Agenda of Ordinary Meeting of Council

No.	Submission	Officer Response
1.	§ Object based on stormwater water run off will have on my property. § The impact of flooding will occur more regularly. § The lack of consultation in regard to Gregadoo Road upgrade.	Stormwater calculations are based on average runoff rates based on stormwater modelling standards and stormwater infrastructure reflects this modelling. Calculations will be remodelled and reviewed at subdivision stage. The Development Control Plan requires new developments to provide further evidence and model stormwater flow which includes existing flow and manage as part of any new development proposal. New development will need to demonstrate and confirm they are not impacting on adjoining properties. Gregadoo Road was originally designed to cater for the development potential at the time. Over time, development has occurred adding additional demand requiring Council to consider the existing road network, development potential and required upgrades. The upgrades are being planned to meet the long-term needs taking into account Council’s strategy for growth. The upgrades are being designed in response to traffic demand and service levels. This work is still being undertaken with updates to be provided as more information on the required upgrades are known.
2.	In favour of the proposed reduction in minimum lot size.	Noted
3.	§ Has consideration be given to expanding the footprint of this proposal to include the lots on the eastern side of Blackbutt Road, backing onto Mitchell and Gregadoo Roads? § Would be expedient to include these lands now rather than go through this process again for landholders on the east side of Blackbutt Road. § Assuming Council has no immediate plans to change land zoning, including these east blocks now would round out the precinct.	When considering changes to planning provisions, consideration is given to applying the changes to a larger precinct rather than applying at a smaller scape achieving site specific outcomes. There are no specific precinct size requirements, and each precinct is determined by looking at the existing development patterns and land constraints and opportunities. For this planning proposal, the precinct is determined based on the existing lot size pattern of Olearia Place, overland flow flooding to the south and west, bushfire to the north, and an electricity easement to the west. Consideration was given to expanding the precinct to the eastern side of Blackbutt Road, with the electricity easement limiting this option.
4.	§ Object to the inclusion of Olearia Place as it was not in the original Blackbutt / Gregadoo road concept. What is Council’s justification for the inclusion. § The minimum lot size change will allow another dwelling on 5 Olearia Place which has a building envelope from the original subdivision plans preventing buildings at the rear of the property and gives us a rural outlook and privacy. Object to any buildings being allowed outside the original building envelope. § The change in minimum lot size would make an awkward subdivision layout and be out of character with the original concept of Olearia Place and take away the scenic quality and surrounding rural lifestyle quality impacting the amenity and character of large residential lots.	The minimum lot size proposed is large enough to retain and reflect the existing rural residential amenity in this locality. The Wagga Wagga Development Control Plan 2010 provides development controls for new developments that facilitate retention of the rural residential character in these locations. The existing building envelope provisions will be retained with any variation to the building envelope being subject to assessment and consideration of the intent of the building envelopment and the impacts it will have. The current land zoning permits secondary dwellings and dual occupancies with consent without the need to amend the minimum lot size provisions, subject to assessment and consideration of the existing building envelope. The change to minimum lot size will not increase the number of dwellings able to be considered at 5 Olearia Place.
5.	§ Not objecting to the proposed changes. § Agree that it will have an impact on water flow / flooding over Gregadoo Road. § There is a driveway on Gregadoo Road opposite us and our neighbours on Gregadoo Road that has either not allowed for pipe flow underneath or it may be blocked. Water builds up over this dreiveway and floods Gregadoo Road then runs onto our properties.	See comments regarding stormwater above under Submission 1. Council will inspect the area identified.

No.

Submission

Officer Response

§ Object based on stormwater water run off will have on my property.

§ The impact of flooding will occur more regularly.

§ The lack of consultation in regard to Gregadoo Road upgrade.

Stormwater calculations are based on average runoff rates based on stormwater modelling standards and stormwater infrastructure reflects this modelling. Calculations will be remodelled and reviewed at subdivision stage. The Development Control Plan requires new developments to provide further evidence and model stormwater flow which includes existing flow and manage as part of any new development proposal. New development will need to demonstrate and confirm they are not impacting on adjoining properties.

Gregadoo Road was originally designed to cater for the development potential at the time. Over time, development has occurred adding additional demand requiring Council to consider the existing road network, development potential and required upgrades. The upgrades are being planned to meet the long-term needs taking into account Council’s strategy for growth. The upgrades are being designed in response to traffic demand and service levels. This work is still being undertaken with updates to be provided as more information on the required upgrades are known.

In favour of the proposed reduction in minimum lot size.

Noted

§ Has consideration be given to expanding the footprint of this proposal to include the lots on the eastern side of Blackbutt Road, backing onto Mitchell and Gregadoo Roads?

§ Would be expedient to include these lands now rather than go through this process again for landholders on the east side of Blackbutt Road.

§ Assuming Council has no immediate plans to change land zoning, including these east blocks now would round out the precinct.

When considering changes to planning provisions, consideration is given to applying the changes to a larger precinct rather than applying at a smaller scape achieving site specific outcomes.

There are no specific precinct size requirements, and each precinct is determined by looking at the existing development patterns and land constraints and opportunities.

For this planning proposal, the precinct is determined based on the existing lot size pattern of Olearia Place, overland flow flooding to the south and west, bushfire to the north, and an electricity easement to the west.

Consideration was given to expanding the precinct to the eastern side of Blackbutt Road, with the electricity easement limiting this option.

§ Object to the inclusion of Olearia Place as it was not in the original Blackbutt / Gregadoo road concept. What is Council’s justification for the inclusion.

§ The minimum lot size change will allow another dwelling on 5 Olearia Place which has a building envelope from the original subdivision plans preventing buildings at the rear of the property and gives us a rural outlook and privacy. Object to any buildings being allowed outside the original building envelope.

§ The change in minimum lot size would make an awkward subdivision layout and be out of character with the original concept of Olearia Place and take away the scenic quality and surrounding rural lifestyle quality impacting the amenity and character of large residential lots.

The minimum lot size proposed is large enough to retain and reflect the existing rural residential amenity in this locality.

The Wagga Wagga Development Control Plan 2010 provides development controls for new developments that facilitate retention of the rural residential character in these locations.

The existing building envelope provisions will be retained with any variation to the building envelope being subject to assessment and consideration of the intent of the building envelopment and the impacts it will have. The current land zoning permits secondary dwellings and dual occupancies with consent without the need to amend the minimum lot size provisions, subject to assessment and consideration of the existing building envelope. The change to minimum lot size will not increase the number of dwellings able to be considered at 5 Olearia Place.

§ Not objecting to the proposed changes.

§ Agree that it will have an impact on water flow / flooding over Gregadoo Road.

§ There is a driveway on Gregadoo Road opposite us and our neighbours on Gregadoo Road that has either not allowed for pipe flow underneath or it may be blocked. Water builds up over this dreiveway and floods Gregadoo Road then runs onto our properties.

See comments regarding stormwater above under Submission 1.

Council will inspect the area identified.

	Summary of submission	Response to submission
1	Supportive of Strategy. Would like to see next steps, particularly the Community NZE target and Strategy.	Feedback noted. The Community NZE target road map will be addressed separately.
2	Requested that Council continue reusable nappy and menstrual products rebate to reduce landfill.	A separate report regarding this matter is being tabled at a Council Meeting in the near future.
3	Concerned with NZE Strategy wanting to reduce landfill but wanting to have more solar panels and batteries, and EVs which will go to landfill.	This can be considered as part of the development of a Waste Strategy, as recommended in the NZE Strategy. Recycling of solar panels, batteries and electronic waste is a key priority for the NSW Government.
Concerned with the Paris Agreement and IPCC report evidence being used to justify the need to have NZE Strategies.	Noted. The work of the Intergovernmental Panel on Climate Change (IPCC) represents the consensus of the international scientific community on climate change science. The IPCC is recognised as the world's most reliable source of information on climate change and its causes.
Concerned with the proposal to revegetate up to 2870ha for carbon sequestration and how this will increase bushfire risk through increased fuel load.	Noted. There are multiple benefits gained from revegetation aside from carbon sequestration. Bushfire risk management is important and sits alongside other objectives, such as soil improvement and erosion control, urban heat reduction, increased local amenity, income for landholders and the conservation of biodiversity, as stated in Council’s Biodiversity Strategy: Maldhangilanha. The Bushfire Royal Commission report (2020) in its chapter on fuel loads states: ‘Weather has the greatest influence on bushfire behaviour, and that as fire weather conditions deteriorate, the influence of fuels declines.’ Former Fire Chief Greg Mullins has stated ‘Fire risk will continue to escalate in the future without sustained and substantial efforts to tackle climate change. We must cut our greenhouse gas emissions rapidly and deeply to reduce the impact of future bushfires and other extreme events.’
4	Supportive of Strategy. Suggests Council focus on improving several aspects of our waste management and waste education.	This will be considered as part of the development of a Waste Strategy, as recommended in the NZE Strategy.
Suggested that more EVs should be included in the Council Fleet in the immediate future.	The Strategy recommends electric vehicles will be added to the fleet as total cost of ownership reaches price parity. This may be sooner than anticipated with government grants and increasing petrol prices.
Suggested that Council should include ‘sustainability and low carbon credentials’ as a weighted item in the procurement process.	While emissions from suppliers and products (value chain) is outside the scope of the Corporate NZE Strategy it has been identified as a significant opportunity and will be further explored.
Notes the NZE Strategy needs to be appropriately resourced with ‘both staff and budget’ to deliver it.	A four-year NZE Project Officer will be engaged to help deliver the Strategy. The report outlines sources of existing funding and grant opportunities.
Suggested that a ‘Community Adaptation Plan’ be developed so the community can be better prepared for and respond to natural disasters.	This is outside the scope of the Corporate NZE Strategy. However, it should be noted that Council is taking part in the ‘Resilience Blueprint for SE NSW’ in conjunction with the Canberra Region Joint Organisation.
5	Concerned that it does not state ‘what Council services are going to be cut to pay for the net zero strategy.’ Stated that cost to the ratepayer be outlined.	Noted: Council are not proposing to cut any services or increase rates to pay for the Corporate NZE Strategy. The financial section of this report outlines the various avenues of existing Council funding and State funding opportunities that will be used to implement the various initiatives.
6	Is concerned about ‘new solar factories’ in the region, particularly the ‘Maxwell Solar Factory development’.	Noted: This is outside the scope of the Corporate NZE 2040 Strategy.
7	Is concerned over the ‘Maxwell Solar Proposal’. Concerns over ‘the future of the region’.	Noted: This is outside the scope of the Corporate NZE 2040 Strategy.
8	Positive response regarding renewables in general as per the NZE Strategy but is concerned about ‘decisions to construct solar factories and other offensive to the eye projects in prime rural areas or close to rural residential communities.’	Noted: This is outside the scope of the Corporate NZE 2040 Strategy.
9	Suggest that banning of wood heaters be included in the NZE Strategy because of the negative effects on air quality and emissions.	This is outside the scope of the Corporate NZE 2040 Strategy. These are not corporate emissions but may be considered in the development of the Community NZE Roadmap.
10	Supportive of Strategy. Suggests that an interim target be included in the Corporate NZE Strategy, to achieve net zero emissions for Council’s energy-related emissions (about 20% of total Council emissions) by 2030.	The submissions proposal for an interim Corporate NZE 2030 target for electricity, gas and fleet is not supported. Electricity, gas and fleet equates to approximately 20% of the overall corporate emissions. Setting an interim target for 2030 needs to incorporate waste emissions, which makes up approximately 80% of the corporate emissions. The NZE strategy recommends Council develop a Waste Strategy and Carbon Offset Plan and consideration of an Interim 2030 target could be considered as part of this work.
Suggests including acknowledgement of savings from past projects.	This is addressed in section 4 of the NZE Strategy.
Suggests staging of the behind the meter solar projects to maximise savings.	This is proposed as part of the implementation of the Strategy.
Suggest investigating the use of biochar as a carbon offset option.	This will be considered when developing the more detailed Carbon Offset Plan that is proposed in the NZE Strategy.
Suggests using exported renewable generation to offset hard to abate emissions.	This will be considered when developing the more detailed Carbon Offset Plan that is proposed in the NZE Strategy.
Suggests including an internal dollar-value for avoided emissions in decision making.	At this time, it is difficult to put a dollar value on this, however it should be reviewed when the State or Federal government introduce a carbon price.
Suggest adding commentary around the possibility of synergy between actions to achieve the Corporate and the Community Net Zero targets.	This is included in Section 1.1 of the Strategy.
Suggests that Council acknowledge that the science is calling for even faster emission reductions than laid out in the Corporate NZE Strategy.	Section 2.1 and 2.2 of the Strategy discuss the climate science and remaining global carbon budget.
11	Suggest clarifying Scope 3 emissions.	Additional wording ‘indirect emissions that happen upstream and downstream’ have been added.
Suggest clarifying what is and is not included in Council’s emissions profile.	Section 1.1 of the Strategy addresses this. The wording in the last paragraph has been amended to make it clearer.
Suggest adding more government webpage links in the footnotes.	Links added as requested on page 11.
Suggest various minor wording changes.	Single word changes and expansion of acronyms have been added as suggested. There is no change to the intent of the Strategy.
Appendix A was also removed as it is a scan of an email from the Clean Energy Regulator answering a question and is not necessary as an appendix in the strategy.

Summary of submission

Response to submission

Supportive of Strategy. Would like to see next steps, particularly the Community NZE target and Strategy.

Feedback noted. The Community NZE target road map will be addressed separately.

Requested that Council continue reusable nappy and menstrual products rebate to reduce landfill.

A separate report regarding this matter is being tabled at a Council Meeting in the near future.

