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Ordinary Meeting of Council | 23 May 2017 1
Ordinary Meeting
Tuesday, 23 May 2017
CL02 Third Quarter Performance Report 2016/17 - Budget Review
and Operational Plan
ATTACHMENTS UNDER SEPARATE
COVER
Ordinary Meeting of Council | 23 May 2017 2
ATTACHMENTS UNDER SEPARATE COVER
Page
CL02 Third Quarter Performance Report 2016/17 - Budget Review and Operational Plan (a) Report by Responsible Accounting Officer at 31 March 2017 .......................... 3 (b) Income and Expense Budget Review Statement (Fund Level) at 31
March 2017 ....................................................................................................... 4 (c) Income and Expense Budget Review Statement (Function Level) at
31 March 2017 .................................................................................................. 5 (d) Capital, Cash and Investment Budget Review Statement at 31 March
2017 ................................................................................................................ 18 (e) Budget Review Contracts at 31 March 2017 .................................................. 19 (f) Budget Review Consultancy, Legal Expenses and Vandalism
Expenses at 31 March 2017 ........................................................................... 20 (g) Report on Operational Plan Review (Performance Measures) ....................... 21 (h) Request for Financial Assistance - Annual Sikh Games - 2017 .................... 91 (i) Building Professionals Board Recommendations Update .............................. 93
(a) Report by Responsible Accounting Officer as at 31 March 2017
The following statement is made in accordance with Clause 203(2) of the Local Government (General)
Regulations 2005:
It is my opinion that the Quarterly Budget Review Statement for Griffith City Council for the quarter
ended 31/03/2017 indicates that Council’s projected financial position at 30/6/2017 will be satisfactory
at year end, having regard to the revised projected estimates of income and expenditure and the
original budgeted income and expenditure.
My opinion above, that Council's projected financial position as at 30/6/2017 will be satisfactory has been
based on the following factors:
The overall level of service currently being provided by Council is sustainable within the current revenue
base available to Council. The management of Council continues to undertake a systematic process of identifying
and implementing cost reductions where possible and this has seen a continual improvement in cash flows and an
ability to transfer funds to internal reserves year on year however this standard and process must continue with
ongoing efficiencies or new revenue streams secured in order to fully fund both external and internal reserves as
well as provide an acceptable level of unrestricted funds in the future, in particular in the Ordinary Fund.
Council needs to monitor and carefully control its cash spend on both its operations but also capital projects.
Council is forecast to be in an unrestricted cash surplus position this year and will be looking to place further
funds under internal reserve as a result.
There will need to be a commitment by all departments to keep improving the cash and trading position
to achieve an acceptable outcome by the end of the financial year.
Signed: date: 11/05/2017
Max Turner
Responsible Accounting Officer
Page 3
(b) Income and Expense Budget Review Statement (Fund Level) at 31 March 2017
Ord. Services
Fund
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised Total
to 30/06/17Waste Fund
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised Total
to 30/06/17Water Fund
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised Total
to 30/06/17Sewer Fund
