the Residential Strategy), which are also being considered by the Council at this meeting for public exhibition.
Each of these strategy documents will inform Council’s Development Control Plan and Local Environmental Plan and Contribution Plans, which are critical to the future of the Wagga Wagga Local Government Area.
Financial Implications
Development of the WWITS 2040 has a $248,000 budget allocated for technical and independent reports, summary documents and costs associated with the consultation processes.
Costs incurred to 30 June 2017 totalled $239,981.55, and with minimal final costs incurred in 2017/18, there is an estimated saving of approximately $8,018.45 for the overall project.
The items contained within WWITS 2040 that are intended to commence in Year 1 include the following:
Item No. |
Description |
Cost |
Funded Amount |
Funds Required |
ILU3.3 |
Initiate detailed design plans for Farrer Road improvement |
$126,354 |
$126,354 |
Nil |
ILU3.4 |
Review layouts of key routes and intersections in the northern growth area |
$30,000 |
Nil |
$30,000 |
ILU4.1 |
Prepare a CBD structure plan |
$200,000 |
$100,000 |
$100,000 |
ILU4.2 |
Investigate streets within CBD area for “road diets” |
$35,000 |
Nil |
$35,000 |
ILU4.3 |
Review operation / design of roundabouts within the CBD area |
$25,000 |
Nil |
$25,000 |
RN4.3 |
Investigate streets within urban areas for “road diets” |
$40,000 |
Nil |
$40,000 |
AT5.3 |
Implement programs to encourage cycling and walking for specific user groups |
$20,000 |
Nil |
$20,000 |
TOTAL |
|
$476,354 |
$226,354 |
$250,000 |
In order for WWITS 2040 to commence successfully, it is paramount that the Year 1 amounts are incorporated into the 2017/18 budget with the funds are sourced from the Fit for the Future Reserve.
Policy and Legislation
Wagga View: Community Strategic Plan 2040
Development Contributions Plans (Section 94, 94A and 64)
Planning Agreements Policy 2006
Wagga Wagga Local Environmental Plan 2010
Wagga Wagga Development Control Plan 2010
Wagga Wagga Spatial Plan 2013-2043
Link to Strategic Plan
Growing Economy
Objective: We are a Regional Capital
Outcome: We have complete and accessible transport networks, building infrastructure, improving road travel reliability, ensure on-time running for public transport
Risk Management Issues for Council
Council’s Risk Register includes the following item:
Item Number |
Risk Description |
Current Residual Risk |
CR41 |
Planning strategies not resourced and developed in a timely manner leading to delayed or inappropriate (ad hoc) development, out of sync development and poor provision of infrastructure and poor reputation for Council, and poor community, liveability and environmental outcomes |
High |
The relevant control outlined in the risk register associated with the above risk includes:
· 2008 Transport Strategy
The Risk Register also included further actions required to mitigate risk that include:
· Complete the Integrated Transport Strategy
· Conduct community engagement as part of the Strategies identified
· Undertake Masterplanning
The finalisation of the WWITS 2040 and inclusion of a budget allocation for the Year 1 items assists to further mitigate the risk associated with item CR41 outlined above.
While there may be a perception that some community feedback has not been considered if it has not been expressly included in the WWITS 2040, it should be noted that not all submissions supported the same outcome. The WWITS 2040 that has been presented has taken into account the majority views where possible.
Internal / External Consultation
The Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”
Given the significance of the WWITS 2040, the Council is ‘involving’ the community in its development, which is outlined in the Community Engagement Strategy in the IAP2’s Public Participation Spectrum as follows:
INVOLVE |
|
Public Participation Goal |
To work directly with the public throughout the process to ensure that public issues and concerns are consistently understood and considered. |
Promise to the Public |
We will work with you to ensure that your concerns and issues are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision. |
Example Tools |
· Workshops · Deliberate polling |
The City Strategy Division has undertaken both individual meetings as well as holding numerous workshops with Councillors during the development of this document, with the following in attendance:
20 December 2016 |
· Cr Greg Conkey OAM (Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Tim Koschel · Cr Kerry Pascoe |
13 February 2017 |
· Cr Greg Conkey OAM (Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Paul Funnell · Cr Rod Kendall · Cr Tim Koschel · Cr Kerry Pascoe |
3 April 2017 |
· Cr Greg Conkey OAM (Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Kerry Pascoe · Cr Paul Funnell |
18 April 2017 |
· Cr Greg Conkey OAM (Mayor) · Cr Dallas Tout (Deputy Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Tim Koschel · Cr Kerry Pascoe · Cr Paul Funnell |
8 May 2017 |
· Cr Greg Conkey OAM (Mayor) · Cr Dallas Tout (Deputy Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Rod Kendall · Cr Kerry Pascoe |
Extensive public consultation has occurred to inform the WWITS 2040 with community engagement to date including the following:
· Community Engagement
o Stakeholders Visioning Workshop – November 2015
o Speak Out – December 2015
o Survey and Interactive Mapping – January 2016
· Technical Report – March 2016
· Moving Forward Together: What Matters to You? – March / April 2016
· Active Travel Plan: Cycling – September 2016
· Peer Review and Summary of Findings on the independent technical report – February 2017
· A key stakeholder briefing regarding the Peer Review report occurred on 14 February 2017
· Five key stakeholder workshops were held over 22 and 23 March 2017
· 90 submissions were received relating to the independent technical report and peer review documents including 271 suggestions
· A public petition with 1332 signatures was received from Ronda Lampe titled “This petition is against the acceptance of the Integrated Transport Report to Wagga Wagga City Council but we do need an extension to the Gobbagombalin Bridge within the next 10 years”.
During the exhibition period from the 23 May to 30 June 2017, 58 submissions were received – 37 through the Your Say website and 22 letters/emails. Of the 58 submissions, 83 topics were raised. Below is a breakdown of the topics addressed:
· 59% Bypass (28 against southern bypass, 17 for northern bypass, 2 support southern bypass, 2 support any bypass)
· 11% support active travel (6 support cycle ways, 3 support footpaths)
· 7% CBD Parking (6 suggestions for CBD parking options)
· 4% Against the report and process (3 general complaints)
· 4% Northern Growth Area (3 suggestions for inclusion)
· Additional topics that received a single submission include; health precinct, general support, Sturt Highway upgrades, Kincaid Street parking, public transport, bus stops, caravan parking, Olympic Highway upgrades, Glenfield Road, Gobbagombalin Bridge, lack of connection to Forest Hill.
The majority of complaints made against the southern bypass where directly related to the bypass passing through their property. Individual letters were sent to residents in July 2017 to indicate that the WWITS 2040 was not proposing a route for a southern heavy vehicle bypass, but that it was seeking an investigation into an alternate vehicle route from the Sturt Highway to the Olympic Highway. Council further indicated that the NSW Government would lead any investigation into an alternate vehicle route but that Council would ensure that we play a key role as an important stakeholder and that it involves consultation with the community.
The City Strategy Division has also met with Industry and State Government Agencies whereby positive feedback has been received.
1. |
Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-10
RP-10 Recreation, Open Space and Community Strategy
Author: Ben Creighton
Director: Natalie Te Pohe
Analysis: |
Following extensive community and stakeholder engagement, staff have prepared a draft Recreation Open Space and Community Strategy to provide strategic direction for the planning, development, management and use of community spaces over the next 20 years.