Concerned with NZE Strategy wanting to reduce landfill but wanting to have more solar panels and batteries, and EVs which will go to landfill.

This can be considered as part of the development of a Waste Strategy, as recommended in the NZE Strategy. Recycling of solar panels, batteries and electronic waste is a key priority for the NSW Government.

Concerned with the Paris Agreement and IPCC report evidence being used to justify the need to have NZE Strategies.

Noted. The work of the Intergovernmental Panel on Climate Change (IPCC) represents the consensus of the international scientific community on climate change science. The IPCC is recognised as the world's most reliable source of information on climate change and its causes.

Concerned with the proposal to revegetate up to 2870ha for carbon sequestration and how this will increase bushfire risk through increased fuel load.

Noted. There are multiple benefits gained from revegetation aside from carbon sequestration. Bushfire risk management is important and sits alongside other objectives, such as soil improvement and erosion control, urban heat reduction, increased local amenity, income for landholders and the conservation of biodiversity, as stated in Council’s Biodiversity Strategy: Maldhangilanha.

The Bushfire Royal Commission report (2020) in its chapter on fuel loads states: ‘Weather has the greatest influence on bushfire behaviour, and that as fire weather conditions deteriorate, the influence of fuels declines.’

Former Fire Chief Greg Mullins has stated ‘Fire risk will continue to escalate in the future without sustained and substantial efforts to tackle climate change. We must cut our greenhouse gas emissions rapidly and deeply to reduce the impact of future bushfires and other extreme events.’

Supportive of Strategy. Suggests Council focus on improving several aspects of our waste management and waste education.

This will be considered as part of the development of a Waste Strategy, as recommended in the NZE Strategy.

Suggested that more EVs should be included in the Council Fleet in the immediate future.

The Strategy recommends electric vehicles will be added to the fleet as total cost of ownership reaches price parity. This may be sooner than anticipated with government grants and increasing petrol prices.

Suggested that Council should include ‘sustainability and low carbon credentials’ as a weighted item in the procurement process.

While emissions from suppliers and products (value chain) is outside the scope of the Corporate NZE Strategy it has been identified as a significant opportunity and will be further explored.

Notes the NZE Strategy needs to be appropriately resourced with ‘both staff and budget’ to deliver it.

A four-year NZE Project Officer will be engaged to help deliver the Strategy. The report outlines sources of existing funding and grant opportunities.

Suggested that a ‘Community Adaptation Plan’ be developed so the community can be better prepared for and respond to natural disasters.

This is outside the scope of the Corporate NZE Strategy. However, it should be noted that Council is taking part in the ‘Resilience Blueprint for SE NSW’ in conjunction with the Canberra Region Joint Organisation.

Concerned that it does not state ‘what Council services are going to be cut to pay for the net zero strategy.’ Stated that cost to the ratepayer be outlined.

Noted: Council are not proposing to cut any services or increase rates to pay for the Corporate NZE Strategy. The financial section of this report outlines the various avenues of existing Council funding and State funding opportunities that will be used to implement the various initiatives.

Is concerned about ‘new solar factories’ in the region, particularly the ‘Maxwell Solar Factory development’.

Noted: This is outside the scope of the Corporate NZE 2040 Strategy.

Is concerned over the ‘Maxwell Solar Proposal’. Concerns over ‘the future of the region’.

Noted: This is outside the scope of the Corporate NZE 2040 Strategy.

Positive response regarding renewables in general as per the NZE Strategy but is concerned about ‘decisions to construct solar factories and other offensive to the eye projects in prime rural areas or close to rural residential communities.’

Noted: This is outside the scope of the Corporate NZE 2040 Strategy.

Suggest that banning of wood heaters be included in the NZE Strategy because of the negative effects on air quality and emissions.

This is outside the scope of the Corporate NZE 2040 Strategy. These are not corporate emissions but may be considered in the development of the Community NZE Roadmap.

Supportive of Strategy. Suggests that an interim target be included in the Corporate NZE Strategy, to

achieve net zero emissions for Council’s energy-related emissions (about 20% of total Council emissions) by 2030.

The submissions proposal for an interim Corporate NZE 2030 target for electricity, gas and fleet is not supported. Electricity, gas and fleet equates to approximately 20% of the overall corporate emissions. Setting an interim target for 2030 needs to incorporate waste emissions, which makes up approximately 80% of the corporate emissions.

The NZE strategy recommends Council develop a Waste Strategy and Carbon Offset Plan and consideration of an Interim 2030 target could be considered as part of this work.

Suggests including acknowledgement of savings from past projects.

This is addressed in section 4 of the NZE Strategy.

Suggests staging of the behind the meter solar projects to maximise savings.

This is proposed as part of the implementation of the Strategy.

Suggest investigating the use of biochar as a carbon offset option.

This will be considered when developing the more detailed Carbon Offset Plan that is proposed in the NZE Strategy.

Suggests using exported renewable generation to offset hard to abate emissions.

This will be considered when developing the more detailed Carbon Offset Plan that is proposed in the NZE Strategy.

Suggests including an internal dollar-value for avoided emissions in decision making.

At this time, it is difficult to put a dollar value on this, however it should be reviewed when the State or Federal government introduce a carbon price.

Suggest adding commentary around the possibility of synergy between actions to achieve the Corporate and the Community Net Zero targets.

This is included in Section 1.1 of the Strategy.

Suggests that Council acknowledge that the science is calling for even faster emission reductions than laid out in the Corporate NZE Strategy.

Section 2.1 and 2.2 of the Strategy discuss the climate science and remaining global carbon budget.

Suggest clarifying Scope 3 emissions.

Additional wording ‘indirect emissions that happen upstream and downstream’ have been added.

Suggest clarifying what is and is not included in Council’s emissions profile.

Section 1.1 of the Strategy addresses this. The wording in the last paragraph has been amended to make it clearer.

Suggest adding more government webpage links in the footnotes.

Links added as requested on page 11.

Suggest various minor wording changes.

Single word changes and expansion of acronyms have been added as suggested. There is no change to the intent of the Strategy.

Appendix A was also removed as it is a scan of an email from the Clean Energy Regulator answering a question and is not necessary as an appendix in the strategy.

Report submitted to the Ordinary Meeting of Council on Monday 27 June 2022

RP-4

RP-4 REVISED COMMUNITY STRATEGIC PLAN (CSP) 2040 FOR ADOPTION

Author: Scott Gray

General Manager: Peter Thompson

Summary:

At the Ordinary Council Meeting on 2 May 2022, Council resolved to place the draft revised Community Strategic Plan 2040 on public exhibition. The purpose of this report is to provide feedback on submissions received during the exhibition period and to recommend adoption of the revised Community Strategic Plan 2040.

Recommendation

That Council:

a receive and note the submissions received during the exhibition period

b adopt the revised Community Strategic Plan 2040

c note minor changes will be made to the graphic design as well as the inclusion of the 2021 Census data which is due to be released 28 June 2022

Report

The Community Strategic Plan 2040 (CSP) is an aspirational look to the future of Wagga Wagga and its surrounding rural communities. The plan is based on the aspirations, knowledge and values expressed by our community. It reflects our shared community vision for the future, the strategies we’ll undertake to achieve it and the outcomes that will show us we have achieved our goals.

The CSP sits at the highest level of Council’s planning hierarchy and guides all other Council strategies and plans as shown in our planning and reporting framework diagram depicted in Image 1 below.

The attached revised plan aligns with local, regional and state priorities and plans and has been prepared with regard to the social justice principles of access, equity, participation and rights, and addresses social, environmental, economic and governance matters. Preparation for this plan has been informed by changes to Wagga Wagga since the previous ‘Community Strategic Plan 2040 – Wagga View’ was endorsed by Council on behalf of our community in 2017.

The objectives of this plan cover more than an aspirational future expressed by the community in 2017. Council’s supporting strategies and plans also recognise that some areas within Wagga Wagga have high levels of identified disadvantage. Consideration has been given to ensure Council’s advocacy, strategic planning, reporting and overall program delivery continue to work towards decreasing social and community disadvantage across our local government area, so that the future of Wagga Wagga is a positive one for all residents.

Image 1 – Integrated Planning & Reporting (IP&R) Framework

Diagram

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Review Methodology

As part of the IP&R requirements, each newly elected council must review the CSP before 30 June in the year following an ordinary election of council. The council may endorse the existing plan, endorse amendments to the existing plan or develop and endorse a new CSP, as appropriate to ensure that the area has a CSP covering at least the next 10 years.

This approach takes into account our community’s involvement throughout 2016 & 2017 to create the existing ‘Community Strategic Plan 2040 – Wagga View’ which was one of the largest community consultations ever undertaken by Council. The process resulted in more than 3000 contributions from individuals and groups across the Wagga Wagga LGA informing the community vision and the development of the strategic themes, objectives, and strategies which will continue through this revised Plan to shape and guide our future growth and development.

An internal working group was established to undertake the review of the current

CSP before progressing to the executive, Council and the community. This group included broad representation from all areas across Council to ensure the social,

environmental, economic, and governance matters were considered and addressed throughout the review process.

Examples of the documents utilised in conducting the review included the following:

· Community Strategic Plan – 2040 – Wagga View

· Biodiversity Strategy: Maldhangilanha 2020-2030

· Cultural Plan – 2020-2030

· Disability Inclusion Action Plan 2017-2021

· Events Strategy & Action Plan

· Integrated Transport Strategy 2040

· Local Strategic Planning Statement 2021

· Recreation, Open Space and Community Strategy 2040

· Reconciliation Action Plan 2021.

Significant community engagement activities were also conducted in developing each of the abovementioned documents.

Vision and Guiding Principles

The vision statement below has been carried over from the previous version.

“In 2040 Wagga will be a thriving, innovative, connected and inclusive community on the Murrumbidgee. Rich in opportunity, choice, learning and environment. Wagga is a place where paths cross and people meet.”

Council had previously undertaken a visioning exercise with the community back in 2011 to assist in creating the vision which informed the CSP at that time. In 2017 it was considered important to “test” this vision again for currency and relevance to the community.

78% of respondents agreed with the existing vision and following community feedback “inclusive” was added to the vision.

The key elements of the vision were transferred into the following guiding principles.

Graphical user interface, text, application

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Strategic Directions

The community have previously identified a number of priorities that are really important to them. These priorities were categorised into the following five strategic directions for the city, which have been retained in this version of the plan.

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Roles and Responsibilities

Council

It is Council’s role to deliver and report against the objectives of the CSP, undertake resource planning and ensure the community’s big picture ambitions become operational realities. Key to Council’s role is understanding our community’s desired level of service and demand for key facilities and programs. The desired level of service is the balance between the service provided, the level of service the community expect and what the community is prepared to pay for.

Our community’s desired level of service informs key strategies in this plan and actions within subsequent plans. Council’s role in the delivery of services, programs and projects are outlined in Council’s four-year Delivery Program and annual Operational Plans.

Other Stakeholders

Council takes a lead role in initiating and developing the CSP on behalf of our community, however, responsibility for achieving our long-term goals rests with everyone. Partnerships with other levels of government, along with businesses, industry groups, other organisations, key stakeholders, and our residents will be crucial to achieving our goals.

Many of the issues and concerns facing Wagga Wagga will require concerted and coordinated actions by State and Federal Government and key stakeholders. This Plan is our opportunity to put strategies in place to manage the elements of growth that Council and our community can influence.

Council is committed to advocating and facilitating change on behalf of the community, however, in some areas delivering on strategies is largely the responsibility of other levels of government. We will use our capacity as a Council to continue to advocate on behalf of our community in the areas of health, education, transport, public housing, and environmental protection for changes in policy and action at relevant levels of government and industry to bring about the best outcomes for our community.

Links to Other Council Plans

Council has already prepared and commenced delivery of several significant community strategies and plans to guide Wagga Wagga’s growth and change. These supporting strategies and plans were created to align with the objectives of the existing CSP and were informed by direct consultation, communication with, and feedback received from our community and key stakeholders. Consideration has been given to ensure this revised plan continues to align with and support the commitments as set out in these strategies and plans as we continue to work towards achieving our Community’s long-term priorities and goals for the future.

Below is an image outlining how the objectives of the CSP flow onto other Council documents such as the Delivery Program and Operational Plan.

The CSP sits at the highest level of Council’s planning hierarchy and guides all other Council strategies and plans.

The Delivery Program picks up these strategies and then links them to the principal activities Council will undertake for the period of the Delivery Program (usually four years). These activities guide the actions (services, programs and projects) that will be undertaken by Council each financial year to bring us closer to our shared community vision and goals as identified in the Community Strategic Plan 2040.

The Operational Plan outlines the actions (services, programs and projects) that Council will undertake each financial year that contribute to achieving the commitments of the Delivery Program and Community Strategic Plan. It identifies the annual budget required to deliver the actions and the responsible service area within Council who will oversee and report on the actions.

Any changes to the CSP identified during the exhibition period will then need to cascade to the other supporting documents.

Proposed Amendments

The below amendments have been made to the draft plan following the public exhibition period.

Changes include:

· Message from the Mayor has been added to the draft CSP 2040.

· The section ‘About this plan’ has been amended.

· ‘Regional organisations’ added to our partners listed in line with feedback received.

· New measure added to the draft plans: the percentage of shade provided within public open spaces and places is increasing

· New measure added to the draft plans: Number of small-scale solar panel system installations is increasing

Financial Implications

There are no financial implications relating to this report. The revised CSP has been developed utilising existing Council resources.

Policy and Legislation

Local Government Act 1993

Local Government (General) Regulation 2021

Integrated Planning and Reporting Guidelines

Integrated Planning and Reporting Handbook

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We plan long term

Internal / External Consultation

Internal consultation was undertaken with relevant Council staff, the Executive Team and Councillors.