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised Total
to 30/06/17
Total Original
BudgetConsol. Adj.
Budget After
Consolidations
2016/2017
Total Reviews/
Recommended
Changes For
Council
Resolution To
30/06/17
Total Revised
Budget 30/06/17Actual YTD
OPERATING REVENUES
Rates & Annual Charges 15,155,317 (297,905) 72,671 14,930,083 4,929,667 68,500 16,055 5,014,222 1,876,499 1,876,499 7,354,455 41,000 7,395,455 29,315,938 29,315,938 (99,679) 29,216,259 26,741,479
User Charges & Fees 5,256,520 187,922 335,316 5,779,758 1,210,450 100,403 130,000 1,440,853 6,678,860 11,673 34,260 6,724,793 682,750 6,260 3,000 692,010 13,828,580 13,828,580 808,834 14,637,414 9,118,786
Interest 480,000 (50,915) 429,085 34,500 46,200 62,795 143,495 327,624 230,400 558,024 188,000 12,000 200,000 1,030,124 1,030,124 300,480 1,330,604 946,832
Grants & Contributions for Operating
Purposes 8,670,550 828,681 (678,889) 8,820,342 44,000 (2,869) 41,131 93,000 60,000 14,510 167,510 59,000 59,000 8,866,550 8,866,550 221,433 9,087,983 7,387,923
Other Operating Revenues 1,210,792 (243,742) 10,296 977,346 124,789 (91,184) 33,605 152,590 (93,446) 59,144 16,760 16,760 1,504,931 1,504,931 (418,076) 1,086,855 883,460
TOTAL OPERATING REVENUE 30,773,179 474,956 (311,521) 0 30,936,614 6,343,406 212,234 117,666 0 6,673,306 9,128,573 71,673 185,724 0 9,385,970 8,300,965 6,260 56,000 0 8,363,225 54,546,123 0 54,546,123 812,992 55,359,115 45,078,480
OPERATING EXPENDITURE
Employee Costs 18,337,122 (276,704) (397,720) 17,662,698 1,318,758 41,000 20,530 1,380,288 1,970,607 1,970,607 1,752,076 8,577 1,760,653 23,378,563 23,378,563 (604,317) 22,774,246 16,353,311
Materials and Contracts 2,111,872 566,316 10,768 2,688,956 3,245,167 8,884 188,864 3,442,915 3,649,676 (77,318) 30,858 30,000 3,633,216 2,038,949 60,026 60,400 2,159,375 11,045,664 11,045,664 878,798 11,924,462 7,779,787
Interest Charges 107,718 107,718 38,412 38,412 0 0 1,372,241 1,372,241 1,518,371 1,518,371 0 1,518,371 1,148,688
Depreciation & Amortisation 6,716,899 6,716,899 506,068 506,068 2,111,984 2,111,984 1,862,952 1,862,952 11,197,903 11,197,903 0 11,197,903 8,786,622
Other Operating Expenses 3,213,281 81,487 83,743 6 3,378,517 245,945 1,270 247,215 879,821 (4,776) 875,045 863,874 (1,683) (6,810) 855,381 5,202,921 5,202,921 153,237 5,356,158 3,474,889
TOTAL OPERATING EXPEND. 30,486,892 371,099 (303,209) 6 30,554,788 5,354,350 51,154 209,394 0 5,614,898 8,612,088 (82,094) 30,858 30,000 8,590,852 7,890,092 66,920 53,590 0 8,010,602 52,343,422 0 52,343,422 427,718 52,771,140 37,543,297
OPERATING RESULT BEFORE
CAPITAL AMOUNTS 286,287 103,857 (8,312) (6) 381,826 989,056 161,080 (91,728) 0 1,058,408 516,485 153,767 154,866 (30,000) 795,118 410,873 (60,660) 2,410 0 352,623 2,202,701 0 2,202,701 385,274 2,587,975 7,535,183
Grants & Contributions for Capital
Purposes 4,067,828 349,711 296,356 4,713,895 0 19,306 (1,953) 17,353 216,320 231,566 104,768 552,654 488,490 219,128 16,843 724,461 4,772,638 4,772,638 1,235,725 6,008,363 2,952,183
Net Gain/(Loss) on disposal 0 0 0
of Assets. 0 0 0 0 0 0 0 0 0 0 0 0
OPERATING RESULT BEFORE
EXTRAORDINARY ITEMS 4,354,115 453,568 288,044 (6) 5,095,721 989,056 180,386 (93,681) 0 1,075,761 732,805 385,333 259,634 (30,000) 1,347,772 899,363 158,468 19,253 0 1,077,084 6,975,339 0 6,975,339 1,620,999 8,596,338 10,487,366
Extraordinary Items 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
CHANGE IN NET ASSETS
RESULTING FROM OPERATIONS 4,354,115 453,568 288,044 (6) 5,095,721 989,056 180,386 (93,681) 0 1,075,761 732,805 385,333 259,634 (30,000) 1,347,772 899,363 158,468 19,253 0 1,077,084 6,975,339 0 6,975,339 1,620,999 8,596,338 10,487,366
Consolidated Fund
Page 4
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceGOVERNANCE
Council Executive
)(1,748,460Total Operating Income 334,045 )(1,414,415 )(1,077,303 )(1,077,303 0