Staff are now seeking to place the document on public exhibition to seek further public feedback prior to presenting the document to Council for adoption. |
That Council: a thanks the community and key stakeholders for their input into the development of the draft Recreation, Open Space and Community Strategy b receives the draft Recreation, Open Space and Community Strategy c places the draft Recreation, Open Space and Community Strategy on public exhibition for a period of 28 days from 29 August to 26 September 2017, and invite public submissions on the draft document d receives a further report following the public exhibition period: (i) addressing any submission made in respect of the proposed Recreation, Open Space and Community Strategy (ii) proposing adoption of the Recreation, Open Space and Community Strategy unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period |
Key Reasons
Placing the draft Recreation, Open Space and Community Strategy (ROSC) on public exhibition provides a final opportunity for community members and key stakeholders to review the strategy and implementation plans and to provide submissions.
This process will allow for consideration of the submissions received ensuring that Council is provided with a clear direction prior to consideration of the final ROSC.
The final ROSC document is a blueprint for the planning, development, management and use of community spaces over the next 20 years and reflects the needs and expectations as identified by the community.
The strategy has been prepared in conjunction with other integral strategies including Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 (WWITS 2040) and the draft Wagga Wagga Activation Strategy 2040.
Each of these strategy documents will inform Council’s Development Control Plan and Local Environmental Plan, which are critical to the future of Wagga Wagga; along with assisting with the review of Section 94 Projects to be incorporated into the Contributions Plans. These documents are all currently under review, however will be aligned with all other strategic documents and the Long Term Financial Plan.
Financial Implications
The total estimated cost of implementing the identified outcomes of the strategy would be approximately $96 Million.
Projects identified within the strategy and implementation plans are NOT to be considered in isolation of detailed project planning. All identified projects and actions will require a detailed business case to confirm project feasibility, project cost estimates and allow for their consideration against all other Council priorities.
It is important to note that the adoption of this strategy is not approving dedicated budgets for the projects listed within the strategy. As mentioned above, detailed business cases will be undertaken to confirm each project’s feasibility. If the project is seen as feasible and if Council officers are recommending for a budget allocation to be included in Council’s Long Term Financial Plan, this will be reported to Council in a subsequent report.
Policy and Legislation
While not policy or legislation, the following strategies are relevant:
· Recreation and Open Space Strategy 2005-2015
· Playground Strategy 2016-2036
· Draft Integrated Transport Strategy and Implementation Plan 2040
· Public Art Plan
· Draft Activation Strategy
· Development Control Plan
· Local Environment Plan
· Disability Inclusion Plan
The Community Engagement Strategy is also relevant; particularly the IAP2 Spectrum of how the community should be engaged in this process is relevant to this next public exhibition stage.
Link to Strategic Plan
Safe and Healthy Community
Objective: We promote a healthy lifestyle
Outcome: We promote participation across a variety of sports and recreation
Risk Management Issues for Council
Council’s Risk Register includes the following items:
Item Number |
Risk Description |
Current Residual Risk |
CR41 |
Planning strategies not resourced and developed in a timely manner leading to delayed or inappropriate (ad hoc) development, out of sync development and poor provision of infrastructure and poor reputation for Council, and poor community, liveability and environmental outcomes |
High |
CR43 |
Council’s inability to maintain, renew and upgrade existing infrastructure at appropriate levels which could lead to accelerated decline in infrastructure condition or possibly catastrophic infrastructure failure |
Extreme |
The relevant control outlined in the risk register associated with the above risk include:
· Recreation and Open Space Strategy (CR41)
The Risk Register also included further actions required to mitigate risk that include:
· Complete the Recreation, Open Space and Community Facility Strategy (CR41)
· Conduct community engagement as part of the Strategies identified (CR41)
· Undertake Masterplanning (CR41)
· Improve integration of Asset Management Plans, Strategic Plans and the LTFP (CR43)
· Improved strategic planning (CR43)
The development of a revised Recreation, Open Space and Community Strategy therefore assists to further mitigate the risk associated with both items outlined above.
By placing the ROSC on public exhibition, the community and industry can have additional input into the final strategy document. Given the amount of community feedback to date, one of the risks may include the perception that some community feedback has not been considered if it has not been expressly included in the draft strategy. While not all feedback supported the same outcomes, the draft strategy has taken into account the majority views where possible.
Internal / External Consultation
The Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”
Given the significance of the ROSC document, the Council is ‘involving’ the community in their development which is outlined in the Community Engagement Strategy in the IAP2’s Public Participation Spectrum as follows:
INVOLVE |
|
Public Participation Goal |
To work directly with the public throughout the process to ensure that public issues and concerns are consistently understood and considered. |
Promise to the Public |
We will work with you to ensure that your concerns and issues are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision. |
Example Tools |
· Workshops · Deliberate polling |
The City Strategy Division has undertaken both individual meetings as well as holding with workshops with Councillors during the development of this document, with the following in attendance:
20 March 2017 Progress Update on Strategic Planning |
· Cr Greg Conkey OAM (Mayor) · Cr Dallas Tout (Deputy Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Tim Koschel · Cr Kerry Pascoe |
13 June 2017 Recreation, Open Space and Community Strategy |
· Cr Greg Conkey OAM (Mayor) · Cr Dallas Tout (Deputy Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Kerry Pascoe |
Other consultation and engagement has occurred through the following mechanisms:
· Community Strategic Plan – 3000+ submissions
· Suburb and village consultations
· Industry and stakeholder consultations
· Wagga View rural area questionnaire
· Councillor sessions (one-on-one)
· State Government department consultations
· Attendance at markets and festivals
· Disability Inclusion Forum
· Online survey
· Stakeholder workshops held on 7, 8 and 9 August 2017
· A workshop with school children was held on 11 August 2017
1. |
Draft Recreation, Open Space and Community Strategy - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-11
RP-11 Draft Activation Strategy 2040
Author: Tristan Kell
Director: Natalie Te Pohe
Analysis: |
Staff have prepared a draft Wagga Wagga Activation Strategy 2040 in response to the development of the Wagga Wagga Spatial Plan. Feedback received during the development of the Spatial Plan and the Community Strategic Plan - Wagga View 2040, along with all other community engagement sessions has been incorporated and staff now seek to place the document on public exhibition to seek further feedback prior to presenting the document to Council for adoption. |
That Council: a receives the draft Wagga Wagga Activation Strategy 2040 b places the draft Wagga Wagga Activation Strategy 2040 on public exhibition for a minimum of 28 days from 1 September to 28 September and invite public submissions on the draft strategy c receive a further report following the public exhibition period: i addressing any submission made in respect of the draft Wagga Wagga Activation Strategy 2040 ii proposing adoption of the Wagga Wagga Activation Strategy 2040 unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period |
Report
Placing the draft Wagga Wagga Activation Strategy 2040 on public exhibition provides a final opportunity for community members, including businesses, developers and landowners to review the strategy and to provide submissions.
This process will allow for consideration of the submissions received ensuring that Council is provided with a clear direction prior to consideration of the final strategy.
The draft strategy will provide the city a blue print to accommodate an additional 20,000 people by 2040. Providing direction for residential growth and building upon our existing built and natural environment.
This new approach will:
· promote healthy choices through the provision of increased density the central business district
· promote improved connectivity with surrounding neighbourhoods, villages and rural areas
· encourage infill development in connected and accessible locations
· protect and improve our natural ecological systems
· preserve our heritage and cultural values
· ensure that urban release areas promote liveability and sustainable outcomes
· preserve key agricultural areas and sustainable growth of rural communities
While this document was formerly intended to be a Residential Strategy, a Rural Strategy and a Village Strategy, the community’s guiding principles of thriving, connected, innovation and inclusive were seriously considered when developing this strategy. Hence, the change in name in a conscious effort to demonstrate that Council is assisting to drive activation across all areas of the local government area within one key document. The title itself forms a strategic statement that demonstrates Council is aligning not only with the community’s principles, but also to the strategic statements that are required within the context of the NSW Planning Framework.