The draft Community Strategic Plan 2040 was placed on public exhibition for a period of 28 days. As part of the exhibition period a variety of communication methods were used, to not only promote the public exhibition period but also promote the purpose of the documents. This was promoted through various mechanisms including:

· Council News story

· Media release

· Council Facebook

· Sustainable Wagga Facebook

· Direct email to registered residents.

Council received 48 submissions during the exhibition period (full submissions are provided under separate cover). The table below provides a brief summary of all submissions raised and a response on how this relates to the Community Strategic Plan 2040.

Report submitted to the Ordinary Meeting of Council on Monday 27 June 2022

RP-4

Submission	Summary of submission	Response to submission
1, 2, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 17, 18, 19, 26, 31, 33, 39	Feedback received covers actions to be relating to the arts / culture / performing and general entertainment in Wagga Wagga LGA	Council’s supporting strategies and plans provide a roadmap for Council and our partners as we continue to work towards achieving our Community’s long-term priorities and goals. These supporting strategies and plans inform Council’s business and budget planning processes to ensure Council’s Delivery Program and Operational Plans respond to identified community needs now and into the future. Priority actions relating to this submission are covered in the Wagga Wagga City Council Cultural Plan 2020-2030 and Events Strategy & Action Plan 2020-2024 available on Council’s website. The specific actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23. Council is committed to investing in providing a diverse range of opportunities for residents and visitors to experience a variety of cultural experiences including performance and general entertainment including targeted programming and projects for families & children. Council’s Civic Theatre delivers a diverse annual program of live music performances and festivals such as the Wagga Comedy Fest and the Plug and Play program – supporting emerging musicians and creatives aged 14-25 years to provide support and mentoring in aspects of the music industry. The Civic Theatre also supports a wide range of community productions to perform on stage each year. Council’s Civic Theatre, Art Gallery, Library and Museum services present an annual schedule of performances, exhibitions and programs targeting families with children. Council’s annual grants program and Major Events, Festivals and Films Sponsorship funding provides opportunities for local arts and cultural organisations to develop and delivery targeted programming and projects which includes supporting the live music sector & for families with children. Council delivers a diverse range of seasonal events throughout the year including FRESH, Wagga Comedy Fest, Festival of W (Winter school holidays), Spring Jam Children’s festival, FUSION Multicultural Festival, and financial support toward other major event offerings for example Fitz Fest 22, Stone the Crows 22, Gears and Beers 22 and Mardi Gras 22 festivals. Regular events for example Christmas, New Year’s Eve and Australia Day are also financially supported. The online Wagga Wagga community directory, Council’s Cultural Facilities websites and social platforms along with Visit Wagga website provide information about programs and events available. Council is a contributing member to Eastern Riverina Arts and provides an annual contribution to local cultural organisations supporting the artistic and cultural goals of children and young people in our community including the Riverina Conservatorium of Music, Booranga Writers Centre, the Wagga Wagga Eisteddfod and the Summer School of Strings. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
3	Feedback received relates to Wagga Wagga becoming a Smart City, in a Smart Riverina, with Smart Villages and Rural Communities	Priority actions relating to this submission are covered in the Local Strategic Planning Statement (LSPS) 2040 available on Council’s website. Funding to develop LSPS 2040 action ‘develop a Smart City Strategy to use new technology for monitoring and managing infrastructure and service provision’ is identified in Wagga Wagga Local Infrastructure Contributions Plan 2019-2034. Feedback is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
4	Feedback received covers actions relating to roads / streetlighting / the lake / night time activities	Council is committed to improving the safety, quality and amenity of local roads through increased road reconstruction, resurfacing and line marking programs. Council is progressing with the solution to maintain permanent water levels in Lake Albert. Council and the NSW Government entered into a Memorandum of Understanding in 2022 which identified the solution to maintain permanent water levels in Lake Albert and how it is going to be delivered. Council is committed to investing in providing a diverse range of opportunities for residents and visitors to experience a variety of events and activities in across the Wagga Wagga LGA including targeted activities that foster a vibrant nightlife. Council delivers a diverse range of seasonal events throughout the year including FRESH, Wagga Comedy Fest, Festival of W (Winter school holidays), Spring Jam Children’s festival, FUSION Multicultural Festival, and financial support toward other major event offerings for example Fitz Fest 22, Stone the Crows 22, Gears and Beers 22 and Mardi Gras 22 festivals. Regular events for example Christmas, New Year’s Eve and Australia Day are also financially supported. Feedback is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
15, 20, 21, 22, 23, 24, 25, 27, 29, 34, 36, 37, 41, 42, 43, 44, 46, 47	Feedback received covers actions relating to climate change / net zero / resilience / sustainability	Due to the limited time available following the 2021 council elections and Council resources, it was decided to leverage off the already extensive work undertaken over the last 3-4 years throughout the development of Council’s adopted high-level Strategies and Plans, rather than reinventing a whole new strategic plan. This approach takes into account our community’s involvement throughout 2016 & 2017 to create the existing ‘Community Strategic Plan 2040 – Wagga View’ which was one of the largest community consultations ever undertaken by Council. The process resulted in more than 3000 contributions from individuals and groups across the Wagga Wagga LGA informing the community vision and the development of the strategic themes, objectives, and strategies which have been carried over in this revised Plan to shape and guide our future growth and development. The development of the new Community Strategic Plan will be undertaken during the term and will include extensive consultation and engagement with our community and key stakeholders to ensure the social, environmental, economic, and governance matters continue to be considered and addressed through the plan. This process will also include updating the layout & design of the overall document. The objectives of the draft revised Community Strategic Plan (CSP) 2040 align with the feedback received through this submission including objectives ‘ Wagga Wagga has strong community leadership and a shared vision for the future’, ‘Our community is informed and actively engaged in decision making and problem-solving to shape the future of Wagga Wagga’ & ‘Wagga Wagga is sustainable, liveable, and resilient to the impacts of climate change’. These objectives and associated strategies identified in the draft plans will guide the four-year activities that Council will undertake within available resources during the term. Key strategies include: · Plan long term for the future of Wagga Wagga · Communicate with our community · Ensure our community feels heard and understood · Educate and engage our community in sustainability · Work towards net zero emissions for Council by 2040 · Support and empower our community to reach 50% reduction in emissions compared to 2005 levels by 2030 and to achieve Net Zero Emissions by 2050 · Adapt to our changing climate · Minimise our impact on the environment · Transition towards a circular economy through more sustainable resource use. Council’s supporting strategies and plans provide a roadmap for Council and our partners as we continue to work towards achieving our Community’s long-term priorities and goals. These supporting strategies and plans also recognise the challenges facing our community which include climate change, sustainability, social and community disadvantage, housing affordability and availability, increasing cost of living and the COVID-19 pandemic. While these issues are not exclusively the domain of local government, we recognise Council’s role is vital to delivering meaningful solutions for our community. Consideration has been given to ensure Council’s advocacy, strategic planning and overall program delivery continue to respond to the challenges and opportunities that lie ahead, and see our shared vision come to life. Through the actions detailed in Council’s draft Delivery Program 2022/2026 and Operational Plan 2022/23, we will continue to build the resilience of our community, institutions, businesses and systems – so they can all thrive regardless of the challenges we face. Priority actions relating to this submission are covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030 and Wagga Wagga Street Tree Strategy, available on Council’s website. Council has recently developed draft Corporate Net Zero Emissions 2040 Strategy, draft Urban Cooling Strategy & is undertaking the development of the Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders during the 2022/23 FY. As a proud member of the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create a Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
16, 40	Feedback received covers actions relating to the importance of built and natural shade	Council’s strategies and plans such as the Recreation, Open Space and Community Strategy and Implementation Plan 2040, Playground Strategy, Active Travel Plan, Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy, draft Urban Cooling Strategy recognise the value and importance of shade for UV radiation protection and other co-benefits for our community. The specific actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23. Council is currently undertaking a specific review of shade within playgrounds and associated open spaces to identify operational and strategic opportunities. The findings of this review & the feedback received through this submission will be taken into consideration as part of Council’s business and budget planning processes which are informed by and inform the services, programs and projects to be undertaken by Council within available resources each year. Minor changes have been made to the draft Delivery Program 2022-2026 and an additional measure has been added to draft plans in line with the feedback received where appropriate.
28	Feedback received covers actions covering a broad range of areas including the connection to past & connection to Wiradjuri culture in the draft plan / climate change / net zero / resilience / sustainability / playgrounds and access to community assets / operational actions	Priority actions relating to this submission are covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy, the Recreation, Open Space and Community Strategy and Implementation Plan 2040, Playground Strategy, Active Travel Plan, available on Council’s website. The actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23. Council has recently developed draft Corporate Net Zero Emissions 2040 Strategy, draft Urban Cooling Strategy & is undertaking the development of the Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders during the 2022/23 FY. As a proud member of the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create a Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
30	Feedback received covers relating to innovative housing design that uses the sun / solar	Council’s Wagga Wagga Development Control Plan 2010 provides provisions for site layout focussing on passive solar design by orienting living areas to the north and designing for cross ventilation. In addition, solar access provisions exist with the objective to maintain reasonable sunlight access. Subdivisions should also respond to the site to ensure development is compatible with the physical context and characteristics of the site. By responding to the site conditions, it is not always possible for all houses to face north. Dwellings should also respond to adjoining dwellings to ensure visual and acoustic amenity is achieved and ensure the privacy of adjoining residents. Council’s controls are one way in which dwelling approvals can be given. NSW State Environmental Planning Policy (Exempt & Complying Development Codes) is also an approval pathway for dwellings with minimal provisions for amenity and privacy. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which are informed by and inform the services, programs and projects to be undertaken by Council within available resources each year.
32	Feedback received covers actions relating to growing the economy / tourism / business events	Priority actions relating to this submission are detailed in the Wagga Wagga City Council’s Events Strategy & Action Plan 2020-2024 available on Council’s website relating to agritourism events and business conferencing in the City. The specific actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23. These key points have also been contributed to the draft Regional Destination Management Plan and will be included in the Wagga Wagga Destination Management Plan (funding dependant). Council’s annual grants program and Major Events, Festivals and Films Sponsorship funding provides financial support for agritourism and business conferencing to be delivered in the Wagga Wagga Local Government Area. Council recently released the updated Business Event and Conference Guide which is available in hard copy and on Council’s website to assist event and conference organisers ‘Regional organisations’ have been added to our partners in the draft plan. Feedback is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
35	Feedback received covers actions covering a broad range of areas including cultural diversity, on council / social and affordable housing / climate change / net zero / resilience / sustainability	Priority actions relating to this submission are covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy & Reconciliation Action Plan, available on Council’s website. Council’s supporting strategies and plans also recognise the challenges facing our community which include climate change, sustainability, social and community disadvantage, housing affordability and availability, increasing cost of living and the COVID-19 pandemic. While these issues are not exclusively the domain of local government, we recognise Council’s role is vital to delivering meaningful solutions for our community. Consideration has been given to ensure Council’s advocacy, strategic planning and overall program delivery continue to respond to the challenges and opportunities that lie ahead, and see our shared vision come to life. Through the actions detailed in Council’s draft Delivery Program 2022/2026 and Operational Plan 2022/23, we will continue to build the resilience of our community, institutions, businesses and systems – so they can all thrive regardless of the challenges we face. Council has recently developed draft Corporate Net Zero Emissions 2040 Strategy, draft Urban Cooling Strategy & is undertaking the development of the Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders during the 2022/23 FY. Through the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create the Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges. Council developed pre-election materials and facilitated information sessions with a focus on promoting equity and diversity for potential candidates for the 2021 Local Government Elections. Council also promoted the NSW Government’s Stand for Your Community – Diversity Counts campaign 2021 which aims to increase the number of candidates from under-represented groups at council elections. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
38	Feedback received covers actions covering a broad range of areas including performance measures / strategic directions & associated objectives covered in the draft plan	Due to the limited time available following the 2021 council elections and Council resources, it was decided to leverage off the already extensive work undertaken over the last 3-4 years throughout the development of Council’s adopted high-level Strategies and Plans, rather than reinventing a whole new strategic plan. This approach takes into account our community’s involvement throughout 2016 & 2017 to create the existing ‘Community Strategic Plan 2040 – Wagga View’ which was one of the largest community consultations ever undertaken by Council. The process resulted in more than 3000 contributions from individuals and groups across the Wagga Wagga LGA informing the community vision and the development of the strategic themes, objectives, and strategies which have been carried over in this revised Plan to shape and guide our future growth and development. The development of the new Community Strategic Plan will be undertaken during the term and will include extensive consultation and engagement with our community and key stakeholders to ensure the social, environmental, economic, and governance matters continue to be considered and addressed through the plan. This process will also include updating the layout & design of the overall document. Monitoring and reporting progress and performance results is an important part of Council's ongoing operations and decision-making, clearly identifying where resources need to be allocated to ensure best possible outcomes are reached for our community. In addition to measuring the outputs of the services, programs and projects delivered by Council each financial year through Council’s Delivery Program and annual Operational Plans (what we did), we will also measure the effectiveness of our strategies and plans through outcomes (what we’ve achieved). This ensures that Council’s long-term planning is consistent with the current and future needs of our community. The progress and performance results achieved against the objectives of this plan are presented to the community through Council’s six-monthly Performance Reports, Annual Reports and the State of our City Report (formally referred to as End of Term Report) available on Council’s website. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
45	Feedback received covers concerns relating to ‘Wagga Wagga Strategic Plan is based on a fake green narrative which has already caused serious harm to Wagga Wagga & great stress & heartache to numerous rural landholders & local communities’ & negative impact of ‘solar factories’ to the community.	Priority actions relating to this submission are covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030 available on Council’s website. The specific actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which are informed by and inform the services, programs and projects to be undertaken by Council within available resources each year.
48	Feedback received covers concerns relating to design elements of the plan	The development of the new Community Strategic Plan will be undertaken during the term and will include extensive consultation and engagement with our community and key stakeholders to ensure the social, environmental, economic, and governance matters continue to be considered and addressed through the plan. This process will also include updating the layout & design of the overall document. The feedback received through this submission is noted.