1,662,546Total Operating Expenditure )(61,376 1,601,170 1,076,039 1,145,777 69,738
184,806Total Discretionary Expenditure 26,425 211,231 199,801 201,731 1,930
98,892Total Council Executive 299,094 397,986 198,537 270,205 71,668
Council Chambers/Offices
)(201,011Total Operating Income 0 )(201,011 )(150,759 )(150,759 0
266,334Total Operating Expenditure )(3,016 263,318 201,103 205,018 3,915
65,323Total Council Chambers/Offices )(3,016 62,307 50,344 54,259 3,915
164,215TOTAL GOVERNANCE 296,078 460,293 248,881 324,464 75,583
Administration/Secretarial
)(469,809Total Operating Income )(2,467 )(472,276 )(354,958 )(354,866 92
651,722Total Operating Expenditure 0 651,722 538,441 486,187 )(52,254
181,913Total Administration/Secretarial )(2,467 179,446 183,483 131,321 )(52,162
Finance
)(1,486,270Total Operating Income )(38,913 )(1,525,183 )(1,147,293 )(1,145,196 2,097
2,135,118Total Operating Expenditure 902 2,136,020 1,528,607 1,545,025 16,418
2,000Total Discretionary Expenditure 0 2,000 0 0 0
650,848Total Finance )(38,011 612,837 381,314 399,829 18,515
Human Resources
)(1,862,305Total Operating Income )(11,416 )(1,873,721 )(1,423,569 )(1,423,619 )(50
2,036,570Total Operating Expenditure )(35,441 2,001,129 1,492,145 1,509,096 16,951
174,265Total Human Resources )(46,857 127,408 68,576 85,477 16,901
Information Technology
AUTHORITYPage 1 of 13
Page 5
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceADMINISTRATION
Information Technology
)(1,184,015Total Operating Income 0 )(1,184,015 )(889,068 )(889,409 )(341
1,210,936Total Operating Expenditure 4,436 1,215,372 713,131 690,821 )(22,310
26,921Total Information Technology 4,436 31,357 )(175,937 )(198,588 )(22,651
Central Supply Services
)(224,830Total Operating Income 0 )(224,830 )(169,643 )(168,289 1,354
285,536Total Operating Expenditure 0 285,536 208,551 213,702 5,151
60,706Total Central Supply Services 0 60,706 38,908 45,413 6,505
Customer Service Management
)(519,411Total Operating Income 0 )(519,411 )(389,556 )(389,556 0
694,751Total Operating Expenditure )(2,838 691,913 495,760 509,746 13,986
175,340Total Customer Service Management )(2,838 172,502 106,204 120,190 13,986
Works Management
)(838,277Total Operating Income 0 )(838,277 )(628,335 )(628,335 0
941,763Total Operating Expenditure 5,760 947,523 716,788 702,332 )(14,456
103,486Total Works Management 5,760 109,246 88,453 73,997 )(14,456
Civil Infrastructure & Asset Services
)(522,999Total Operating Income 0 )(522,999 )(392,280 )(392,235 45
512,504Total Operating Expenditure )(3,000 509,504 367,122 393,564 26,442
72,000Total Discretionary Expenditure )(52,000 20,000 0 0 0
61,505Total Civil Infrastructure & Asset Services )(55,000 6,505 )(25,158 1,329 26,487
Fleet Management
)(3,781,345Total Operating Income )(100,000 )(3,881,345 )(2,993,870 )(2,853,077 140,793
3,010,322Total Operating Expenditure 9,289 3,019,611 2,431,457 2,550,105 118,648
AUTHORITYPage 2 of 13
Page 6
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceADMINISTRATION
Fleet Management
0Total Discretionary Income 0 0 )(307 0 307
10,000Total Discretionary Expenditure 0 10,000 0 0 0
)(761,023Total Fleet Management )(90,711 )(851,734 )(562,719 )(302,972 259,747
673,961TOTAL ADMINISTRATION )(225,688 448,273 103,122 355,996 252,874
Fire Protection
)(198,367Total Operating Income 337 )(198,030 )(177,741 )(177,740 1
514,888Total Operating Expenditure 54,663 569,551 432,954 434,316 1,362
316,521Total Fire Protection 55,000 371,521 255,213 256,576 1,363
Animal Control
)(75,000Total Operating Income 0 )(75,000 )(46,734 )(45,222 1,512
155,964Total Operating Expenditure 2,508 158,472 113,638 112,385 )(1,253
80,964Total Animal Control 2,508 83,472 66,904 67,163 259
Ranger Services
)(92,600Total Operating Income )(76,005 )(168,605 )(134,646 )(132,758 1,888