The strategy has been prepared in conjunction with other integral strategies including Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040 and draft Recreation, Open Space and Community Strategy.
Each of these strategy documents will inform the Council’s Development Control Plan and Local Environmental Plan which are critical to the future of Wagga Wagga. It will also assist with a review of Section 94 Projects to be incorporated into the Contributions Plans; these documents are all currently under review, however will be aligned with the strategic documents and the Long Term Financial Plan.
To allow community feedback on the Strategy, it is recommended that the Strategy be placed on public exhibition for a period of 28 days with the public invited to provide submissions during this time.
Financial Implications
Adoption of the final Wagga Wagga Activation Strategy 2040 will require resources to implement actions identified in the strategy however, these will be identified during the 2018/19 budget process.
Policy and Legislation
Environmental Planning and Assessment Act 1979.
While not policy or legislation, the following strategies and plans are relevant:
· Riverina Murray Regional Plan
· Development Control Plan
· Local Environment Plan
· Spatial Plan
· Draft Integrated Transport Strategy and Implementation Plan 2040
· Draft Recreation, Open Space and Community Strategy
· Public Art Plan
· Disability Inclusion Plan
· Airport Master Plan
· LMC Strategic Master Plan
· Bomen Strategic Master Plan
· Riverside Strategic Master Plan
The Community Engagement Strategy is also relevant; particularly the IAP2 Spectrum of how the community should be engaged in this process is relevant to this next public exhibition stage.
Link to Strategic Plan
The Environment
Objective: We plan for the growth of the city
Outcome: We have sustainable urban development
Risk Management Issues for Council
Council’s Risk Register includes the following items that are relevant to the Wagga Wagga Activation Strategy 2040:
Item Number |
Risk Description |
Current Residual Risk |
F3 |
Developer levies do not adequately fund the infrastructure required for population growth |
High |
F6 |
A reduction in Federal and State funding results in reduced capacity to deliver community / social and cultural operations and services |
High |
CR41 |
Planning strategies not resourced and developed in a timely manner leading to delayed or inappropriate (ad hoc) development, out of sync development and poor provision of infrastructure and poor reputation for Council, and poor community, liveability and environmental outcomes |
High |
CR43 |
Council’s inability to maintain, renew and upgrade existing infrastructure at appropriate levels which could lead to accelerated decline in infrastructure condition or possibly catastrophic infrastructure failure |
Extreme |
S45 |
Insufficient capacity for the city to grow due to lack of availability and appropriately zoned land |
High |
S46 |
Inability to maintain / increase employment base of the LGA leading to adverse socio/economic consequences |
Medium |
S52 |
Lack of enabling infrastructure driving economic growth of the city will lead to the inhibiting of current and future growth within the city |
High |
E59 |
Increased impact of urban salinity as a result of inadequate development controls in place |
High |
The relevant controls outlined in the risk register associated with the above risk include:
· Strategic plans are maintained and delivered to a high level of quality and resilience (F6)
· Continued lobbying for funding to State and Federal MPs (F6)
· Assessment continues in accordance with current planning documents and resources (CR41)
· Spatial Plan 2013 (CR41)
· 2010 LEP (CR41)
· 2010 DCP (CR41)
· Retail Strategy (CR41)
· 2008 Transport Strategy (CR41)
· S64 and S94 Plans (CR41)
· Recreation and Open Space Strategy (CR41)
· Spatial Plan (S45)
The Risk Register included further actions required to mitigate risk that include:
· Ensuring infrastructure is appropriate to allow suitable freight movement throughout the region (F3)
· Develop masterplans for growth areas identifying infrastructure needs (F3)
· Advocacy by staff and councillors to lobby the State and Federal Government for sustainable funding (F6)
· Complete the Residential Strategy (CR41)
· Complete the Rural Lands Strategy (CR41)
· Conduct community engagement as part of the Strategies identified (CR41)
· Undertake Masterplanning (CR41)
· Improve integration of Asset Management Plans, Strategic Plans and the LTFP (CR43)
· Improved strategic planning (CR43)
· Undertake an analysis of residential supply and demand and use this to continually monitor land release to prioritise timing of projects (S45)
· Engage with development of the city’s growth strategy (S46)
· Clear strategy to be developed to protect industrial zones from growth in residential and other incompatible land uses (S52)
· As part of the residential strategy address constraints to land will be approached and zone accordingly as part of the LEP review (E59)
The draft Wagga Wagga Activation Strategy 2040 combines the residential, rural and village strategies that were referred to formerly. The development of a strategy that will activate all of these areas not only takes a more inclusive and connected approach, but aims to further mitigate the risk associated with all items outlined above.
Internal / External Consultation
Extensive public, internal and agency consultation has occurred to inform the draft Wagga Wagga Activation Strategy 2040 with community engagement to date including the following:
· Suburb and Village Consultation – Community Strategic Plan – Wagga View:
- Humula – 30 May 2016
- Tarcutta – 30 May 2016
- Uranquinty – 31 May 2016
- Mangoplah – 31 May 2016
- Oura – 1 June 2016
- Cartwrights Hill – 1 June 2016
- North Wagga Wagga – 1 June 2016
- Ladysmith – 2 June 2016
- Gumly Gumly – 2 June 2016
- Forest Hill – 2 June 2016
- Currawarna – 3 June 2016
- Estella – 3 June 2016
- Charles Sturt University – 3 June 2016
- San Isidore – 8 June 2016
- Collingullie – 8 June 2016
- Galore – 8 June 2016
· Wagga View rural area questionnaire – August 2016
- Distributed to over 3,000 households
· Village and suburb consultation:
- Currawarna – 31 January 2017
- Ladysmith – 8 February 2017
- Uranquinty – 14 February 2017
- Galore – 21 February 2017
- Tarcutta – 2 March 2017
- Humula – 6 March 2017
- Mangoplah – 15 March 2017
- Collingullie – 22 March 2017
- Oura – 29 March 2017
- Ashmont – 5 April 2017
- Glenfield Park – 3 May 2017
- Tolland – 10 May 2017
- Lloyd – 17 May 2017
- Bourkelands – 24 May 2017
- Mount Austin – 7 June 2017
- Turvey Park – 14 June 2017
- Tatton – 21 June 2017
- Kooringal – 28 June 2017
· Individual meetings have been held with Councillors on a variety of occasions along with Councillor workshops being held on the following dates with the following in attendance:
20 March 2017 Progress Update on Strategic Planning |
· Cr Greg Conkey OAM (Mayor) · Cr Dallas Tout (Deputy Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Tim Koschel · Cr Kerry Pascoe |
13 June 2017 Activation Strategy |
· Cr Greg Conkey OAM (Mayor) · Cr Dallas Tout (Deputy Mayor) · Cr Yvonne Braid · Cr Dan Hayes · Cr Vanessa Keenan · Cr Rod Kendall · Cr Kerry Pascoe |
· Key stakeholder workshops were held with industry on 7, 8 and 9 August 2017
· A workshop with school children representing three schools was held on 11 August 2017
· Internal staff sessions:
- Planning / Subdivisions – Monthly strategic sessions
- Updates at Executive Team Meetings
- Social Planning – 15 February 2017
- Planning and S94 Project Officer – 9 March 2017
- Staff briefing – 7 April 2017
- Events and Marketing – 18 May 2017
- Director Community and staff – 27 June 2017
- Director Commercial Development – 2 August 2017
· Ongoing engagement with Department of Planning and Environment
· NSW Housing workshop – 7 February 2017
· Committee 4 Wagga – 24 March 2017
· HIA Information Night – 4 May 2017
· Department of Education – 31 May 2017
1. |
Draft Wagga Wagga Activation Strategy 2040 - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-12
RP-12 PROCESS OF PROCEDURAL MOTION - EN GLOBO
Author: Ingrid Hensley
General Manager: Robert Knight
Analysis: |
Review and consideration of applying the Procedural Motion of En Globo to confidential items in Open Council. |
That Council continue with the current procedural motion of En Globo in accordance with Council’s Code of Meeting Practice. |
Report
Council at its meeting held 24 July 2017, adopted the following resolution regarding the process of Englobo during an Ordinary Meeting of Council.