Report submitted to the Ordinary Meeting of Council on Monday 27 June 2022

RP-5

RP-5 Integrated Planning and Reporting - Adoption of Documents

Author: Scott Gray

General Manager: Peter Thompson

Summary:

This report addresses Council’s obligations in ensuring legislative compliance and meeting the requirements of the Office of Local Government in adopting and implementing the Integrated Planning and Reporting Framework.

Recommendation

That Council:

a adopt the Delivery Program 2022/2026

b adopt the Operational Plan 2022/23 as a sub-plan of the Delivery Program 2022/2026

c adopt the Fees and Charges for the financial year 2022/23

d adopt the Long-Term Financial Plan 2022/23

e adopt the Asset Management Strategy

f adopt the Asset Management Plans: Buildings, Recreational Assets, Sewer, Stormwater and Transport Infrastructure Networks 2022/23

g adopt the Workforce Resourcing Strategy 2022/2026

h note minor changes will be made to the graphic design of each document as well as the inclusion of the 2021 Census data which is due to be released 28 June 2022

i note the approval by IPART for the Additional Special Variation (ASV) for the 2022/23 property rates

j sets the interest on overdue rates and charges for 2022/23, in accordance with Section 566(3) of the Local Government Act 1993 at 6.00% per annum calculated on a daily simple interest basis.

k makes and levy the following Rates and Annual Charges for 2022/23 (including the approved ASV under the relevant sections of the Local Government Act 1993:

i Residential – City and Suburbs rate of 0.785640 cents in the dollar in terms of Sections 516 and 529 of the Local Government Act 1993, calculated on the land value in respect of all rateable lands situated in the centres of population defined as the City of Wagga Wagga and the Village of Forest Hill, excluding Business - City and Suburbs land, rated in accordance with the provisions of Section 518 of the Local Government Act 1993, Residential (Other) land as defined, and also Farmland, rated in accordance with the provisions of Section 515 of the Local Government Act, within such centres of population

A minimum rate of $744.00 for each parcel of land as prescribed under Section 548 of the Local Government Act 1993 shall apply to this rate

ii Residential – Other rate of 0.448142 cents in the dollar calculated on the land value in respect of all rateable land within the Council’s area, which, in the Council’s opinion, is land which:

(a) is not less than two (2) hectares and not more than 40 hectares in area

(b) is either:

(i) not zoned or otherwise designated for use under an environmental planning instrument

(ii) zoned or otherwise designated for use under such an environmental planning instrument for non-urban purposes

Excludes Business - City and Suburbs land, rated in accordance with the provisions of Section 518 of the Local Government Act 1993, and also Farmland, rated in accordance with the provisions of Section 515 of the Local Government Act, within such centres of population

A minimum rate of $333.00 for each parcel of land as prescribed under Section 548 of the Local Government Act 1993 shall apply to this rate.

iii Residential – Villages rate of 0.527716 cents in the dollar in terms of Sections 516 and 529 of the Local Government Act 1993, calculated on the land value of all rateable land situated in the centres of population defined as the villages of San Isidore, Gumly Gumly, Tarcutta, Humula, Uranquinty, Mangoplah, Oura, Currawarna, Ladysmith, Galore, Collingullie, Belfrayden and North Wagga excluding Business - Villages and Rural land, rated in accordance with the provisions of Section 518 of the Local Government Act 1993, Residential (Other) land as defined, and also Farmland, rated in accordance with the provisions of Section 515 of the Local Government Act, within such centres of population

A minimum rate of $278.00 for each parcel of land as prescribed under section 548 of the Local Government Act 1993 shall apply to this rate.

iv Business - City and Suburbs rate of 1.469744 cents in the dollar calculated on the land value of all rateable non-residential land, which cannot be classified as residential, or farmland land in the centres of population defined as the City of Wagga Wagga and the Village of Forest Hill, in terms of Sections 518 and 529 of the Local Government Act 1993

A minimum rate of $712.00 for each parcel of land as prescribed under Section 548 of the Local Government Act 1993 shall apply to this rate.

v Business - Villages and Rural rate of 0.490934 cents in the dollar calculated on the land value of all rateable land in the Council’s area, in terms of Sections 518 and 529 of the Local Government Act 1993, excluding lands defined as Business - City and Suburbs, Residential, and Farmland

A minimum rate of $117.00 for each parcel of land as prescribed under Section 548 of the Local Government Act 1993 shall apply to this rate.

vi Farmland rate of 0.244433 cents in the dollar, calculated on the land value of all rateable land, which, in Council’s opinion, qualifies as farmland as defined in Section 515 of the Local Government Act 1993

A minimum rate of $321.00 for each parcel of land as prescribed under Section 548 of the Local Government Act 1993 shall apply to this rate.

vii Sewerage Services Annual Charge of $596.00 per dwelling unit. Multiple residence properties are charged at $596.00 per residence, for all residences, and non-strata title residential premises on a single allotment (flats/units) situated within the Council’s centres of population, capable of being connected to the sewerage service scheme except when excluded by specific council policy, such charge being made in terms of Section 501 of the Local Government Act 1993

viii Non Residential Sewer Charges

Access charge based on each and every meter connection per non-residential allotment for all non-residential premises and non-residential allotments situated within the Council’s centres of population, capable of being connected to the sewerage service scheme except when excluded by specific council policy, such charge being made in terms of Section 501 of the Local Government Act 1993.

Access charge based on Meter size for 2022/23 is as follows:

20mm	$181.00
25mm	$283.00
32mm	$464.00
40mm	$724.00
50mm	$1,131.00
80mm	$2,896.00
100mm	$4,525.00
150mm	$10,181.00

Non Residential includes:

(a) Non-residential strata

(b) Small community property

(d) land that belongs to a religious body and is occupied and used in connection with:

(i) a church or other building used or occupied for public worship

(ii) a building used or occupied for the purpose of religious teaching or training

(e) land that belongs to and is occupied and used in connection with a school (being a government school or non-government school within the meaning of the Education Reform Act 1990 or a school in respect of which a certificate of exemption under section 78 of that Act is in force), including:

(i) a playground that belongs to and is used in connection with the school; and

(ii) land that belongs to a public benevolent institution or public charity and is used or occupied by the institution or charity for the purposes of the institution or charity

(f) land that belongs to a public hospital

(g) land that is vested in the Minister for Health, the Health Administration Corporation or the New South Wales Health Foundation

(h) land that is vested in a university, or a university college, and is used or occupied by the university or college solely for its purposes

Usage charge

Per kl usage charge of $2.49 per kl will apply to all Non Residential Sewer customers except excluded by specific Council Policy, such charge being made in accordance with Section 501 of the Local Government Act 1993.

ix Pressure Sewer Scheme – Annual pump maintenance charge (rural residential and villages). An additional sewerage service charge of $184.00 per pump for all premises connected to the sewerage system via a pressure service for the maintenance and replacement of the pump unit as necessary

x Domestic Waste Management Service Charge of $387.00 per service on a per occupancy basis per annum for a service rendered in the centres of population and within the scavenging areas defined as the City of Wagga Wagga and the villages of North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill, charged in accordance with the provisions of Section 496 of the Local Government Act 1993

xi Domestic Waste Management Service Charge Rural Residential of $387.00 per service to be applied to all properties utilising a waste collection service managed by Council, but outside Council’s defined waste collection service areas charged in accordance with the provisions of Section 496 of the Local Government Act 1993

xii Domestic Waste Management Annual Charge of $63.00 per service to be applied to all properties utilising an upgraded general waste bin in accordance with the provisions of Section 496 of the Local Government Act 1993

xiii Domestic Waste Management Annual Charge of $68.00 per service to be applied to all properties utilising an upgraded recycling bin in accordance with the provisions of Section 496 of the Local Government Act 1993

xiv Domestic Waste Management Service Charge of $39.00 for each parcel of rateable undeveloped land not receiving a service within the scavenging areas of the City of Wagga Wagga and the villages of North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill, such charge being levied in accordance with the provisions of Sections 496 of the Local Government Act 1993

xv Domestic Waste Management Service Charge of $129.00 for each additional domestic bin, being an additional domestic bin provided over and above the three bins already provided by the service, rendered in the centres of population, and within the scavenging areas defined as the City of Wagga Wagga and the villages of North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill, charged in accordance with the provisions of Section 496 of the Local Government Act 1993. On application, depending on individual circumstances, this fee may be waived.

xvi Commercial Waste Management Service Charge of $387.00 per service per annum, for a two-bin commercial waste service rendered in the centre of population and within the scavenging areas defined as the City of Wagga Wagga and the villages of North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill, charged in accordance with the provisions of Section 501 of the Local Government Act 1993

xvii Commercial Waste Management Service Charge of $193.50 per service per annum, for a one-bin commercial waste service rendered in the centre of population and within the scavenging areas defined as the City of Wagga Wagga and the villages of North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill, charged in accordance with the provisions of Section 501 of the Local Government Act 1993

xviii Commercial Waste Management Service Charge of $129.00 for each additional commercial bin, being an additional bin provided over and above the bin/s already provided by the service, rendered in the centres of population and within the scavenging areas defined as the City of Wagga Wagga and the villages of North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill, charged in accordance with the provisions of Section 501 of the Local Government Act 1993

xix Commercial Waste Management Annual Charge of $70.00 per service to be applied to all commercial properties utilising an upgraded recycling bin in accordance with the provisions of Section 501 of the Local Government Act 1993

xx Urban Area: Scheduled Off Week Commercial Pickup Service Charge of $507.00 per bin for each commercial service with 1-2 bins onsite, charged in addition to the Commercial Waste Management Service Charge in accordance with the provisions of Section 501 of the Local Government Act 1993

xxi Urban Area: Scheduled Off Week Commercial Pickup Service Charge of $274.00 per bin for each commercial service with 3-5 bins onsite, charged in addition to the Commercial Waste Management Service Charge in accordance with the provisions of Section 501 of the Local Government Act 1993

xxii Urban Area: Scheduled Off Week Commercial Pickup Service Charge of $209.00 per bin for each commercial service with over 5 bins onsite, charged in addition to the Commercial Waste Management Service Charge in accordance with the provisions of Section 501 of the Local Government Act 1993

xxiii Rural Areas and Villages: Scheduled Off Week Commercial Pickup Service Charge of $507.00 per bin for each commercial service onsite, charged in addition to the Commercial Waste Management Service Charge in accordance with the provisions of Section 501 of the Local Government Act 1993

xxiv Multi Unit Developments (Non-Strata) Domestic Waste Management Service Charge of $387.00 for each rateable property with an additional bin charge of $129.00 to apply for each additional bin charged in accordance with the provisions of Section 496 of the Local Government Act 1993. For the purposes of Council’s Fees and Charges the definition of Multi-Unit developments (Non-Strata) involves the development of three or more residential units on a site at a higher density than general housing development. This reduced charge is available on application to Council, otherwise full Domestic Waste Service Charge of $387.00 applies, per occupancy.

xxv Multi Unit Developments Wheel Out Wheel In (WOWI) Services Charge of $230.00 per occupancy. For the purposes of Council’s Fees and Charges the definition of Multi-Unit developments (Non-Strata) involves the development of three or more residential units, including Strata and Non-Strata properties, on a site at a higher density than general housing development. On application, this service may be available to individual properties. Depending on individual circumstances, this fee may be waived.

xxvi Stormwater Management Service Charges

Stormwater Management Service charges will be applicable for all urban properties (i.e. residential and business) as referenced below with the following exceptions in accordance with the Division of Local Government (DLG) Stormwater Management Service Charge Guidelines dated July 2006:

· Non rateable land

· Crown Land

· Council Owned Land

· Land held under lease for private purposes granted under the Housing Act 2001 or the Aboriginal Housing Act 1998

· Vacant Land

· Rural Residential or Rural Business land not located in a village, town or city

· Land belonging to a charity and public benevolent institutions

(a) Residential Stormwater Management Service Charge of $25.00 per residential property levied in accordance with the provisions of Section 496A of the Local Government Act 1993

(b) Residential Medium/High Density Stormwater Management Service Charge of $12.50 per occupancy: Residential Strata, Community Title, Multiple Occupancy properties (flats and units), and Retirement Village style developments. Subject to a maximum charge of $250.00 per rateable assessment levied in accordance with the provisions of Section 496A of the Local Government Act 1993

(c) Business Stormwater Management Service Charge of $25.00 per business property. Properties are charged on a basis of $25.00 per 350 square metres of land area. Subject to a maximum charge of $250.00 per rateable assessment levied in accordance with the provisions of Section 496A of the Local Government Act 1993

(d) Business Medium/High Density Stormwater Management Service Charge of $5.00 per occupancy - Business Strata and Multiple Occupancy Business properties. Subject to a maximum charge of $250.00 per rateable assessment levied in accordance with the provisions of Section 496A of the Local Government Act 1993

Report

At the 2 May 2022 Council Meeting, Council resolved to place the following documents on public exhibition for 28 days commencing 3 May 2022 and concluding on 4 June 2022:

· draft Delivery Program 2022/2026 and Operational Plan 2022/23

· draft Fees and Charges for the financial year 2022/23

· draft Long-Term Financial Plan 2022/23

Below is a summary of amendments that have been made to the draft documents following the public exhibition period.