407,841Total Operating Expenditure 5,446 413,287 288,772 299,768 10,996
315,241Total Ranger Services )(70,559 244,682 154,127 167,010 12,883
State Emergency Services
0Total Operating Income )(2,253 )(2,253 )(2,253 )(2,253 0
67,180Total Operating Expenditure 437 67,617 51,379 52,121 742
67,180Total State Emergency Services )(1,816 65,364 49,126 49,868 742
779,906TOTAL PUBLIC ORDER & SAFETY )(14,867 765,039 525,370 540,617 15,247
Health Services
)(95,300Total Operating Income )(14,600 )(109,900 )(81,342 )(80,826 516
517,490Total Operating Expenditure 400 517,890 365,424 372,909 7,485
AUTHORITYPage 3 of 13
Page 7
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceHEALTH
Health Services
)(12,864Total Discretionary Income 0 )(12,864 )(12,864 )(12,864 0
0Total Discretionary Expenditure 0 0 60,523 0 )(60,523
409,326Total Health Services )(14,200 395,126 331,740 279,219 )(52,521
Immunisation
)(500Total Operating Income 0 )(500 )(168 )(360 )(192
4,000Total Operating Expenditure 0 4,000 3,411 2,997 )(414
3,500Total Immunisation 0 3,500 3,243 2,637 )(606
Insect & Vermin Control
)(3,000Total Operating Income )(704 )(3,704 0 0 0
20,000Total Operating Expenditure 0 20,000 6,602 10,500 3,898
17,000Total Insect & Vermin Control )(704 16,296 6,602 10,500 3,898
Noxious Weeds
)(127,000Total Operating Income )(16,561 )(143,561 )(143,561 )(143,561 0
285,084Total Operating Expenditure 15,500 300,584 228,055 227,415 )(640
0Total Discretionary Income )(4,000 )(4,000 )(4,000 )(4,000 0
0Total Discretionary Expenditure 36,054 36,054 28,725 21,825 )(6,900
158,084Total Noxious Weeds 30,993 189,077 109,219 101,679 )(7,540
587,910TOTAL HEALTH 16,089 603,999 450,805 394,035 )(56,770
Community Services Mang'T
469,761Total Operating Expenditure 12,835 482,596 321,938 347,592 25,654
)(21,500Total Discretionary Income )(10,980 )(32,480 )(21,230 )(31,230 )(10,000
24,500Total Discretionary Expenditure 12,210 36,710 18,661 23,120 4,459
472,761Total Community Services Mang'T 14,065 486,826 319,369 339,482 20,113
AUTHORITYPage 4 of 13
Page 8
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceCOMMUNITY SERVICES & EDUCATION
Senior Citizens Centre
)(14,000Total Operating Income 0 )(14,000 )(9,911 )(10,485 )(574
25,544Total Operating Expenditure 0 25,544 17,725 18,815 1,090
11,544Total Senior Citizens Centre 0 11,544 7,814 8,330 516
Other Community Services
)(35,000Total Operating Income )(2,003 )(37,003 )(33,762 )(35,103 )(1,341
76,106Total Operating Expenditure 393 76,499 50,866 58,005 7,139
41,106Total Other Community Services )(1,610 39,496 17,104 22,902 5,798
Education
15,692Total Operating Expenditure 0 15,692 11,394 11,394 0
15,692Total Education 0 15,692 11,394 11,394 0
541,103TOTAL COMMUNITY SERVICES & EDUCATION 12,455 553,558 355,682 382,108 26,426
Housing
)(74,000Total Operating Income )(8,600 )(82,600 )(60,117 )(62,490 )(2,373
82,578Total Operating Expenditure )(12,149 70,429 48,404 51,009 2,605
8,578Total Housing )(20,749 )(12,171 )(11,713 )(11,481 232
Strategic Planning
)(204,240Total Operating Income )(17,895 )(222,135 )(193,768 )(193,170 598
2,338,445Total Operating Expenditure )(142,300 2,196,145 1,572,318 1,653,660 81,342
)(25,000Total Discretionary Income 0 )(25,000 )(9,769 0 9,769
57,979Total Discretionary Expenditure )(7,865 50,114 26,462 30,011 3,549
2,167,184Total Strategic Planning )(168,060 1,999,124 1,395,244 1,490,501 95,257
Development Approvals
)(414,850Total Operating Income )(129,860 )(544,710 )(440,986 )(437,075 3,911
AUTHORITYPage 5 of 13
Page 9
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceHOUSING & COMMUNITY AMENITIES
Development Approvals
1,530,712Total Operating Expenditure 83,940 1,614,652 1,223,150 1,239,976 16,826
1,115,862Total Development Approvals )(45,920 1,069,942 782,164 802,901 20,737