That council receive a report to englobo confidential motions at the same time as open session motions.
As outlined in Section 16(4) of Council’s Code of Meeting Practice, the Procedural Motion of En Globo is used to enable Council to expedite consideration of its business. Council may, by resolution, deal with its business En Globo through the following procedure:
· During consideration of “Reports from staff”, the Mayor requests Councillors to nominate any exclusions from the agenda. This process currently only includes Open Reports from Staff and Committee Minutes.
· A Councillor then moves a Procedural Motion that Standing Orders be varied for the meeting as set out hereunder:
- Items where no Councillors wish to speak;
- Items where Councillors wish to speak;
- Confidential items;
- Matter of Urgency (if any);
- Closure of Meeting
· A Councillor then moves that those items where no Councillor(s) wishes to speak, be adopted as recommended in the business paper.
Through Councillor Hayes’ Notice of Motion, review of the inclusion of confidential reports in this process has been explored. It is noted and acknowledged that although the proposal to en globo confidential matters at the beginning of the meeting has merit concerning staff time, consideration is required to assess the impact to proceed with this practice and potential exposure of confidential matters being considered in Open Council.
Advice was sought from the Office of Local Government and Council’s Legal Panel solicitors with the following advice received:
· The Local Government Act 1993 (the Act), the Local Government Regulations 2005 and the Office of Local Government Meeting Practice Note 16 are silent on the specific practice of En Globo.
· Raising and ultimately adopting confidential items at the beginning of the Open Council meeting through the En Globo Procedural Motion provides the opportunity for confidential reports and potentially the entire confidential business paper to be considered in Open Council by the nature of its consideration at that time. The fact that reports are being discussed even only through report numbers, is still ultimately considering the matter.
In addition, difficulties may arise where Councillors wish to enter into discussion about why some items should be included in the En Globo items and where there is incidental and unintended disclosure.
Should Council have an appetite to En Globo confidential items at the same time as open items, an option has been identified, whereby Council will need to resolve into Closed Council, recommended confidential items for En Globo, resolve back into Open Council and adopt those confidential items immediately after resolving back into Open Council.
In summary, adopting the above approach would result in Council entering into a Closed Council at least twice during the meeting – once early in the meeting, to Englobo Confidential items, and again later in the meeting, to discuss the remainder of the Confidential Reports. It would also meant that there would need to be two separate reports of the proceedings of Closed Council.
This will mean that Council will progress through the open agenda until “Reports from Staff”, Council will then:
· Consider open items for En Globo and adopt those items
· Resolve into Closed Council
· Consider confidential items for En Globo and recommend items for adoption
· Resolve into Open Council
· Immediately adopt confidential En Globo items and read each item to the gallery
· Continue through the open and closed agenda as per normal order of business
This process, although achievable would disrupt the flow of the meeting including impact to the public gallery and livestreaming. Furthermore, if the items are adopted as part of Englobo Items in Open Council it contradicts the nature of the Reports being drafted as Confidential items as specified under Section 10A of the Act. Even though these reports would not be individually considered, it nonetheless means they are being adopted in Open Council that is in direct opposition to the intent and reasons specified under the legislation.
Therefore, it is recommended to continue with Council’s current process and order of business as outlined in Council’s Code of Meeting Practice, as the risk to Council of potential release of confidential information in the public domain along with timing and disruption issues outweigh resourcing matters, which can be managed through operational processes.
Financial Implications
N/A
Policy and Legislation
Code of Meeting Practice
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
Potential release of confidential information in the public domain along with timing and disruption issues to the public in the gallery and through livestreaming.
Internal / External Consultation
· Office of Local Government
· Council legal panel solicitors
· Council staff
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-13
RP-13 Financial Performance Report as at 31 July 2017
Author: Carolyn Rodney
Director: Natalie Te Pohe
Analysis: |
This report is for Council to consider and approve the proposed 2017/18 budget variations required to manage the 2017/18 budget and Long Term Financial Plan, and details Council’s external investments and performance as at 31 July 2017. |
That Council: a approve the proposed 2017/18 budget variations for the month ended 31 July 2017 and note the balanced budget position as presented in this report b note the Responsible Accounting Officer’s reports, in accordance with the Local Government (General) Regulation 2005 (Part 9 Division 3: Clause 203) that the financial position of Council is satisfactory having regard to the original estimates of income and expenditure and the recommendations made above c note details of the external investments as at 31 July 2017 in accordance with section 625 of the Local Government Act 1993 |
Key Reasons
Wagga Wagga City Council (Council) forecasts an overall balanced budget position for July 2017. Proposed funded budget variations are detailed in this report for Council’s consideration and adoption.
Council has experienced a positive monthly investment performance for the month of July that is mainly attributable to Council’s Floating Rate Note (FRN) portfolio having a slight increase in growth for the period. It should be noted that many of these investments continue to trade at a premium. Council also continues to have a higher than anticipated investment portfolio balance and continued strong portfolio returns.
Financial Implications
OPERATING INCOME
Total operating income is 8% of approved budget, which is tracking to budget for the end of July (this percentage excludes capital grants and contributions). An adjustment has been made to reflect the levy of rates that occurred at the start of the financial year. Excluding this adjustment, operating income received is 59%.
OPERATING EXPENSES
Total operating expenditure is 9% of approved budget and is tracking to budget for the full financial year.
CAPITAL INCOME
Total capital income is 12% of approved budget. It is important to note that the actual income from capital is influenced by the timing of the receipt of capital grants and contributions relating to projects.
CAPITAL EXPENDITURE
Total capital expenditure including commitments is 26% of approved budget. The RIFL Stage 1 contract commitment has been raised for $8M. Excluding this amount, the total capital expenditure is 12% of approved budget.