Delivery Program 2022/2026 and Operational Plan 2022/23

Minor changes have been made to the document in line with the amended draft revised Community Strategic Plan 2040 recommended for adoption.

Changes include:

· New measure added to the draft plans: the percentage of shade provided within public open spaces and places is increasing

· New measure added to the draft plans: Number of small-scale solar panel system installations is increasing

· Changes have been made to enhance the wording of the action (p.24) in the draft Delivery Program 2022-2026 to include ‘shade’ in line with feedback received.

Fees and Charges

Rates & Annual Charges

Following the public exhibition period, Council was notified of its successful application for a permanent Additional Special Variation (ASV) in 2022/23 for a 2.0% increase in its general income. The 2.0% includes the 0.70% previously advised rate peg increase for the 2022/23 rating year.

Following this notification from IPART, Council staff have subsequently updated the ad valorem and minimum rates for 2022/23 within the final 2022/23 Fees and Charges document.

During the public exhibition period, Council staff also identified a number of fees and charges descriptions, relating to Waste Management Charges, had not been updated to include reference to 2022/23 fee amounts. The below tables provide the public exhibited fee wording as well as the proposed final fee wording.

2022/23 Public Exhibition Fees

Item Number	Fee Name	2021/22 Total Fee	2022/23 Total Fee
0067	Domestic Waste Management Service Charge – Multi Unit Development (Non-Strata)	$369.00	$387.00
Multi-Unit developments (Non-Strata) involve the development of three (3) or more residential units on a site at a higher density than general housing development. A service charge of $369.00 for each rateable property with an additional bin charge of $123.00 to apply for each additional bin. This reduced charge is available on application to Council, otherwise the full Domestic Waste Management Service Charge applies for each unit.
0074	Commercial Waste Management Service Charge – Two Bin Service	$369.00	$387.00
The option of any combination of two bins: · 240L fortnightly general waste bin · 240L fortnightly recycling bin · 240L weekly FOGO bin If the above basic service is provided any additional bins are available at $123.00 per bin (excludes upsizes). To be applied to all developed commercial properties in the waste collection service areas of Wagga Wagga, North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill. Commercial properties (Non-Residential and Non-Rateable) have the ability to opt out of Council's Commercial Waste service.

2022/23 Proposed Fees

Item Number	Fee Name	2021/22 Total Fee	2022/23 Total Fee
0067	Domestic Waste Management Service Charge – Multi Unit Development (Non-Strata)	$369.00	$387.00
Multi-Unit developments (Non-Strata) involve the development of three (3) or more residential units on a site at a higher density than general housing development. A service charge of $387.00 for each rateable property with an additional bin charge of $129.00 to apply for each additional bin. This reduced charge is available on application to Council, otherwise the full Domestic Waste Management Service Charge applies for each unit.
0074	Commercial Waste Management Service Charge – Two Bin Service	$369.00	$387.00
The option of any combination of two bins: · 240L fortnightly general waste bin · 240L fortnightly recycling bin · 240L weekly FOGO bin If the above basic service is provided any additional bins are available at $129.00 per bin (excludes upsizes). To be applied to all developed commercial properties in the waste collection service areas of Wagga Wagga, North Wagga Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Mangoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill. Commercial properties (Non-Residential and Non-Rateable) have the ability to opt out of Council's Commercial Waste service.

Livestock Marketing Centre

During the public exhibition period, Council staff identified a change in the fee name for one of the Livestock Marketing Centre yard fees for sheep and lambs. The change in this fee name will facilitate accurate invoicing of actual stock sold. The below tables provide the public exhibited fee wording as well as the proposed final fee wording.

2022/23 Public Exhibition Fees

Item Number	Fee Name	2021/22 Total Fee	2022/23 Total Fee
0160	Yard Fees – sheep and lambs - $0 and under $20	$0.58	$0.60

2022/23 Proposed Fees

Item Number	Fee Name	2021/22 Total Fee	2022/23 Total Fee
0160	Yard Fees – sheep and lambs - $1 and under $20	$0.58	$0.60

Airport Carparking Fees

During the public exhibition period, Council staff identified that the 2022/23 lost ticket fee for Airport Carparking had been incorrectly increased from $135.00 to $145.00. It is proposed that this fee remains at $135.00 for 2022/23, as the cost associated with raising this fee at this point in time outweighs the additional income that would be received (due to signage updates required).

Item Number	Fee Name	2021/22 Adopted Fee	2022/23 Public Exhibition Fee	2022/23 Final Proposed Fee
0132	Car Parking – Lost Ticket	$135.00	$145.00	$135.00

Airport Water Fees

As noted in the Public Submissions section of this report, Council received three (3) public submissions in regard to Airport Water Charges. In respect of the Water Usage Fee for unmetered sites only, Council staff have reviewed the submissions received and propose to not proceed with a water usage fee for unmetered sites.

The above fees and charges amendments have been included in the final document.

Other Supporting Resourcing Documents for Adoption

Asset Management Strategy and Plans

Council must prepare an Asset Management Policy, Strategy and Plans for existing assets under its Asset management Framework.

1. Asset Management Policy

Council’s Asset Management Policy was first developed in 2009. The objective of this Policy is to ensure adequate provision is made to ensure the community’s assets deliver their agreed level of service to the best of the organisation’s ability.

2. Asset Strategy

The attached Asset Management Strategy 2022 is the first for Wagga Wagga City Council. It outlines Council’s management of the infrastructure networks on behalf of the community. The Strategy recognises Council aims to improve the overall condition of the assets, within the limitation of the financial budgets available. Through good asset management practices Council can prioritise its resources to obtain the best value for money.

3. Asset Management Plans

The aim of the Asset Management Plan (AMP) is to present the funding required to meet the service levels set out in the Plan and compare this to the current funding levels in the Long-Term Financial Plan (LTFP). The predominant service level for Council is asset condition and the minimum target service level is renewal of assets expected to reach condition 4 and 5 during the next 10 years.

AMPs have been developed for the following asset categories:

· Buildings

· Recreation – fencing, irrigation, lighting, playgrounds, park accessories, shelters,

· sporting equipment

· Sewer

· Stormwater – levee banks, stormwater pipes and pits, open drains, detention

· basins and channels

· Transport – bridges, carparks, culverts, footpaths and shared paths, sealed roads and unsealed roads.

Workforce Resourcing Strategy

Council must prepare a Workforce Strategy to address the human resourcing requirements aligned to Council’s four-year Delivery Program.

Council’s Workforce Resourcing Strategy 2022/2026 focuses on culture, capabilities and leadership required across our organisation to deliver the objectives of the Community Strategic Plan 2040. Specifically, it examines how we can enable our employees to deliver outcomes and programs of work that have been developed in consultation with our community while addressing current and future opportunities and issues that could impact on planning and delivery.

Our workforce resourcing strategy is built upon six strategies which align and further support the objectives detailed within the Community Strategic Plan. These objectives flow through to Council's Delivery Program 2022/2026 and Operational Plan 2022/23.

These include:

1. Develop and implement a resourcing strategy to support the delivery of the Community Strategic Plan.

2. Facilitate a culture that empowers our people to demonstrate positive leadership.

3. Establish an engaged, diverse and inclusive workforce that makes people feel more connected to each other and to the vision and purpose of the organisation.

4. Invest in the capabilities of our people to ensure they are appropriately skilled to deliver positive outcomes for our community.

5. Develop and implement strategies and plans to support our people to embrace a values-based organisational culture.

6. Ensure the safety, health and wellbeing of our people.

The Workforce Resourcing Strategy 2022/2026 also partners with various plans that further drive workforce initiatives including Council’s Corporate Training Plan; All Abilities Inclusion Action Plan; Equal Employment Opportunity Management Plan; Health & Wellbeing Strategy; and Reconciliation Action Plan.

Financial Implications

The development of the Delivery Program and Operational Plan 2022/23 and the LTFP 2022/23 has been challenging.

Limited revenue from rate peg, financial assistance grant restrictions, along with increased expectations from the community in relation to delivering outcomes such as building new facilities while still managing a substantial asset base and the large infrastructure renewal shortfall places a significant amount of pressure on Council’s financial position. Coupled with the added significant financial impacts from the recent COVID-19 pandemic, this has placed further pressure on Council over the past couple of years and even more so into the future to remain sustainable. It is therefore imperative that Council make well-informed and considered financial decisions into the future noting that there are limited funds available for the number of programs, projects and services that Council delivers.

The Base Case budget detailed in this LTFP indicates Council will maintain a balanced budget for 2022/23 only. Arriving at this balanced position was a complex and challenging task. These ongoing adjustments will continue to have a substantial impact on the delivery of projects and services, which will require Council to be highly innovative and efficient in delivering the items in the Delivery Program and Operational Plan 2022/23.

The LTFP 2022/23 is presented to Council for adoption, with a finance summary shown below:

2022/23	2023/24	2024/25	2025/26	2026/27	2027/28	2028/29	2029/30	2030/31	2031/32
0	(1,083,853)	(1,124,243)	(4,294,473)	(4,749,770)	(2,115,003)	(1,882,293)	(1,171,757)	(1,147,644)	(331,319)

Council’s 10-year budgeted bottom lines - surplus/(deficits)

2022/23 Budget Snapshot

$122.8 million – total operating income budget by category

(includes COVID-19 Adjustment of $2.1M):

Chart, pie chart

Description automatically generated

$136.2 million – total operating expenditure budget

(includes COVID-19 Adjustment of $495K):

Chart, pie chart

Description automatically generated

2022/23 Capital Works

$18.9 million – Recurrent Capital Program

$13.6 million – New Capital Projects – one off Confirmed

$32.5 million – Total 2022/23 Capital works included in Delivery Program

A further $59.8 million is included in the 2022/23 Pending Capital Works Category, which is essentially a ‘holding’ category for all funded projects. When a project progresses or priorities change, it will require a Council resolution to move the project from Pending into the ‘Confirmed’ stage.

Additional Special Variation

Earlier this year, the Office of Local Government (OLG) and IPART recognised that due to the delay with Council elections and the late determination of the 2022/23 rate peg being lower than some Councils had forecast, that Councils may not have had sufficient time to prepare special rate variation applications within the normal timeframe, and therefore do not have sufficient funds to pay for required infrastructure and services.

As such the NSW Government and IPART agreed to a one-off additional round of 2022/23 Special Variation (ASV) applications from Councils under section 508(2) of the Local Government Act 1993.

Wagga Wagga City Council applied for a permanent Additional Special Variation (ASV) in 2022/23 for a percentage increase in its general income of 2.0%. The rate peg for 2022/23 was initially set at 0.7%.

IPART have now determined that Council’s application has fully met all assessment criteria for the ASV and have approved the application for a permanent 2% Additional Special Variation in 2022/23 including the rate peg. This means that Council can increase its general income by 2% in 2022/23 and permanently keep this additional income in its rate base. As previously reported to Council, these funds will be directed towards Council’s future year budget deficits in the 2023/24 Long Term Financial Plan.

IPART’s determination dated 20 June 2022 is attached to this report.

Policy and Legislation

The documents have been created to meet Council’s Integrated Planning and Reporting requirements under the Local Government Act 1993 and Local Government Regulations 2005.

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We plan long term

Risk Management Issues for Council

A number of risk management issues were identified and have been actively managed.

A summary of these risks are as follows:

- Lack of engagement from the community

- Inability to meet everyone’s expectations

- Inability to resource and deliver on plans

Internal / External Consultation

Internal consultation was undertaken with relevant Council staff, the Executive Team and Councillors.

The draft Integrated Planning and Reporting documents were placed on public exhibition for a period of 28 days. As part of the exhibition period a variety of communication methods were used, to not only promote the public exhibition period but also promote the purpose of the documents.

Public Submissions

During the public exhibition period Council received five (5) submissions for the draft DP, Nil (0) submissions on the draft LTFP and three (3) submissions on the Fees and Charges. The submissions are attached and below is summary of the submissions and responses from staff.