Street & Gutter Cleaning
)(33,576Total Operating Income 0 )(33,576 )(25,591 )(25,182 409
401,990Total Operating Expenditure 0 401,990 285,665 300,432 14,767
368,414Total Street & Gutter Cleaning 0 368,414 260,074 275,250 15,176
Urban Stormwater Drainage
)(204,150Total Operating Income )(2,330 )(206,480 )(201,517 )(205,208 )(3,691
698,929Total Operating Expenditure )(19,520 679,409 494,418 516,018 21,600
15,000Total Discretionary Expenditure )(15,000 0 0 0 0
509,779Total Urban Stormwater Drainage )(36,850 472,929 292,901 310,810 17,909
Public Cemeteries
)(406,000Total Operating Income )(49,695 )(455,695 )(334,616 )(333,711 905
574,768Total Operating Expenditure )(7,246 567,522 403,280 419,582 16,302
168,768Total Public Cemeteries )(56,941 111,827 68,664 85,871 17,207
Public Conveniences
218,073Total Operating Expenditure )(701 217,372 155,861 168,196 12,335
218,073Total Public Conveniences )(701 217,372 155,861 168,196 12,335
Domestic Waste Management
)(3,849,998Total Operating Income )(75,346 )(3,925,344 )(3,919,976 )(3,919,562 414
2,546,534Total Operating Expenditure 131,115 2,677,649 1,951,208 1,840,441 )(110,767
)(1,303,464Total Domestic Waste Management 55,769 )(1,247,695 )(1,968,768 )(2,079,121 )(110,353
Other Waste Management
)(1,144,158Total Operating Income )(4,490 )(1,148,648 )(1,115,985 )(1,116,086 )(101
AUTHORITYPage 6 of 13
Page 10
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceHOUSING & COMMUNITY AMENITIES
Other Waste Management
925,758Total Operating Expenditure 0 925,758 612,043 679,033 66,990
)(218,400Total Other Waste Management )(4,490 )(222,890 )(503,942 )(437,053 66,889
Waste Processing
)(2,050,000Total Operating Income )(278,834 )(2,328,834 )(1,807,431 )(1,807,816 )(385
1,751,853Total Operating Expenditure 210,404 1,962,257 1,341,880 1,423,355 81,475
234,969Total Discretionary Expenditure 0 234,969 0 0 0
)(63,178Total Waste Processing )(68,430 )(131,608 )(465,550 )(384,461 81,089
Waste Management Admin
)(917,636Total Operating Income )(88,815 )(1,006,451 )(711,179 )(757,651 )(46,472
1,536,411Total Operating Expenditure 1,450 1,537,861 1,340,415 1,253,339 )(87,076
)(84,789Total Discretionary Income 70,164 )(14,625 )(14,625 )(14,625 0
533,986Total Waste Management Admin )(17,201 516,785 614,611 481,063 )(133,548
Other Sanitation & Garbage
62,000Total Operating Expenditure )(35,000 27,000 18,026 18,834 808
62,000Total Other Sanitation & Garbage )(35,000 27,000 18,026 18,834 808
3,567,602TOTAL HOUSING & COMMUNITY AMENITIES )(398,573 3,169,029 637,573 721,310 83,737
Potable Water Supplies
)(9,316,441Total Operating Income )(321,324 )(9,637,765 )(5,608,729 )(5,697,863 )(89,134
8,663,434Total Operating Expenditure )(194 8,663,240 6,090,633 6,267,375 176,742
256,844Total Discretionary Expenditure 48,558 305,402 66,983 66,983 1
)(396,163Total Potable Water Supplies )(272,960 )(669,123 548,887 636,495 87,608
Raw Water Supplies
)(228,000Total Operating Income 0 )(228,000 )(108,379 )(108,850 )(471
AUTHORITYPage 7 of 13
Page 11
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceWATER SUPPLIES
Raw Water Supplies
108,078Total Operating Expenditure 0 108,078 65,563 81,464 15,901
)(119,922Total Raw Water Supplies 0 )(119,922 )(42,817 )(27,386 15,431
Water Private Works
)(1,500Total Operating Income )(5,673 )(7,173 )(7,174 )(7,173 1
1,100Total Operating Expenditure 0 1,100 1,125 550 )(575
0Total Discretionary Income 0 0 )(39,080 0 39,080
0Total Discretionary Expenditure 0 0 43,413 0 )(43,413
)(400Total Water Private Works )(5,673 )(6,073 )(1,716 )(6,623 )(4,907
)(516,485TOTAL WATER SUPPLIES )(278,633 )(795,118 504,354 602,486 98,132
Sewer Supplies
)(8,666,496Total Operating Income )(62,260 )(8,728,756 )(5,841,471 )(5,897,663 )(56,192
7,848,779Total Operating Expenditure 68,129 7,916,908 5,952,399 6,008,610 56,211