WAGGA WAGGA CITY COUNCIL |
|||||||
CONSOLIDATED STATEMENT |
|||||||
|
ORIGINAL |
BUDGET ADJ |
APPROVED BUDGET |
YTD ACTUAL EXCL COMMT'S 2017/18 |
COMMT'S 2017/18 |
YTD ACTUAL + COMMT'S |
YTD % OF BUD |
Revenue |
|
||||||
Rates & Annual Charges |
(63,090,002) |
0 |
(63,090,002) |
(6,614,871) |
0 |
(6,614,871) |
10% |
User Charges & Fees |
(25,947,798) |
45,469 |
(25,902,329) |
(1,244,932) |
0 |
(1,244,932) |
5% |
Interest & Investment Revenue |
(3,154,163) |
0 |
(3,154,163) |
(357,104) |
0 |
(357,104) |
11% |
Other Revenues |
(2,984,954) |
(6,005) |
(2,990,959) |
(140,413) |
0 |
(140,413) |
5% |
Operating Grants & Contributions |
(13,910,429) |
(90,000) |
(14,000,429) |
(84,939) |
0 |
(84,939) |
1% |
Capital Grants & Contributions |
(13,704,984) |
0 |
(13,704,984) |
(1,053,740) |
0 |
(1,053,740) |
8% |
Total Revenue |
(122,792,330) |
(50,536) |
(122,842,866) |
(9,495,998) |
0 |
(9,495,998) |
8% |
|
|
||||||
Expenses |
|
||||||
Employee Benefits & On-Costs |
42,477,309 |
(5,000) |
42,472,309 |
3,092,642 |
59,456 |
3,152,098 |
7% |
Borrowing Costs |
3,591,092 |
0 |
3,591,092 |
0 |
0 |
0 |
0% |
Materials & Contracts |
4,278,502 |
16,200 |
4,294,702 |
23,612 |
732,548 |
756,159 |
18% |
Depreciation & Amortisation |
34,477,729 |
0 |
34,477,729 |
2,873,144 |
0 |
2,873,144 |
8% |
Other Expenses |
34,989,806 |
136,746 |
35,126,552 |
3,263,932 |
1,277,492 |
4,541,424 |
13% |
Total Expenses |
119,814,437 |
147,946 |
119,962,383 |
9,253,329 |
2,069,496 |
11,322,825 |
9% |
|
|
||||||
Net Operating (Profit)/Loss |
(2,977,893) |
97,410 |
(2,880,483) |
(242,669) |
2,069,496 |
1,826,827 |
|
|
|
|
|
|
|
|
|
Net Operating (Profit)/Loss before Capital Grants & Contributions |
10,727,091 |
97,410 |
10,824,501 |
811,070 |
2,069,496 |
2,880,567 |
|
|
|
||||||
Cap/Reserve Movements |
|||||||
Capital Exp - Renewals |
24,012,536 |
0 |
24,012,536 |
353,335 |
3,643,367 |
3,996,702 |
17% |
Capital Exp - New Projects |
17,520,887 |
346,574 |
17,867,461 |
157,522 |
10,239,843 |
10,397,366 |
58% |
Capital Exp - Project Concepts |
11,800,337 |
0 |
11,800,337 |
7,916 |
76,368 |
84,284 |
1% |
Loan Repayments |
2,474,343 |
0 |
2,474,343 |
206,195 |
0 |
206,195 |
8% |
New Loan Borrowings |
(7,215,980) |
0 |
(7,215,980) |
0 |
0 |
0 |
0% |
Sale of Assets |
(4,678,401) |
0 |
(4,678,401) |
0 |
0 |
0 |
0% |
Net Movements Reserves |
(6,458,101) |
(448,219) |
(6,906,320) |
0 |
0 |
0 |
0% |
Total Cap/Res Movements |
37,455,621 |
(101,645) |
37,353,976 |
724,969 |
13,959,579 |
14,684,547 |
39% |
|
|
||||||
Net Result after Depreciation |
34,477,728 |
(4,235) |
34,473,493 |
482,299 |
16,029,075 |
16,511,374 |
|
|
|
||||||
Add back Depreciation Expense |
34,477,729 |
0 |
34,477,729 |
2,873,144 |
0 |
2,873,144 |
|
|
|
||||||
Cash Budget (Surplus)/Deficit |
(0) |
(4,235) |
(4,235) |
(2,390,845) |
16,029,075 |
13,638,230 |
|
Revised Budget Result - Surplus/(Deficit) |
$’000s |
Original 2017/18 Budget Result as adopted by Council Total Budget Variations approved to date Council report variations not included above – 24 July 2017 Council Meeting: · RP-7 Lease renewal to Wagga Mini Mix & Precast Concrete Pty Ltd Budget variations for July 2017 |
$0 $0
$4K ($4K) |
Proposed revised budget result for 31 July 2017 |
$0 |
The proposed Budget Variations to 31 July 2017 are listed below:
Budget Variation |
Amount |
Funding Source |
Net Impact Fav/ (Unfav) |
|
1 – Community Leadership and Collaboration |
||||
REROC Annual Contribution |
$7K |
Operational Budget Savings ($3K) |
($4K) |
|
Council has recently received the annual contribution invoice from the Riverina Eastern Regional Organisation of Councils (REROC) and it is $7K more than what Council had budgeted for. The 2016/17 contribution was $47K, and this years contribution is $54K. At REROC’s 1 June 2017 Board meeting, it was resolved to increase REROC’s total 2017/18 membership contribution by $10K, in addition to the usual 1.5% increase. The distribution of this increase to the member Council’s is based on both a base amount and on population - with Wagga City Council’s increases from 2016/17 being one of the largest.
It is proposed to fund this from the additional $4K income reported at the 24 July 2017 Council Meeting, and $3K operational budget identified savings.
|
||||
2 – Safe and Healthy Community |
||||
Tarcutta Fire Station Construction |
$250K |
Rural Fire Service Contribution ($250K) |
Nil |
|
The Rural Fire Service (RFS) have requested Council to project manage a new bushfire shed construction for Tarcutta RFS. The works will include a two bay fire shed and tanks with the capacity to store 60,000 litres of water. These works are funded by the RFS. |
||||
3 – Growing Economy |
||||
Wiradjuri Walking Track |
$100K |
Internal Loans Reserve ($100K) |
Nil |
|
To complete the section of the Wiradjuri Walking Track from Wiradjuri Bridge to the Marrambidya Wetlands, it is proposed to bring forward the $100K allocated in 2018/19 out of the concepts list and into the 2017/18 budget. This will be forward funded from the Internal Loans Reserve with repayment back to the reserve in 2018/19. |
||||
5 – The Environment |
||||
Civic Centre Southern Lift Control |
$98K |
Upgrade Air Conditioner Civic Centre ($27K) Air Conditioner Treatment System ($21K) Section 94 Reserve ($50K) |
Nil |
|
The Civic Centre Southern Lift Control upgrade is included in the 2017/18 Long Term Financial Plan for completion this financial year with a budget of $102K. Quotations have been sought, and due to the current lift system now no longer supported and parts being unavailable, further funds are now required to replace the whole control system. This will bring the total budget to $200K.
It is proposed to fund the variation from recently identified savings in existing Air Conditioning capital works projects and CR-2 Civic Centre Recoupment 2006-2019 Section 94 Plan. |
||||
Fernleigh Road Blackspot Traffic Project |
$131K |
Fernleigh Road Blackspot Grant Income ($131K) |
Nil |
|
Council has been successful with a Federal Grant Application under the Blackspot Program to improve traffic safety on Fernleigh Road from Pinaroo Drive to Glenfield Road (600m section). This section has a high incidence of accidents and RMS have requested the project delivery be treated as a high priority. |
||||
Gregadoo Waste Management Centre CCTV System Upgrade |
$50K |
Solid Waste Reserve ($50K) |
Nil |
|
The existing CCTV system at GWMC requires replacement and expansion to new areas that have no video coverage. This will bring the system in line with best practice and compliance with the Environment Protection Licence (EPL) 6671. The recent Internal Audit Report on cash handling at GWMC also recommended that CCTV coverage be installed in the weighbridge, which is included in the quotation specifications. It is proposed to fund the variation from the Solid Waste Reserve. |
||||
Council Roadside Reserves |
$88K |
LG NSW Grant Income ($88K) |
Nil |
|
Council has been successful with a Local Government NSW Grant for Council Roadside Reserves. Council’s project entitled ‘Best Management Practice of Roadside Reserve Corridors’ involves the assessment of roadside vegetation and the development of a Roadside Vegetation Management Plan. The project will be delivered over two financial years with a budget allocation of $70K in 2017/18 and $18K in 2018/19. |
||||
Waste Education & Communication Campaign |
$530K |
NSW EPA Grant ($100K) Contractor Contribution ($50K) Solid Waste Reserve ($380K) |
Nil |
|
At the 24 July 2017 Ordinary Council Meeting, Council resolved for RFT 2017-24 Waste, Recyclables and Organics Collection Service to award the tender to JJ Richards & Sons Pty Ltd and for the service to commence in April 2018.