ID	Submitter	Submission Summary	Officers Response
DP 2022/2026 & OP 2022/23
DP-1	Dr Gordon M. Murray	Feedback received covers actions relating to climate change / net zero / resilience / sustainability	Due to the limited time available following the 2021 council elections and Council resources, it was decided to leverage off the already extensive work undertaken over the last 3-4 years throughout the development of Council’s adopted high-level Strategies and Plans, rather than reinventing a whole new strategic plan. This approach takes into account our community’s involvement throughout 2016 & 2017 to create the existing ‘Community Strategic Plan 2040 – Wagga View’ which was one of the largest community consultations ever undertaken by Council. The process resulted in more than 3000 contributions from individuals and groups across the Wagga Wagga LGA informing the community vision and the development of the strategic themes, objectives, and strategies which have been carried over in this revised Plan to shape and guide our future growth and development. The development of the new Community Strategic Plan will be undertaken during the term and will include extensive consultation and engagement with our community and key stakeholders to ensure the social, environmental, economic, and governance matters continue to be considered and addressed through the plan. This process will also include updating the layout & design of the overall document. Council’s supporting strategies and plans provide a roadmap for Council and our partners as we continue to work towards achieving our Community’s long-term priorities and goals. These supporting strategies and plans also recognise the challenges facing our community which include climate change, sustainability, social and community disadvantage, housing affordability and availability, increasing cost of living and the COVID-19 pandemic. While these issues are not exclusively the domain of local government, we recognise Council’s role is vital to delivering meaningful solutions for our community. Consideration has been given to ensure Council’s advocacy, strategic planning and overall program delivery continue to respond to the challenges and opportunities that lie ahead, and see our shared vision come to life. Through the actions detailed in Council’s draft Delivery Program 2022/2026 and Operational Plan 2022/23, we will continue to build the resilience of our community, institutions, businesses and systems – so they can all thrive regardless of the challenges we face. Priority actions relating to this submission are also covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy, available on Council’s website. Council has recently developed draft Corporate Net Zero Emissions 2040 Strategy, draft Urban Cooling Strategy & is undertaking the development of the Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders during the 2022/23 FY. As a proud member of the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create a Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
DP-2	William Adlong	Feedback received covers actions relating to climate change / net zero / resilience / sustainability
DP-3	Climate Rescue of Wagga, Erin Earth, Climate Action Wagga, Wagga Fridays for Future	Feedback received covers actions relating to climate change / net zero / resilience / sustainability
DP-4	Patricia Murray	Feedback received covers actions covering a broad range of areas including cultural diversity, both indigenous and emigrant community on council / social and affordable housing / climate change / net zero / resilience / sustainability.	Priority actions relating to this submission are covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy & Reconciliation Action Plan, available on Council’s website. Council’s supporting strategies and plans also recognise the challenges facing our community which include climate change, sustainability, social and community disadvantage, housing affordability and availability, increasing cost of living and the COVID-19 pandemic. While these issues are not exclusively the domain of local government, we recognise Council’s role is vital to delivering meaningful solutions for our community. Consideration has been given to ensure Council’s advocacy, strategic planning and overall program delivery continue to respond to the challenges and opportunities that lie ahead, and see our shared vision come to life. Through the actions detailed in Council’s draft Delivery Program 2022/2026 and Operational Plan 2022/23, we will continue to build the resilience of our community, institutions, businesses and systems – so they can all thrive regardless of the challenges we face. Council has recently developed draft Corporate Net Zero Emissions 2040 Strategy, draft Urban Cooling Strategy & is undertaking the development of the Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders during the 2022/23 FY. Through the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create the Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges. Council developed pre-election materials and facilitated information sessions with a focus on promoting equity and diversity for potential candidates for the 2021 Local Government Elections. Council also promoted the NSW Government’s Stand for Your Community – Diversity Counts campaign 2021 which aims to increase the number of candidates from under-represented groups at council elections. The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.
DP-5	Cancer Institute NSW	Feedback received covers actions relating to the importance of built and natural shade	Council’s strategies and plans such as the Recreation, Open Space and Community Strategy and Implementation Plan 2040, Playground Strategy, Active Travel Plan, Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy, draft Urban Cooling Strategy recognise the value and importance of shade for UV radiation protection and other co-benefits for our community. The specific actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23. Council is currently undertaking a specific review of shade within playgrounds and associated open spaces to identify operational and strategic opportunities. The findings of this review & the feedback received through this submission will be taken into consideration as part of Council’s business and budget planning processes which are informed by and inform the services, programs and projects to be undertaken by Council within available resources each year. Minor changes have been made to the draft Delivery Program 2022-2026 and an additional measure has been added to draft plans in line with the feedback received where appropriate.

Submitter

Submission Summary

Officers Response

DP 2022/2026 & OP 2022/23

DP-1

Dr Gordon M. Murray

Feedback received covers actions relating to

climate change / net zero / resilience / sustainability

Due to the limited time available following the 2021 council elections and Council resources, it was decided to leverage off the already extensive work undertaken over the last 3-4 years throughout the development of Council’s adopted high-level Strategies and Plans, rather than reinventing a whole new strategic plan. This approach takes into account our community’s involvement throughout 2016 & 2017 to create the existing ‘Community Strategic Plan 2040 – Wagga View’ which was one of the largest community consultations ever undertaken by Council. The process resulted in more than 3000 contributions from individuals and groups across the Wagga Wagga LGA informing the community vision and the development of the strategic themes, objectives, and strategies which have been carried over in this revised Plan to shape and guide our future growth and development.

The development of the new Community Strategic Plan will be undertaken during the term and will include extensive consultation and engagement with our community and key stakeholders to ensure the social, environmental, economic, and governance matters continue to be considered and addressed through the plan. This process will also include updating the layout & design of the overall document.

Council’s supporting strategies and plans provide a roadmap for Council and our partners as we continue to work towards achieving our Community’s long-term priorities and goals. These supporting strategies and plans also recognise the challenges facing our community which include climate change, sustainability, social and community disadvantage, housing affordability and availability, increasing cost of living and the COVID-19 pandemic. While these issues are not exclusively the domain of local government, we recognise Council’s role is vital to delivering meaningful solutions for our community.

Consideration has been given to ensure Council’s advocacy, strategic planning and overall program delivery continue to respond to the challenges and opportunities that lie ahead, and see our shared vision come to life. Through the actions detailed in Council’s draft Delivery Program 2022/2026 and Operational Plan 2022/23, we will continue to build the resilience of our community, institutions, businesses and systems – so they can all thrive regardless of the challenges we face.

Priority actions relating to this submission are also covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy, available on Council’s website.

Council has recently developed draft Corporate Net Zero Emissions 2040 Strategy, draft Urban Cooling Strategy & is undertaking the development of the Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders during the 2022/23 FY.

As a proud member of the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create a Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges.

The feedback received through this submission is noted & will be taken into consideration as part of Council’s business and budget planning processes which inform the services, programs and projects to be undertaken by Council within available resources each year.

DP-2

William Adlong

Feedback received covers actions relating to

climate change / net zero / resilience / sustainability

DP-3

Climate Rescue of Wagga, Erin Earth, Climate Action Wagga, Wagga Fridays for Future

Feedback received covers actions relating to

climate change / net zero / resilience / sustainability

DP-4

Patricia Murray

Feedback received covers actions covering a broad range of areas including cultural diversity, both indigenous and emigrant community on council / social and affordable housing / climate change / net zero / resilience / sustainability.

Priority actions relating to this submission are covered in the Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy & Reconciliation Action Plan, available on Council’s website.

Council’s supporting strategies and plans also recognise the challenges facing our community which include climate change, sustainability, social and community disadvantage, housing affordability and availability, increasing cost of living and the COVID-19 pandemic. While these issues are not exclusively the domain of local government, we recognise Council’s role is vital to delivering meaningful solutions for our community.

Through the Canberra Region Joint Organisation, Council is partnering with other councils, community, emergency and resilience specialists, and state and federal agencies to create the Blueprint for a Resilient South East NSW. This project facilitates councils and communities across South East NSW to better prevent, prepare, respond and recover from future disasters and challenges.

Council developed pre-election materials and facilitated information sessions with a focus on promoting equity and diversity for potential candidates for the 2021 Local Government Elections. Council also promoted the NSW Government’s Stand for Your Community – Diversity Counts campaign 2021 which aims to increase the number of candidates from under-represented groups at council elections.

DP-5

Cancer Institute NSW

Feedback received covers actions relating to the importance of built and natural shade

Council’s strategies and plans such as the Recreation, Open Space and Community Strategy and Implementation Plan 2040, Playground Strategy, Active Travel Plan, Local Strategic Planning Statement 2040, Biodiversity Strategy: Maldhangilanha 2020-2030, Wagga Wagga Street Tree Strategy, draft Urban Cooling Strategy recognise the value and importance of shade for UV radiation protection and other co-benefits for our community. The specific actions to be undertaken by Council to deliver these strategies and plans within available resources are detailed in Council’s draft Delivery Program 2022-2026 & Operational Plan 2022-23.

Council is currently undertaking a specific review of shade within playgrounds and associated open spaces to identify operational and strategic opportunities. The findings of this review & the feedback received through this submission will be taken into consideration as part of Council’s business and budget planning processes which are informed by and inform the services, programs and projects to be undertaken by Council within available resources each year.

Minor changes have been made to the draft Delivery Program 2022-2026 and an additional measure has been added to draft plans in line with the feedback received where appropriate.

Item

Response

Rates in table 1 will need to be updated

Rates removed

8 dwellings per hectare reference. Put current average size is 720m2, which once you add in ½ road gives density of around 11 dwellings per hectare for new suburbs, historically we were developing at a rate of 8 per hectare which equates to 1,050m2 blocks on average

The DSP Stormwater is based on the assumption that a standard residential lot is 800m2 (Wagga Wagga City Council DSP Stormwater 2007, page 6). This has been used in the draft Implementation Guide to ensure consistency.

Why are secondary dwellings, seniors housing and change of use developments exempt?

Seniors housing and change of use have been removed from the exemption list due to their potential impact. Secondary dwellings are included as their impact is similar to a shed or any other hardcover surface on a residential lot – which are also exempt.

Section 64 Stormwater charges should be based on a percentage of the hardstand due to intensification

The formula has changed to reflect the ratio of the average hardstand of an average residential lot to the hardstand of the development proposed.

Report submitted to the Ordinary Meeting of Council on Monday 27 June 2022

RP-9

RP-9 FINANCIAL PERFORMANCE REPORT AS AT 31 MAY 2022

Author: Carolyn Rodney

General Manager: Peter Thompson

Summary:

This report is for Council to consider information presented on the 2021/22 budget and Long-Term Financial Plan, and details Council’s external investments and performance as at 31 May 2022.

Recommendation

That Council:

a 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

b note the details of the external investments as at 31 May 2022 in accordance with section 625 of the Local Government Act 1993

Report

Wagga Wagga City Council (Council) forecasts a balanced budget position as at 31 May 2022. The balanced budget position excludes the Wagga Wagga Airport estimated deficit result for the financial year – as previously reported to Council, any Airport deficit result will be sanctioned, and funded in the interim by General Purpose Revenue (via the Internal Loans Reserve).

The deficit results will be accounted for as a liability in the Airport’s end of financial year statements and paid back to General Purpose Revenue (Internal Loans Reserve) by the Airport in future financial years.

Council has experienced a negative monthly investment performance for the month of May when compared to budget ($56,535 down on the monthly budget). This is mainly due to a negative movement in the principal value of Council’s Floating Rate Note (FRN) portfolio at 31 May 2022.

Key Performance Indicators

OPERATING INCOME

Total operating income is 101% of approved budget and is trending ahead of budget for the month of May 2022. This is due to Council receiving 75% ($8.5M) of the Federal Financial Assistance Grants for 2022/23 in advance. 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 107% when compared to budget.

OPERATING EXPENSES

Total operating expenditure is 85% of approved budget so it is tracking below budget at this stage of the financial year, due to significant staff turnover and ongoing vacancies.

CAPITAL INCOME

Total capital income is 59% 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. This income also includes the sale of property, plant and equipment.

CAPITAL EXPENDITURE

Total capital expenditure including commitments is 76% of approved budget with some purchase orders being raised for the full contract amounts for multi-year projects. Excluding commitments, the total expenditure is 54% when compared to the approved budget.

WAGGA WAGGA CITY COUNCIL STATEMENT OF FINANCIAL PERFORMANCE 1 JULY 2021 TO 31 MAY 2022
CONSOLIDATED STATEMENT
	ORIGINAL BUDGET 2021/22	BUDGET ADJ 2021/22	APPROVED BUDGET 2021/22	YTD ACTUAL EXCL COMMT'S 2021/22	COMMT'S 2021/22	YTD ACTUAL + COMMT'S 2021/22	YTD % OF BUD
Revenue
Rates & Annual Charges	(73,169,576)	0	(73,169,576)	(67,151,076)	0	(67,151,076)	92%
User Charges & Fees	(25,224,298)	(268,906)	(25,493,204)	(24,472,016)	0	(24,472,016)	96%
Interest & Investment Revenue	(2,014,844)	0	(2,014,844)	(1,192,507)	0	(1,192,507)	59%
Other Revenues	(3,437,263)	(364,722)	(3,801,985)	(4,425,924)	0	(4,425,924)	116%
Operating Grants & Contributions	(12,902,235)	3,175,050	(9,727,185)	(18,572,635)	0	(18,572,635)	191%
Capital Grants & Contributions	(82,436,148)	(5,236,513)	(87,672,661)	(52,606,154)	0	(52,606,154)	60%
Total Revenue	(199,184,362)	(2,695,092)	(201,879,455)	(168,420,313)	0	(168,420,313)	83%

Expenses
Employee Benefits & On-Costs	49,289,314	(5,559)	49,283,756	40,036,608	0	40,036,608	81%
Borrowing Costs	3,211,705	(85,612)	3,126,094	2,265,303	1,802	2,267,105	73%
Materials & Services	35,727,106	7,737,098	43,464,203	33,862,731	4,610,868	38,473,598	89%
Depreciation & Amortisation	39,287,050	0	39,287,050	36,013,129	0	36,013,129	92%
Other Expenses	3,708,040	2,176,528	5,884,568	3,136,036	5,034	3,141,071	53%
Total Expenses	131,223,215	9,822,456	141,045,671	115,313,807	4,617,704	119,931,511	85%

Net Operating (Profit)/Loss	(67,961,147)	7,127,363	(60,833,784)	(53,106,506)	4,617,704	(48,488,802)

Net Operating (Profit)/Loss before Capital Grants & Contributions	14,475,001	12,363,877	26,838,877	(500,353)	4,617,704	4,117,352

Capital / Reserve Movements
Capital Expenditure - One Off Confirmed	75,756,060	33,131,701	108,887,761	58,128,368	24,323,532	82,451,901	76%
Capital Expenditure – Recurrent	18,512,675	979,000	19,491,674	9,915,479	5,332,497	15,247,976	78%
Capital Exp – Pending Projects	43,269,470	(43,269,470)	0	1,080	0	1,080	0%
Loan Repayments	8,236,502	(372,935)	7,863,567	5,257,660	0	5,257,660	67%
New Loan Borrowings	(17,678,518)	6,999,671	(10,678,847)	0	0	0	0%
Sale of Assets	(804,819)	(2,066,159)	(2,870,978)	(1,254,290)	0	(1,254,290)	44%
Net Movements Reserves	(20,043,173)	(2,529,171)	(22,572,344)	0	0	0	0%
Total Cap/Res Movements	107,248,197	(7,127,363)	100,120,834	72,048,298	29,656,030	101,704,327

	ORIGINAL BUDGET 2021/22	BUDGET ADJ 2021/22	APPROVED BUDGET 2021/22	YTD ACTUAL EXCL COMMT'S 2021/22	COMMT'S 2021/22	YTD ACTUAL + COMMT'S 2021/22	YTD % OF BUD
Net Result after Depreciation	39,287,051	0	39,287,050	18,941,791	34,273,734	53,215,525

Add back Depreciation Expense	39,287,050	0	39,287,050	36,013,129	0	36,013,129	92%

Cash Budget (Surplus) / Deficit	0	0	0	(17,071,338)	34,273,734	17,202,396

Long Term Financial Plan (Surplus) /Deficit*

Description	Budget 2021/22	Budget 2022/23	Budget 2023/24	Budget 2024/25	Budget 2025/26	Budget 2026/27	Budget 2027/28	Budget 2028/29	Budget 2029/30	Budget 2030/31
Adopted Bottom Line (Surplus) / Deficit	0	860,298	1,751,328	2,469,233	3,928,332	3,831,470	3,259,284	3,494,780	3,511,108	3,930,045
Prior Adopted Bottom Line Adjustments	0	(251,143)	(465,404)	(971,502)	1,045,839	(58,051)	(46,640)	(46,593)	(46,793)	(46,793)
Revised Bottom Line (Surplus) / Deficit	0	609,155	1,285,924	1,497,731	4,974,171	3,773,419	3,212,644	3,448,187	3,464,315	3,883,253

* Note that the Revised Bottom Line (Surplus) / Deficit shown includes adopted future year budget variations but does not include any pending adjustments made in the draft 2022/23 Long Term Financial Plan.