406,844Total Discretionary Expenditure 52,381 459,225 66,643 62,760 )(3,883
)(410,873Total Sewer Supplies 58,250 )(352,623 177,570 173,707 )(3,863
)(410,873TOTAL SEWER SERVICES 58,250 )(352,623 177,570 173,707 )(3,863
Library Services
)(158,000Total Operating Income )(12,975 )(170,975 )(153,479 )(149,809 3,670
969,832Total Operating Expenditure 12 969,844 770,943 784,023 13,080
0Total Discretionary Income )(7,429 )(7,429 )(7,429 )(7,429 0
0Total Discretionary Expenditure 7,429 7,429 9,971 0 )(9,971
811,832Total Library Services )(12,963 798,869 620,006 626,785 6,779
Pioneer Park Museum
)(120,200Total Operating Income )(25,915 )(146,115 )(101,622 )(96,885 4,737
AUTHORITYPage 8 of 13
Page 12
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceRECREATION & CULTURE
Pioneer Park Museum
428,874Total Operating Expenditure 13,536 442,410 339,383 316,653 )(22,730
0Total Discretionary Income )(1,958 )(1,958 )(1,958 )(1,958 0
0Total Discretionary Expenditure 1,958 1,958 1,963 1,958 )(5
308,674Total Pioneer Park Museum )(12,379 296,295 237,766 219,768 )(17,998
Griffith Regional Art Gallery
)(14,550Total Operating Income )(22,000 )(36,550 )(38,647 )(11,996 26,651
269,818Total Operating Expenditure 6,721 276,539 198,807 215,125 16,318
0Total Discretionary Income )(24,970 )(24,970 )(24,970 )(24,970 0
0Total Discretionary Expenditure 53,470 53,470 32,906 8,500 )(24,406
255,268Total Griffith Regional Art Gallery 13,221 268,489 168,097 186,659 18,562
Griffith Regional Theatre
)(313,595Total Operating Income )(52,335 )(365,930 )(303,899 )(276,117 27,782
1,314,006Total Operating Expenditure )(31,621 1,282,385 909,762 972,455 62,693
0Total Discretionary Income )(92,000 )(92,000 )(67,000 )(67,000 0
0Total Discretionary Expenditure 110,352 110,352 10,831 18,352 7,521
1,000,411Total Griffith Regional Theatre )(65,604 934,807 549,694 647,690 97,996
Aquatic Facilities
)(1,361,300Total Operating Income )(41,000 )(1,402,300 )(1,101,340 )(1,094,523 6,817
2,313,664Total Operating Expenditure )(10,035 2,303,629 1,674,925 1,716,441 41,516
0Total Discretionary Expenditure 6,100 6,100 0 0 0
952,364Total Aquatic Facilities )(44,935 907,429 573,585 621,918 48,333
Sporting Grounds
)(31,550Total Operating Income 0 )(31,550 )(21,571 )(26,500 )(4,929
AUTHORITYPage 9 of 13
Page 13
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceRECREATION & CULTURE
Sporting Grounds
900,334Total Operating Expenditure )(14,466 885,868 603,153 645,945 42,792
)(4,394Total Discretionary Income 0 )(4,394 )(3,254 )(3,294 )(40
864,390Total Sporting Grounds )(14,466 849,924 578,328 616,151 37,823
Passive Recreation
)(33,953Total Operating Income 200 )(33,753 )(19,113 )(19,271 )(158
3,451,562Total Operating Expenditure )(27,163 3,424,399 2,425,812 2,549,209 123,397
0Total Discretionary Income )(12,190 )(12,190 )(12,190 )(12,190 0
0Total Discretionary Expenditure 12,190 12,190 10,065 12,190 2,125
3,417,609Total Passive Recreation )(26,963 3,390,646 2,404,574 2,529,938 125,364
Sports Stadium
)(85,100Total Operating Income )(3,000 )(88,100 )(67,948 )(70,615 )(2,667
300,051Total Operating Expenditure 2,342 302,393 206,342 224,297 17,955
214,951Total Sports Stadium )(658 214,293 138,394 153,682 15,288
Sporting Bodies Subsidies
46,534Total Operating Expenditure )(249 46,285 46,275 46,285 10
46,534Total Sporting Bodies Subsidies )(249 46,285 46,275 46,285 10
7,872,033TOTAL RECREATION & CULTURE )(164,996 7,707,037 5,316,719 5,648,876 332,157
Quarry
)(65,000Total Operating Income )(29,950 )(94,950 )(86,598 )(86,595 3
6,700Total Operating Expenditure 0 6,700 72 750 678
)(58,300Total Quarry )(29,950 )(88,250 )(86,526 )(85,845 681
)(58,300TOTAL MINING / MANUFACTURING & CONSTRUCTION )(29,950 )(88,250 )(86,526 )(85,845 681
Roads & Bridges
)(2,893,701Total Operating Income 725,940 )(2,167,761 )(1,939,894 )(1,939,894 0