One of the requirements of the $1M NSW EPA grant, under the ‘Waste Less Recycle More’ program, was for an education and communication campaign, which has now been approved by the EPA. The two (2) year detailed campaign totalling $530K is partly funded by $100K from within the $1M grant; a $50K contribution from JJ Richards & Sons Pty Ltd, and $380K funded from the Solid Waste Reserve.
More details of the education campaign requirements have been provided under separate cover. |
|
|||
SURPLUS/(DEFICIT) |
|
|
($4K) |
|
Current Restrictions
Due to the finalisation of the 2016/17 financial year figures, Reserves balances have not been included in this report.
Investment Summary as at 31 July 2017
In accordance with Regulation 212 of the Local Government (General) Regulation 2005, details of Wagga Wagga City Council’s external investments are detailed below:
Institution |
Rating |
Closing Balance |
Closing Balance |
July |
July |
Investment |
Maturity |
Term |
Short Term Deposits |
|
|
|
|
|
|
|
|
Police Credit Union |
NR |
1,000,000 |
1,000,000 |
2.87% |
0.90% |
6/12/2016 |
6/12/2017 |
12 |
Banana Coast CU |
NR |
1,000,000 |
1,000,000 |
2.80% |
0.90% |
2/06/2017 |
1/06/2018 |
12 |
AMP |
A |
2,000,000 |
2,000,000 |
2.80% |
1.80% |
2/06/2017 |
1/06/2018 |
12 |
BOQ |
BBB+ |
2,000,000 |
0 |
0.00% |
0.00% |
7/12/2016 |
7/07/2017 |
7 |
Bank of Sydney |
NR |
2,000,000 |
2,000,000 |
2.75% |
1.80% |
30/09/2016 |
29/09/2017 |
12 |
CUA |
BBB |
1,000,000 |
1,000,000 |
2.80% |
0.90% |
9/02/2017 |
5/01/2018 |
11 |
AMP |
A |
2,000,000 |
2,000,000 |
3.00% |
1.80% |
2/08/2016 |
2/08/2017 |
12 |
ME Bank |
BBB |
2,000,000 |
2,000,000 |
2.80% |
1.80% |
16/12/2016 |
16/10/2017 |
10 |
CUA |
BBB |
1,000,000 |
1,000,000 |
2.75% |
0.90% |
3/03/2017 |
2/03/2018 |
12 |
Suncorp-Metway |
A+ |
2,000,000 |
2,000,000 |
2.60% |
1.80% |
7/06/2017 |
3/01/2018 |
7 |
NAB |
AA- |
2,000,000 |
2,000,000 |
2.49% |
1.80% |
9/06/2017 |
8/09/2017 |
3 |
Suncorp-Metway |
A+ |
2,000,000 |
2,000,000 |
2.50% |
1.80% |
9/06/2017 |
9/10/2017 |
4 |
Suncorp-Metway |
A+ |
2,000,000 |
2,000,000 |
2.55% |
1.80% |
9/06/2017 |
6/11/2017 |
5 |
Total Short Term Deposits |
|
22,000,000 |
20,000,000 |
2.71% |
17.97% |
|
|
|
At Call Accounts |
|
|
|
|
|
|
|
|
NAB |
AA- |
1,059,154 |
1,672,964 |
1.50% |
1.50% |
N/A |
N/A |
N/A |
NAB |
AA- |
13,468,445 |
11,492,716 |
2.19% |
10.33% |
N/A |
N/A |
N/A |
AMP |
A |
181,513 |
181,833 |
2.15% |
0.16% |
N/A |
N/A |
N/A |
Beyond Bank |
BBB+ |
148,279 |
148,401 |
1.00% |
0.13% |
N/A |
N/A |
N/A |
CBA |
AA- |
44,692 |
44,649 |
0.00% |
0.04% |
N/A |
N/A |
N/A |
Total At Call Accounts |
|
14,902,083 |
13,540,563 |
2.08% |
12.17% |
|
|
|
Medium Term Deposits |
|
|
|
|
|
|
|
|
RaboBank |
A+ |
1,000,000 |
1,000,000 |
3.16% |
0.90% |
5/06/2017 |
6/06/2022 |
60 |
BOQ |
BBB+ |
1,000,000 |
1,000,000 |
6.30% |
0.90% |
22/08/2012 |
22/08/2017 |
60 |
ING Bank |
A |
3,000,000 |
3,000,000 |
6.00% |
2.70% |
24/08/2012 |
24/08/2017 |
60 |
Hume Building Society |
NR |
1,009,123 |
1,009,123 |
4.10% |
0.91% |
21/08/2014 |
21/08/2017 |
36 |
ME Bank |
BBB |
2,000,000 |
2,000,000 |
4.28% |
1.80% |
2/09/2014 |
2/09/2019 |
60 |
Rabobank |
A+ |
1,000,000 |
1,000,000 |
4.10% |
0.90% |
5/12/2014 |
5/12/2019 |
60 |
Beyond Bank |
BBB+ |
990,000 |
990,000 |
3.70% |
0.89% |
4/03/2015 |
4/03/2018 |
36 |
Beyond Bank |
BBB+ |
990,000 |
990,000 |
3.70% |
0.89% |
11/03/2015 |
11/03/2018 |
36 |
AMP |
A |
1,000,000 |
0 |
0.00% |
0.00% |
13/07/2015 |
13/07/2017 |
24 |
BOQ |
BBB+ |
0 |
2,000,000 |
3.10% |
1.80% |
7/07/2017 |
7/07/2020 |
36 |
Newcastle Permanent |
BBB |
1,000,000 |
1,000,000 |
3.00% |
0.90% |
12/08/2016 |
12/08/2019 |
36 |
Rabobank |
A+ |
1,000,000 |
1,000,000 |
3.20% |
0.90% |
25/08/2016 |
25/08/2021 |
60 |
Newcastle Permanent |
BBB |
1,000,000 |
1,000,000 |
3.00% |
0.90% |
31/08/2016 |
30/08/2019 |
36 |
Police Credit Union |
NR |
1,000,000 |
1,000,000 |
2.90% |
0.90% |
8/09/2016 |
10/09/2018 |
24 |
Newcastle Permanent |
BBB |
2,000,000 |
2,000,000 |
3.00% |
1.80% |
10/02/2017 |
11/02/2019 |
24 |
Westpac |
AA- |
3,000,000 |
3,000,000 |
3.10% |
2.70% |
10/03/2017 |
10/03/2022 |
60 |
Total Medium Term Deposits |
|
20,989,123 |
21,989,123 |
3.87% |
19.76% |
|
|
|
Institution |
Rating |
Closing Balance |
Closing Balance |
July |
July |
Investment |
Maturity |
Term |
Floating Rate Notes - Senior Debt |
|
|
|
|
|
|
|
|
Bendigo-Adelaide |
BBB+ |
1,000,670 |
1,003,940 |
BBSW + 93 |
0.90% |
17/09/2014 |
17/09/2019 |
60 |
BOQ |
BBB+ |
2,003,380 |
2,009,860 |
BBSW + 110 |
1.81% |
5/08/2014 |
24/06/2019 |
58 |
BOQ |
BBB+ |
1,006,720 |
1,009,740 |
BBSW + 107 |
0.91% |
6/11/2014 |
6/11/2019 |
60 |
BOQ |
BBB+ |
1,006,720 |