2021/22 Revised Budget Result – (Surplus) / Deficit

$’000s

Original 2021/22 Budget Result as adopted by Council

Total Budget Variations approved to date

Budget Variations for May 2022

$0K

Proposed Revised Budget result for 31 May 2022 - (Surplus) / Deficit

$0K

2021/22 Capital Works Summary

Capital Works	Approved Budget	Proposed Movement	Proposed Budget
One-off	$108,887,760	$0	$108,887,760
Recurrent	$19,491,673	$0	$19,491,673
Pending	$0	$0	$0
Total Capital Works	$128,379,433	$0	$128,379,433

Current Restrictions

RESERVES SUMMARY
31 MAY 2022
	CLOSING BALANCE 2020/21	ADOPTED RESERVE TRANSFERS 2021/22	BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 30.5.2022	PROPOSED CHANGES for Council Resolution*	BALANCE AS AT 31 MAY 2022

Externally Restricted
Developer Contributions - Section 7.11	(27,924,028)	547,854	(1,242,660)		(28,618,834)
Developer Contributions - Section 7.12	462,032	(28,215)	(3)		433,814
Developer Contributions - Stormwater Section 64	(5,936,952)	(617,863)	110,124		(6,444,692)
Sewer Fund	(29,992,670)	3,094,449	(880,201)		(27,778,423)
Solid Waste	(21,429,172)	10,541,347	(9,672,709)		(20,560,534)
Specific Purpose Unexpended Grants & Contributions	(9,204,765)		9,204,765		0
SRV Levee Reserve	(6,439,536)		139,774		(6,299,762)
Stormwater Levy	(4,588,976)	(352,886)	280,166		(4,661,696)
Total Externally Restricted	(105,054,067)	13,184,685	(2,060,745)	0	(93,930,127)

Internally Restricted
Airport	0	420,584	(420,584)		0
Art Gallery	(1,709)	0	0		(1,709)
Bridge Replacement	(296,805)	0	0		(296,805)
Buildings	(1,046,797)	159,433	(12,885)		(900,249)
CBD Carparking Facilities	(498,295)	498,295	0		0
CCTV	(100,843)	18,000	12,000		(70,843)
Cemetery	(828,348)	(218,116)	210,200		(836,264)
Civic Theatre	(39,666)		5,930		(33,736)
Civil Infrastructure	(9,786,909)	2,236,679	(711,558)		(8,261,788)
Community Works	(171,505)	(40,429)	56,851		(155,083)
Council Election	(542,957)	403,602	0		(139,354)
Economic Development	(436,848)		367,520		(69,328)
Emergency Events Reserve	(231,184)	(50,000)	(328,015)		(609,199)
Employee Leave Entitlements Gen Fund	(3,798,309)		0		(3,798,309)
Environmental Conservation	(116,578)	75,000	0		(41,578)
Event Attraction	(302,414)		136,699		(165,715)
Grants Commission	(5,382,345)		5,382,345		0
Gravel Pit Restoration	(820,851)	3,333	7,980		(809,537)
Information Services	(1,052,159)	105,305	412,496		(534,358)
Insurance Variations	(50,000)		0		(50,000)
Internal Loans	(3,022,169)	1,158,394	(16,769)		(1,880,544)
Lake Albert Improvements	(84,423)	(21,417)	0		(105,839)
Livestock Marketing Centre	(4,447,351)	863,862	74,157		(3,509,332)
Museum Acquisitions	(39,378)	15,000	0		(24,378)
Net Zero Emissions	(375,555)	210,165	15,000		(150,390)
Oasis Reserve	(1,266,045)	764,654	90,249		(411,141)

	CLOSING BALANCE 2020/21	ADOPTED RESERVE TRANSFERS 2021/22	BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 30.5.2022	PROPOSED CHANGES for Council Resolution	BALANCE AS AT 31 MAY 2022
Parks & Recreation Projects	(942,906)	(67,410)	413,285		(597,031)
Planning Legals	(60,000)	(40,000)	0		(100,000)
Plant Replacement	(4,302,142)	21,032	1,829,093		(2,452,017)
Project Carryovers	(3,816,168)	76,000	3,740,168		0
Public Art	(177,324)	138,183	(125,981)		(165,123)
Sister Cities	(40,000)	(10,000)	0		(50,000)
Stormwater Drainage	(158,178)		48,000		(110,178)
Strategic Real Property	(800,000)		800,000		0
Subdivision Tree Planting	(486,675)	20,000	0		(466,675)
Unexpended External Loans	(2,004,486)	118,338	1,777,404		(108,745)
Workers Compensation	(190,649)		30,000		(160,649)
Total Internally Restricted	(47,717,970)	6,858,488	13,793,585	0	(27,065,897)

Total Restricted	(152,772,037)	20,043,173	11,732,841	0	(120,996,023)

Total Unrestricted	(9,818,000)	0	0	0	(9,818,000)

Total Cash, Cash Equivalents, and Investments	(162,590,037)	20,043,173	11,732,841	0	(130,814,023)

Investment Summary as at 31 May 2022

In accordance with Regulation 212 of the Local Government (General) Regulation 2005, details of Wagga Wagga City Council’s external investments are outlined below.

Institution	Rating	Closing Balance Invested 30/04/2022 $	Closing Balance Invested 31/05/2022 $	May EOM Current Yield %	May EOM % of Portfolio	Investment Date	Maturity Date	Term (mths)
*At Call Accounts*
NAB	AA-	344,234	127,175	0.35%	0.07%	N/A	N/A	N/A
CBA	AA-	6,242,949	6,163,602	0.35%	3.56%	N/A	N/A	N/A
CBA	AA-	12,333,870	10,835,176	0.40%	6.25%	N/A	N/A	N/A
Macquarie Bank	A+	9,052,513	9,057,275	0.60%	5.23%	N/A	N/A	N/A
*Total At Call Accounts*		27,973,566	26,183,228	0.46%	15.11%
*Short Term Deposits*
Community First	NR	1,000,000	1,000,000	1.00%	0.58%	7/12/2021	7/07/2022	7
CBA	AA-	2,000,000	2,000,000	2.22%	1.15%	20/04/2022	20/04/2023	12
*Total Short Term Deposits*		3,000,000	3,000,000	1.81%	1.73%
*Medium Term Deposits*
RaboBank	A+	1,000,000	1,000,000	3.16%	0.58%	5/06/2017	6/06/2022	60
AMP	BBB	2,000,000	0	0.00%	0.00%	30/11/2020	30/05/2022	18
Auswide	BBB	2,000,000	2,000,000	0.85%	1.15%	6/10/2020	6/10/2022	24
BOQ	BBB+	2,000,000	2,000,000	1.20%	1.15%	4/01/2022	4/01/2024	24
BOQ	BBB+	1,000,000	1,000,000	3.50%	0.58%	1/06/2018	1/06/2022	48
Westpac	AA-	2,000,000	2,000,000	1.32%	1.15%	28/06/2021	29/06/2026	60
BOQ	BBB+	3,000,000	3,000,000	3.25%	1.73%	28/08/2018	29/08/2022	48
Westpac	AA-	2,000,000	2,000,000	1.80%	1.15%	15/11/2021	17/11/2025	48
P&N Bank	BBB	1,000,000	1,000,000	3.30%	0.58%	20/11/2018	21/11/2022	48
Bendigo-Adelaide	BBB+	1,000,000	1,000,000	3.25%	0.58%	30/11/2018	30/11/2022	48
BoQ	BBB+	1,000,000	0	0.00%	0.00%	22/05/2019	23/05/2022	36
BoQ	BBB+	1,000,000	1,000,000	2.15%	0.58%	8/07/2019	10/07/2023	48
Auswide	BBB	1,000,000	1,000,000	1.95%	0.58%	12/08/2019	12/08/2022	36
Judo Bank	BBB-	1,000,000	1,000,000	1.90%	0.58%	10/09/2019	9/09/2022	36
Auswide	BBB	1,000,000	1,000,000	1.72%	0.58%	3/10/2019	4/10/2022	36
ICBC	A	2,000,000	2,000,000	2.03%	1.15%	6/11/2019	6/11/2024	60
ICBC	A	2,000,000	2,000,000	1.83%	1.15%	28/11/2019	28/11/2024	60
Judo Bank	BBB-	1,000,000	1,000,000	1.30%	0.58%	3/12/2021	4/12/2023	24
ICBC	A	1,000,000	1,000,000	1.75%	0.58%	6/01/2020	8/01/2024	48
BOQ	BBB+	1,000,000	1,000,000	2.00%	0.58%	28/02/2020	28/02/2025	60
Police Credit Union	NR	1,000,000	1,000,000	2.20%	0.58%	1/04/2020	1/04/2025	60
ICBC	A	1,000,000	1,000,000	1.85%	0.58%	29/05/2020	29/05/2025	60
ICBC	A	1,000,000	1,000,000	1.86%	0.58%	1/06/2020	2/06/2025	60
ICBC	A	2,000,000	2,000,000	1.75%	1.15%	25/06/2020	25/06/2025	60
ICBC	A	2,000,000	2,000,000	1.75%	1.15%	25/06/2020	25/06/2025	60
ICBC	A	2,000,000	2,000,000	1.60%	1.15%	29/06/2020	28/06/2024	48
ICBC	A	3,000,000	3,000,000	1.25%	1.73%	30/06/2020	30/06/2022	24
ICBC	A	2,000,000	2,000,000	1.42%	1.15%	7/07/2020	8/07/2024	48
ICBC	A	2,000,000	2,000,000	1.50%	1.15%	17/08/2020	18/08/2025	60
BoQ	BBB+	1,000,000	1,000,000	1.25%	0.58%	7/09/2020	8/09/2025	60
BoQ	BBB+	2,000,000	2,000,000	1.25%	1.15%	14/09/2020	15/09/2025	60
NAB	AA-	1,000,000	1,000,000	0.60%	0.58%	14/09/2021	14/09/2023	24
AMP	BBB	1,000,000	1,000,000	3.30%	0.58%	25/05/2022	27/11/2023	18
AMP	BBB	2,000,000	2,000,000	0.95%	1.15%	7/12/2020	6/06/2022	18
ICBC	A	1,000,000	1,000,000	1.20%	0.58%	7/12/2020	8/12/2025	60
Warwick CU	NR	1,000,000	1,000,000	0.75%	0.58%	29/01/2021	30/01/2023	24
NAB	AA-	2,000,000	2,000,000	0.95%	1.15%	29/01/2021	29/01/2026	60
NAB	AA-	1,000,000	1,000,000	1.08%	0.58%	22/02/2021	20/02/2026	60
NAB	AA-	2,000,000	2,000,000	1.25%	1.15%	3/03/2021	2/03/2026	60
Summerland CU	NR	1,000,000	1,000,000	0.75%	0.58%	29/04/2021	28/04/2023	24
NAB	AA-	2,000,000	2,000,000	1.40%	1.15%	21/06/2021	19/06/2026	60
NAB	AA-	2,000,000	2,000,000	0.65%	1.15%	25/06/2021	26/06/2023	24
Westpac	AA-	2,000,000	2,000,000	1.32%	1.15%	25/06/2021	25/06/2026	60
ICBC	A	1,000,000	1,000,000	1.32%	0.58%	25/08/2021	25/08/2026	60
NAB	AA-	2,000,000	2,000,000	0.65%	1.15%	31/08/2021	31/08/2023	24
AMP	BBB	2,000,000	2,000,000	1.00%	1.15%	18/10/2021	17/10/2024	36
Westpac	AA-	2,000,000	2,000,000	1.56%	1.15%	30/11/2021	29/11/2024	36
Westpac	AA-	2,000,000	2,000,000	2.00%	1.15%	8/02/2022	10/02/2025	36
P&N Bank	BBB	2,000,000	2,000,000	2.40%	1.15%	9/03/2022	10/03/2025	36
P&N Bank	BBB	2,000,000	2,000,000	2.00%	1.15%	10/03/2022	11/03/2024	24
MyState	BBB	2,000,000	2,000,000	2.20%	1.15%	2/03/2022	3/03/2025	36
CBA	AA-	2,000,000	2,000,000	3.28%	1.15%	26/04/2022	26/04/2024	24
CBA	AA-	0	2,000,000	3.78%	1.15%	4/05/2022	6/05/2024	24
CBA	AA-	0	2,000,000	3.99%	1.15%	4/05/2022	5/05/2025	36
ING Bank	A	0	1,000,000	3.76%	0.58%	23/05/2022	23/05/2024	24
*Total Medium Term Deposits*		83,000,000	85,000,000	1.82%	49.06%
*Floating Rate Notes - Senior Debt*
Westpac	AA-	3,031,324	3,027,956	BBSW + 114	1.75%	24/01/2019	24/04/2024	63
NAB	AA-	2,019,950	2,012,735	BBSW + 104	1.16%	26/02/2019	26/02/2024	60
Westpac	AA-	2,517,418	2,509,613	BBSW + 88	1.45%	16/05/2019	16/08/2024	63
Suncorp	AA-	1,251,168	1,249,875	BBSW + 78	0.72%	30/07/2019	30/07/2024	60
ANZ	AA-	2,007,771	2,001,417	BBSW + 77	1.16%	29/08/2019	29/08/2024	60
HSBC	A+	2,509,069	2,505,697	BBSW + 83	1.45%	27/09/2019	27/09/2024	60
Bank Australia	BBB	1,505,744	1,507,014	BBSW + 90	0.87%	2/12/2019	2/12/2022	36
ANZ	AA-	1,502,880	1,499,707	BBSW + 76	0.87%	16/01/2020	16/01/2025	60
NAB	AA-	2,004,297	2,000,087	BBSW + 77	1.15%	21/01/2020	21/01/2025	60
Newcastle Permanent	BBB	1,104,604	1,101,249	BBSW + 112	0.64%	4/02/2020	4/02/2025	60
Macquarie Bank	A+	2,000,818	1,994,800	BBSW + 84	1.15%	12/02/2020	12/02/2025	60
BOQ Covered	AAA	554,803	553,398	BBSW + 107	0.32%	14/05/2020	14/05/2025	60
Credit Suisse	A+	1,308,385	1,303,704	BBSW + 115	0.75%	26/05/2020	26/05/2023	36
UBS	A+	1,499,115	1,497,261	BBSW + 87	0.86%	30/07/2020	30/07/2025	60
Bank of China Australia	A	1,499,051	1,499,752	BBSW + 78	0.87%	27/10/2020	27/10/2023	36
CBA	AA-	1,984,401	1,977,363	BBSW + 70	1.14%	14/01/2022	14/01/2027	60
Rabobank	A+	1,980,912	1,975,995	BBSW + 73	1.14%	27/01/2022	27/01/2027	60
Newcastle Permanent	BBB	989,161	981,817	BBSW + 100	0.57%	10/02/2022	10/02/2027	60
NAB	AA-	2,386,206	2,369,923	BBSW + 72	1.37%	25/02/2022	25/02/2027	60
Bendigo-Adelaide	BBB+	1,650,843	1,648,071	BBSW + 98	0.95%	17/03/2022	17/03/2025	36
ANZ	AA-	0	1,999,889	BBSW + 97	1.15%	12/05/2022	12/05/2027	60
NAB	AA-	0	1,702,534	BBSW + 90	0.98%	30/05/2022	30/05/2025	36
*Total Floating Rate Notes - Senior Debt*		35,307,920	38,919,857		22.46%
*Fixed Rate Bonds*
ING Covered	AAA	667,156	660,524	1.10%	0.38%	19/08/2021	19/08/2026	60
Northern Territory Treasury	AA-	3,000,000	3,000,000	1.00%	1.73%	24/08/2021	16/12/2024	40
Northern Territory Treasury	AA-	3,000,000	3,000,000	1.50%	1.73%	24/08/2021	15/12/2026	64
BoQ	BBB+	1,723,506	1,732,957	2.10%	1.00%	27/10/2021	27/10/2026	60
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.50%	1.15%	6/08/2021	15/12/2026	64
Northern Territory Treasury	AA-	1,000,000	1,000,000	1.50%	0.58%	14/07/2021	15/12/2026	65
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.30%	1.15%	29/04/2021	15/06/2026	61
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.00%	1.15%	30/11/2020	15/12/2025	60
Northern Territory Treasury	AA-	1,000,000	1,000,000	1.00%	0.58%	20/11/2020	15/12/2025	61
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.00%	1.15%	21/10/2020	15/12/2025	62
*Total Fixed Rate Bonds*		18,390,662	18,393,481	1.30%	10.62%
*Managed Funds*
NSW Tcorp	NR	1,772,644	1,755,391	-0.97%	1.01%	17/03/2014	1/05/2027	157
*Total Managed Funds*		1,772,644	1,755,391	-0.97%	1.01%
TOTAL CASH ASSETS, CASH EQUIVALENTS & INVESTMENTS		169,444,793	173,251,958		100.00%
LESS: RIVERINA REGIONAL LIBRARY (RRL) CASH AT BANK		3,842,631	3,661,487
TOTAL WWCC CASH ASSETS, CASH EQUIVALENTS & INVESTMENTS		165,602,162	169,590,471