AUTHORITYPage 10 of 13
Page 14
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceTRANSPORT & COMMUNICATION
Roads & Bridges
7,466,909Total Operating Expenditure 33,452 7,500,361 5,474,464 5,436,033 )(38,431
0Total Discretionary Income )(500,000 )(500,000 )(427,500 )(427,500 0
4,573,208Total Roads & Bridges 259,392 4,832,600 3,107,069 3,068,639 )(38,430
Street Lighting
)(110,000Total Operating Income 1,000 )(109,000 )(109,000 )(109,000 0
438,131Total Operating Expenditure 0 438,131 339,080 328,599 )(10,481
328,131Total Street Lighting 1,000 329,131 230,080 219,599 )(10,481
Footpaths & Cycleways
281,686Total Operating Expenditure 0 281,686 187,802 209,531 21,729
281,686Total Footpaths & Cycleways 0 281,686 187,802 209,531 21,729
Griffith Airport
)(811,070Total Operating Income )(24,431 )(835,501 )(559,572 )(585,261 )(25,689
836,220Total Operating Expenditure )(10,312 825,908 610,624 623,463 12,839
25,150Total Griffith Airport )(34,743 )(9,593 51,052 38,202 )(12,850
Parking Areas
83,621Total Operating Expenditure 0 83,621 57,880 65,481 7,601
83,621Total Parking Areas 0 83,621 57,880 65,481 7,601
Bus Shelters & Sheds
14,911Total Operating Expenditure 0 14,911 8,960 8,989 29
14,911Total Bus Shelters & Sheds 0 14,911 8,960 8,989 29
Rta Work
)(950,000Total Operating Income )(157,384 )(1,107,384 )(792,966 )(543,388 249,578
764,659Total Operating Expenditure 50,800 815,459 630,488 635,260 4,772
)(185,341Total Rta Work )(106,584 )(291,925 )(162,478 91,872 254,350
5,121,366TOTAL TRANSPORT & COMMUNICATION 119,065 5,240,431 3,480,366 3,702,313 221,947
AUTHORITYPage 11 of 13
Page 15
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceECONOMIC AFFAIRS
Visitors Centre
)(67,300Total Operating Income 0 )(67,300 )(42,511 )(50,475 )(7,964
605,969Total Operating Expenditure 11,310 617,279 445,483 458,723 13,240
538,669Total Visitors Centre 11,310 549,979 402,972 408,248 5,276
Events Co- Ordinator
)(87,950Total Operating Income )(3,000 )(90,950 )(74,265 )(76,000 )(1,735
179,142Total Operating Expenditure 3,512 182,654 152,998 154,126 1,128
)(25,000Total Discretionary Income 9,142 )(15,858 )(16,408 )(15,858 550
100,000Total Discretionary Expenditure 0 100,000 76,601 100,000 23,399
166,192Total Events Co- Ordinator 9,654 175,846 138,926 162,268 23,342
Economic Development
)(1,000Total Operating Income 0 )(1,000 0 0 0
334,902Total Operating Expenditure 3,000 337,902 267,283 257,112 )(10,171
0Total Discretionary Income )(30,815 )(30,815 )(21,440 )(21,440 0
0Total Discretionary Expenditure 32,880 32,880 29,651 25,840 )(3,811
333,902Total Economic Development 5,065 338,967 275,494 261,512 )(13,982
Land Development
35,450Total Operating Expenditure 2,450 37,900 37,089 36,780 )(309
0Total Discretionary Expenditure 9,250 9,250 6,945 6,950 5
35,450Total Land Development 11,700 47,150 44,034 43,730 )(304
Griffith Livestock Mk Centre
)(484,700Total Operating Income )(3,000 )(487,700 )(329,351 )(326,154 3,197
547,431Total Operating Expenditure )(7,271 540,160 388,700 402,635 13,935
62,731Total Griffith Livestock Mk Centre )(10,271 52,460 59,349 76,481 17,132
AUTHORITYPage 12 of 13
Page 16
AUTHORITY (c) Income & Expense Budget Review Statement (Program Level) at 31 March 2017
10/05/2017 1:04:29PMPrint Date: 2017Posting Year:
MarPosting Period:All RecordsFund:
Original
Budget
Budget
Adjustment
Total
Budget YTD Actual YTD Budget VarianceECONOMIC AFFAIRS
Unclassified Services
)(40,000Total Operating Income 0 )(40,000 )(30,802 )(32,000 )(1,198
20,000Total Operating Expenditure 0 20,000 12,135 15,268 3,133
)(20,000Total Unclassified Services 0 )(20,000 )(18,666 )(16,732 1,934
1,116,944TOTAL ECONOMIC AFFAIRS 27,458 1,144,402 902,110 935,507 33,397
Rates and Charges
)(16,240,504Total Operating Income 305,411 )(15,935,093 )(15,889,773 )(15,877,561 12,212