1,009,740 |
BBSW + 107 |
0.91% |
10/11/2014 |
6/11/2019 |
60 |
ME Bank |
BBB |
1,003,760 |
1,006,060 |
BBSW + 100 |
0.90% |
17/11/2014 |
17/11/2017 |
36 |
ME Bank |
BBB |
1,003,760 |
1,006,060 |
BBSW + 100 |
0.90% |
17/11/2014 |
17/11/2017 |
36 |
Teachers Mutual |
BBB |
1,003,100 |
1,005,360 |
BBSW + 105 |
0.90% |
4/12/2014 |
4/12/2017 |
36 |
Newcastle Permanent |
BBB |
1,003,540 |
1,005,790 |
BBSW + 110 |
0.90% |
27/02/2015 |
27/02/2018 |
36 |
Macquarie Bank |
A |
2,017,840 |
2,025,780 |
BBSW + 110 |
1.82% |
3/03/2015 |
3/03/2020 |
60 |
ANZ |
AA- |
757,875 |
756,030 |
BBSW + 82 |
0.68% |
17/04/2015 |
17/04/2020 |
60 |
Heritage Bank |
BBB+ |
1,004,770 |
999,990 |
BBSW + 115 |
0.90% |
7/05/2015 |
7/05/2018 |
36 |
NAB |
AA- |
1,006,110 |
1,010,290 |
BBSW + 80 |
0.91% |
3/06/2015 |
3/06/2020 |
60 |
Heritage Bank |
BBB+ |
1,004,770 |
999,990 |
BBSW + 115 |
0.90% |
9/06/2015 |
7/05/2018 |
35 |
CBA |
AA- |
1,012,200 |
1,010,310 |
BBSW + 90 |
0.91% |
17/07/2015 |
17/07/2020 |
60 |
Westpac |
AA- |
1,011,390 |
1,009,520 |
BBSW + 90 |
0.91% |
28/07/2015 |
28/07/2020 |
60 |
Bendigo-Adelaide |
BBB+ |
1,005,010 |
1,008,570 |
BBSW + 110 |
0.91% |
18/08/2015 |
18/08/2020 |
60 |
Credit Suisse |
A |
1,006,720 |
1,010,340 |
BBSW + 105 |
0.91% |
24/08/2015 |
24/08/2018 |
36 |
Bendigo-Adelaide |
BBB+ |
1,005,010 |
1,008,570 |
BBSW + 110 |
0.91% |
28/09/2015 |
18/08/2020 |
59 |
Westpac |
AA- |
2,022,780 |
2,019,040 |
BBSW + 90 |
1.81% |
30/09/2015 |
28/07/2020 |
58 |
Suncorp-Metway |
A+ |
1,017,150 |
1,014,740 |
BBSW + 125 |
0.91% |
20/10/2015 |
20/10/2020 |
60 |
Westpac |
AA- |
4,066,720 |
4,058,520 |
BBSW + 108 |
3.65% |
28/10/2015 |
28/10/2020 |
60 |
AMP |
A |
1,811,988 |
1,817,964 |
BBSW + 110 |
1.63% |
11/12/2015 |
11/06/2019 |
42 |
CBA |
AA- |
1,020,670 |
1,016,800 |
BBSW + 115 |
0.91% |
18/01/2016 |
18/01/2021 |
60 |
Rabobank |
A+ |
2,051,780 |
2,061,980 |
BBSW + 150 |
1.85% |
4/03/2016 |
4/03/2021 |
60 |
Newcastle Permanent |
BBB |
1,005,580 |
1,009,460 |
BBSW + 160 |
0.91% |
22/03/2016 |
22/03/2019 |
36 |
CUA |
BBB |
2,011,020 |
2,016,660 |
BBSW + 160 |
1.81% |
1/04/2016 |
1/04/2019 |
36 |
ANZ |
AA- |
1,015,230 |
1,019,850 |
BBSW + 118 |
0.92% |
7/04/2016 |
7/04/2021 |
60 |
Suncorp-Metway |
A+ |
1,022,520 |
1,020,380 |
BBSW + 138 |
0.92% |
21/04/2016 |
12/04/2021 |
60 |
AMP |
A |
1,016,260 |
1,020,600 |
BBSW + 135 |
0.92% |
24/05/2016 |
24/05/2021 |
60 |
Westpac |
AA- |
1,016,540 |
1,021,400 |
BBSW + 117 |
0.92% |
3/06/2016 |
3/06/2021 |
60 |
CBA |
AA- |
1,022,800 |
1,019,640 |
BBSW + 121 |
0.92% |
12/07/2016 |
12/07/2021 |
60 |
ANZ |
AA- |
2,034,260 |
2,042,960 |
BBSW + 113 |
1.84% |
16/08/2016 |
16/08/2021 |
60 |
BOQ |
BBB+ |
1,513,290 |
1,507,320 |
BBSW + 117 |
1.35% |
26/10/2016 |
26/10/2020 |
48 |
NAB |
AA- |
1,015,390 |
1,012,870 |
BBSW + 105 |
0.91% |
21/10/2016 |
21/10/2021 |
60 |
Teachers Mutual |
BBB |
1,509,345 |
1,501,455 |
BBSW + 140 |
1.35% |
28/10/2016 |
28/10/2019 |
36 |
Bendigo-Adelaide |
BBB+ |
1,005,220 |
1,008,130 |
BBSW + 110 |
0.91% |
21/11/2016 |
21/02/2020 |
39 |
Westpac |
AA- |
1,016,000 |
1,013,300 |
BBSW + 111 |
0.91% |
7/02/2017 |
7/02/2022 |
60 |
ANZ |
AA- |
1,009,000 |
1,013,240 |
BBSW + 100 |
0.91% |
7/03/2017 |
7/03/2022 |
60 |
CUA |
BBB |
748,185 |
751,628 |
BBSW + 130 |
0.68% |
20/03/2017 |
20/03/2020 |
36 |
Heritage Bank |
BBB+ |
602,676 |
599,694 |
BBSW + 130 |
0.54% |
4/05/2017 |
4/05/2020 |
36 |
Teachers Mutual |
BBB |
1,000,480 |
1,003,610 |
BBSW + 142 |
0.90% |
29/06/2017 |
29/06/2020 |
36 |
NAB |
AA- |
0 |
3,016,620 |
BBSW + 90 |
2.71% |
5/07/2017 |
5/07/2022 |
60 |
Total Floating Rate Notes - Senior Debt |
|
51,418,229 |
54,483,801 |
|
48.95% |
|
|
|
Managed Funds |
|
|
|
|
|
|
|
|
NSW Tcorp |
NR |
1,291,183 |
1,286,402 |
-0.37% |
1.16% |
17/03/2014 |
1/07/2022 |
99 |
Total Managed Funds |
|
1,291,183 |
1,286,402 |
-0.37% |
1.16% |
|
|
|
TOTAL
CASH ASSETS, CASH |
|
110,600,618 |
111,299,889 |
3.72% |
100.00% |
|
|
|
LESS: RIVERINA REGIONAL LIBRARY (RRL) CASH AT BANK |
|
2,246,632 |
3,479,103 |
|
|
|
|
|
TOTAL
WWCC CASH ASSETS, CASH |
|
108,353,986 |
107,820,787 |
|
|
|
|
|
Wagga Wagga City Council’s portfolio is dominated by Floating Rate Notes (FRN’s) at approximately 49% across a broad range of counterparties. Cash equates to 12% of Council’s portfolio with Term Deposits around 38% and growth funds around 1% of the portfolio.
Council’s investment portfolio is well diversified in complying assets across the entire credit spectrum. It is also well diversified from a rating perspective. Credit quality is diversified and is predominately invested amongst the investment grade ADIs (BBB- or higher), with a smaller allocation to unrated ADIs.