Council’s investment portfolio is dominated by Term Deposits, equating to approximately 51% of the portfolio across a broad range of counterparties. Cash equates to 15%, with Floating Rate Notes (FRNs) around 22%, fixed rate bonds around 11% and growth funds around 1% of the portfolio.

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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 Authorised Deposit-Taking Institutions (ADIs) (being BBB- or higher), with a smaller allocation to unrated ADIs.

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All investments are within the defined Policy limits, as outlined in the Rating Allocation chart below:

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Investment Portfolio Balance

Council’s investment portfolio balance has increased over the past month, up from $165.60M to $169.59M. This is reflective of the 4^th quarter rates instalments for 2021/22 being due on 31 May 2022.

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Monthly Investment Movements

Redemptions/Sales – Council sold the following investment securities during May 2022:

Institution and Type

Amount

Investment

Term

Interest

Rate

Comments

AMP Bank (BBB) Term Deposit

$2M

18 months

0.75%

This term deposit was redeemed on maturity.

Bank of Queensland (BBB+) Term Deposit

$1M

3 years

2.40%

This term deposit was redeemed on maturity and funds reinvested in a new 2-yr ING Bank term deposit (as below).

New Investments – Council purchased the following investment securities during May 2022:

Institution and Type	Amount	Investment Term	Interest Rate	Comments
CBA (AA-) Term Deposit	$2M	2 years	3.78%	The CBA rate of 3.78% compared favourably to the rest of the market for this term. The next best rate for this term was 3.70%.
CBA (AA-) Term Deposit	$2M	3 years	3.99%	The CBA rate of 3.99% compared favourably to the rest of the market for this term. The next best rate for this term was 3.91%.
ANZ (AA-) Floating Rate Note	$2M	5 years	BBSW + 97bps	Council’s independent Investment Advisor advised this Floating Rate Note represented fair value with a potential grossed-up value of +140-145bps after 2-2.5 years.
ING Bank (A) Term Deposit	$1M	2 years	3.76%	The ING Bank rate of 3.76% compared favourably to the rest of the market for this term. The next best rate for this term was 3.70%.
NAB (AA-) Floating Rate Note	$1.7M	3 years	BBSW + 90bps	Council’s independent Investment Advisor advised this Floating Rate Note represented fair value with a potential grossed-up value of +105-110bps after 1.5-2 years.

Rollovers – Council rolled over the following investment security during May 2022:

Institution and Type

Amount

Investment

Term

Interest

Rate

Comments

AMP Bank (BBB) Term Deposit

$1M

18 months

3.30%

This term deposit was a 18‑month investment earning 0.75% and was rolled at maturity into a new 18-month term deposit at 3.30% - with the next best rate for this term being 3.45%. As part of this investment, Council also receives a 0.20% commission rebate from its investment advisor, making the effective interest rate of this investment 3.50%, which is greater than the 3.45% next best rate for this term as noted above.

Monthly Investment Performance

Interest/growth/capital gains/(losses) for the month totalled $93,504, which compares unfavourably with the budget for the period of $150,039 - underperforming budget for the month by $56,535.

Council’s underperformance to budget for May was mainly due to a negative movement in the principal value of its Floating Rate Note (FRN) portfolio. During the month, the principal value of Council’s FRN portfolio dropped by $93,770 (or -0.27%) when compared to 30 April 2022 valuations.

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In comparison to the AusBond Bank Bill Index* of 0.36% (annualised), Council’s investment portfolio returned 1.20% (annualised) for the month of May. Cash and At‑Call accounts returned 0.48% (annualised) for the month as the Reserve Bank of Australia lifted the cash rate from 0.10% to 0.35% at its 3 May 2022 meeting. These funds are utilised for daily cash flow management and need to be available to meet operating and contractual payments as they fall due.

Over the past year, Council’s investment portfolio has returned 1.29%, outperforming the AusBond Bank Bill index by 1.24%.

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* 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 29 November 2021.

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

Section 625 - How may councils invest?

Local Government (General) Regulation 2021

Section 212 - Reports on council investments

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We are accountable and transparent

Risk Management Issues for Council

This report is a control mechanism that assists in addressing the following potential risks to Council:

· Loss of investment income or capital resulting from ongoing management of investments, especially during difficult economic times

· Failure to demonstrate to the community that its funds are being expended in an efficient and effective manner

Internal / External Consultation

All relevant areas within the Council have consulted with the Finance Division in relation to the budget variations listed in this report.

The Finance Division has consulted with relevant external parties to confirm Council’s investment portfolio balances.

Attachments

1 ⇩.

Capital Works Program 2021/22 to 2031/32

Applicant	Kim J Wilson
Owner	Dean Anthony Wilson & Kim Joanne Wilson
Development Cost	$515,000.00
Development Description	Alterations and additions to existing café and proposed neighbourhood shop extension.

1.	DA21/0675 - s4.15 Report - Provided under separate cover
2 .	DA21/0675 - Plans - Provided under separate cover
3 .	DA21/0675 - Redacted Submission - Provided under separate cover
4 .	DA21/0675 - Response to Submission - Provided under separate cover

Submitted Proposal:	Council received a planning proposal (LEP18/0007) to reduce the minimum lot size from 2 hectares to 5,000m² for land located on Gregadoo Road and Blackbutt Road, Lake Albert.
Council Revisions:	Council’s assessment of the planning proposal has resulted in a recommendation for an addendum to the planning proposal. This involved extending the change in minimum lot size to Olearia Place to acknowledge the existing lot size pattern.
Applicant:	R Mastroianni c/- Salvestro Planning
Landowners:	Refer to confidential attachment

1.	Addendum and Planning Proposal - LEP18/0007 - Blackbutt & Olearia - Provided under separate cover
2.	Gateway Determination - LEP18/0007 - Blackbutt & Olearia - Provided under separate cover
3.	Submissions - LEP18/0007 - Blackbutt & Olearia - Provided under separate cover
4 .	Landowners - LEP18/0007 - Blackbutt & Olearia This matter is considered to be confidential under Section 10A(2) of the Local Government Act 1993, as it deals with: personnel matters concerning particular individuals. - Provided under separate cover

1 ⇩.	Public Submissions Corporate NZE 2040 Strategy
2 ⇩.	Extracted Appendix A
3.	Wagga Wagga City Council - Corporate NZE 2040 Strategy - Provided under separate cover

1.	Draft revised Community Strategic Plan 2040 - Provided under separate cover
2.	Draft revised Community Strategic Plan 2040 - public submissions - Provided under separate cover

Fees and Charges 2022/23
FC-1	Geoff Breust	Water access fees and water usage fees at Wagga Airport	In respect of the Quarterly Water Access Fee, this is a proposed contribution by hangar users at the airport facility to the maintenance of water infrastructure. The proposed rate is slightly higher than the residential rate ($45.00 vs $40.00) on the basis that this is not a residential premises, but a commercial one. The proposed charge is consistent with quarterly access fees charged by Riverina Water for commercial properties. In respect of the Water Usage Fee, Council staff have reviewed the submissions received and propose to not proceed with a water usage fee for unmetered sites.
FC-2	Graeme Brunskill	Water access fees and water usage fees at Wagga Airport
FC-3	Christopher Cabot	Water access fees and water usage fees at Wagga Airport

1.	Draft Delivery Program 2022/2026 - Provided under separate cover
2.	Draft Operational Plan 2022/23 - Provided under separate cover
3.	Draft 2022.23 Long Term Financial Plan - Provided under separate cover
4.	Council Determination ASV - Provided under separate cover
5 .	Draft 2022/23 Fees and Charges - Provided under separate cover
6 .	Draft Workforce Plan 2022/2026 - Provided under separate cover
7 .	Draft Asset Management Strategy 2022/2026 - Provided under separate cover
8 .	Draft Buildings Asset Management Plan 2022/2026 - Provided under separate cover
9 .	Draft Recreation Asset Management Plan 2022/2026 - Provided under separate cover
10 .	Draft Sewer Asset Management Plan 2022/2026 - Provided under separate cover
11 .	Draft Stormwater Network Asset Management Plan 2022/2026 - Provided under separate cover
12 .	Draft Transport Asset Management Plan 2022/2026 - Provided under separate cover
13 .	Draft IP&R documents - public submissions - Provided under separate cover

1.	Active Resolution as at 20 June 2022 - Provided under separate cover
2.	Active Notice of Motions as at 20 June 2022 - Provided under separate cover
3.	Completed resolutions from 24 May 2022 to 20 June 2022 - Provided under separate cover