All investments are well within the defined Policy limits, as outlined in the Rating Allocation chart below:
During May 2017, rating agency Standards & Poor’s (S&P) downgraded credit ratings for 23 banks. The two key downgrades were Bank of Queensland (BoQ) and Bendigo-Adelaide Bank, changing credit ratings from A- to BBB+. The downgrade of these two banks has resulted in the BBB/NR rating allocation being near full capacity. Council has 11.29% of its portfolio invested in these two banks. Council staff will continue to be mindful of these allocation capacities when investing funds in the future.
Investment Portfolio Balance
Wagga Wagga City Council’s investment portfolio balance has decreased slightly from the previous month’s balance, down from $108.4M to $107.8M.
MONTHLY INVESTMENT MOVEMENTS
Redemptions/Sales – Council redeemed the following investment securities during July 2017:
Institution and Type |
Amount |
Investment Term |
Interest Rate |
Comments |
AMP Term Deposit |
$1M |
2 years |
3.10% |
This term deposit was redeemed for cash flow purposes. |
New Investments – Council purchased the following investment securities during July 2017.
Institution and Type |
Amount |
Investment Term |
Interest Rate |
Comments |
NAB Floating Rate Note |
$3M |
5 years |
BBSW + 90 |
Council’s independent Financial Advisor advised this Floating Rate Note represented good value. |
Rollovers – Council rolled over the following investment securities during July 2017:
Institution and Type |
Amount |
Investment Term |
Interest Rate |
Comments |
Bank of Queensland Term Deposit |
$2M |
3 years |
3.10% |
This term deposit was a seven (7) month investment at 2.80% and was rolled at maturity into a 3-year term deposit at 3.10%. This investment term was chosen to fill a maturity gap in July 2020. |
MONTHLY PERFORMANCE
Interest/growth/capital gains for the month totaled $351,476, which compares favourably with the budget for the period of $235,087; out performing budget for the July month by $116,389. This is mainly attributable to Council’s Floating Rate Note (FRN) portfolio having a slight increase in growth for the July period. It should be noted that many of these investments continue to trade at a premium.
The capital market value of these FRN investments will fluctuate from month to month and Council continues to receive the coupon payments and the face value of the investment security when sold or at maturity.
It is also important to note Council’s investment portfolio balance has consistently been over $100M, which is tracking above what was originally predicted. This is mainly due to timing of some of the major projects that are either not yet commenced or not as advanced as originally predicted. It is anticipated that over the 2017/18 financial year the portfolio balance will reduce with the construction of major projects.
Council’s portfolio performance continues to be anchored by the longer-dated deposits in the portfolio, particularly those locked in above 4% yields. It is to be noted the average deposit yield will inevitably fall as some of the longer-dated deposits mature throughout the 2017 calendar year.
In comparison to the AusBond Bank Bill Index* (+1.79%pa), Council’s investment portfolio in total returned 3.72% for July. Short-term deposits returned 2.71%. These funds are utilised for daily cash flow management and need to be available to meet operating and contractual payments as they come due.
* The AusBond Bank Bill Index is the leading benchmark for the Australian fixed income market. It is interpolated from the RBA Cash rate, 1 month and 3 month Bank Bill Swap rates.
Report by Responsible Accounting Officer
I hereby certify that all of the above investments have been made in accordance with the provision of Section 625 of the Local Government Act 1993 and the regulations there under, and in accordance with the Investments Policy adopted by Council on 26 August 2013.
Carolyn Rodney
Responsible Accounting Officer
Policy and Legislation
Budget variations are reported in accordance with Council’s POL 052 Budget Policy.
Investments are reported in accordance with Council’s POL 075 Investment Policy.
Local Government Act 1993
625 How may councils invest?
(1) A council may invest money that is not, for the time being, required by the council for any other purpose.
(2) Money may be invested only in a form of investment notified by order of the Minister published in the Gazette.
(3) An order of the Minister notifying a form of investment for the purposes of this section must not be made without the approval of the Treasurer.
(4) The acquisition, in accordance with section 358, of a controlling interest in a corporation or an entity within the meaning of that section is not an investment for the purposes of this section.
Local Government (General) Regulation 2005
212 Reports on council investments
(1) The responsible accounting officer of a council:
(a) must provide the council with a written report (setting out details of all money that the council has invested under section 625 of the Act) to be presented:
(i) if only one ordinary meeting of the council is held in a month, at that meeting, or
(ii) if more than one such meeting is held in a month, at whichever of those meetings the council by resolution determines, and
(b) must include in the report a certificate as to whether or not the investment has been made in accordance with the Act, the regulations and the council’s investment policies.
(2) The report must be made up to the last day of the month immediately preceding the meeting.
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
Council’s Risk Register includes the following items:
Item Number |
Risk Description |
Current Residual Risk |
F4 |
Loss of investment income or capital resulting from ongoing management of investments, especially during difficult economic times |
Medium |
CR26 |
Failure to demonstrate to the community that its funds are being expended in an efficient and effective manner |
High |
The relevant controls outlined in the risk register associated with the above risks include:
· Investments are to be regularly monitored and reported to Council monthly.
· Council monitors its financial position monthly and quarterly, and reports annually to the Division of Local Government.
This report is therefore a control mechanism that assists in maintaining the current residual risk of these items.
Internal / External Consultation
Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”
All relevant areas within the Council have consulted with the Finance Division in regards to the budget variations listed in this report.
The Finance Division has consulted with relevant external parties to confirm Council’s investment portfolio balances.
Report submitted to the Ordinary Meeting of Council on Monday 28 August 2017. RP-14
RP-14 Juvenile Diabetes Walk - Section 356 donation
Author: Carolyn Rodney
Director: Natalie Te Pohe
Analysis: |
The Juvenile Diabetes Research Foundation (JDRF) has requested Council’s consideration to the waiving of $79.00 fees associated with the use of Wollundry Lagoon open space and stage as part of a fund raising event. |
That Council donate $79.00 to Juvenile Diabetes Research Foundation in accordance with Section 356 of the Local Government Act 1993. |
Report
The Juvenile Diabetes Research Foundation (JDRF) has requested Council’s consideration to the waiving of $79.00 fees associated with the use of Wollundry Lagoon open space and stage as part of a fund raising event “Type 1 Juvenile Diabetes Walk” event to be held on 23 September 2017.
JDRF is the leading global organisation funding Type 1 Diabetes research. The “Type 1 Juvenile Diabetes Walk” aims to connect people affected by Type 1 Diabetes in their local community.
Financial Implications
The Section 356 donation budget for the 2017/18 financial year is $45,064, of which $40,826 is already committed in the adopted Delivery and Operational Plan 2017/18 along with $1,636.86 approved at the 24 July Council meeting. This leaves $2,601.14 available for additional fee waiver requests received for the remainder of the 2017/18 financial year.
This is the first of two requests received for Council’s consideration at the 28 August 2017 meeting:
Juvenile Diabetes Research Foundation |
$ 79.00 |
Bears of Hope |
$ 85.00 |
Total Section 356 Donation Requests – 28 August 2017 Council Meeting |
$ 164.00 |
If the above two donation requests are approved, there will be $2,437.14 budget available for Section 356 donation requests for the remainder of the 2017/18 financial year.
Policy and Legislation
· Council Policy POL 078 Donations Under Section 356 of the Local Government Act
· Section 356 of the Local Government Act 1993
Link to Strategic Plan
Safe and Healthy Community
Objective: We have access to health and support services that cater for all our needs
Outcome: We have services that support us
Risk Management Issues for Council
No specific issues identified.
Internal / External Consultation
Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”
Relevant internal stakeholders were consulted in the assessment of this request.
1⇩. |
Juvenile Diabetes Research Foundation (JDRF) - Section 356 donation request |
|