)(16,240,504Total Rates and Charges 305,411 )(15,935,093 )(15,889,773 )(15,877,561 12,212
General Purpose Grants
)(5,401,579Total Operating Income )(107,373 )(5,508,952 )(4,261,436 )(4,175,380 86,056
)(5,401,579Total General Purpose Grants )(107,373 )(5,508,952 )(4,261,436 )(4,175,380 86,056
)(21,642,083TOTAL GENERAL PURPOSE REVENUES 198,038 )(21,444,045 )(20,151,209 )(20,052,941 98,268
GRAND TOTAL )(2,202,701 )(385,274 )(2,587,975 )(7,535,183 )(6,357,367 1,177,816
AUTHORITYPage 13 of 13
Page 17
(d) Capital, Cash and Investments Budget Review Statement at 31 March 2017
Ord. Services
Fund Original
Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Waste Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Water Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Sewer Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Consol. Fund
Original Budget
Consol. Fund
Reviews/ Supp
to 30/06/17
Consol. Fund
RevisedActual YTD
Operating Revenue 30,773,179 474,956 (311,521) 0 30,936,614 6,343,406 212,234 117,666 0 6,673,306 9,128,573 71,673 185,724 0 9,385,970 8,300,965 6,260 56,000 0 8,363,225 54,546,123 812,992 55,359,115 45,078,480
(Operating Expenditure) (30,486,892) (371,099) 303,209 (6) (30,554,788) (5,354,350) (51,154) (209,394) 0 (5,614,898) (8,612,088) 82,094 (30,858) (30,000) (8,590,852) (7,890,092) (66,920) (53,590) 0 (8,010,602) (52,343,422) (427,718) (52,771,140) (37,543,297)
Operating Surplus/(Deficit) before Capital Movements 286,287 103,857 (8,312) (6) 381,826 989,056 161,080 (91,728) 0 1,058,408 516,485 153,767 154,866 (30,000) 795,118 410,873 (60,660) 2,410 0 352,623 2,202,701 385,274 2,587,975 7,535,183
Grants & Contributions Provided for Capital Purposes 4,067,828 349,711 296,356 0 4,713,895 0 19,306 (1,953) 0 17,353 216,320 231,566 104,768 0 552,654 488,490 219,128 16,843 0 724,461 4,772,638 1,235,725 6,008,363 2,952,183
Net Gain/(Loss) on Disposal of Assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Abnormal Items
Extraordinary Items
Increase/(Decrease) in Net Assets
Resulting from Operations 4,354,115 453,568 288,044 (6) 5,095,721 989,056 180,386 (93,681) 0 1,075,761 732,805 385,333 259,634 (30,000) 1,347,772 899,363 158,468 19,253 0 1,077,084 6,975,339 1,620,999 8,596,338 10,487,366
Plus Non Cash Items:
Depreciation 6,716,899 0 0 0 6,716,899 506,068 0 0 0 506,068 2,111,984 0 0 0 2,111,984 1,862,952 0 0 0 1,862,952 11,197,903 0 11,197,903 8,786,622
Increase in Provision for Doubtful Debts 0 0 0 0 0
(Profit)/Loss on Disposal of Assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Movements in Operating Assets & Liabilities:
0 0 0 0
Net Cash Flow from Operating Activities 11,071,014 453,568 288,044 (6) 11,812,620 1,495,124 180,386 (93,681) 0 1,581,829 2,844,789 385,333 259,634 (30,000) 3,459,756 2,762,315 158,468 19,253 0 2,940,036 18,173,242 1,620,999 19,794,241 19,273,988
Cash Flows from Financing Activities:
Proceeds from Borrowings & Advances 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
(Principal Repayments of Borrowings) (934,416) 0 (934,416) (114,829) 0 0 0 (114,829) 0 0 0 0 0 (715,475) 0 0 0 (715,475) (1,764,720) 0 (1,764,720) (1,202,348)
Advances Made To Deferred Debtors 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Principal Repayments on Defered Debtors 10,724 0 10,724 0 0 0 0 0 532,909 0 0 0 532,909 0 0 0 0 0 543,633 0 543,633 248,006
Distribution Received from Joint Ventures & Associates 0 0 2,700,000 0 2,700,000 0 0 0 0 2,700,000 2,700,000
Net Cash Flows from Financing Activities (923,692) 0 2,700,000 0 1,776,308 (114,829) 0 0 0 (114,829) 532,909 0 0 0 532,909 (715,475) 0 0 0 (715,475) (1,221,087) 2,700,000 1,478,913 (954,342)
Cash Flows from Investing Activities:
Decrease/(Increase) in Non Current Receivables 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Proceeds from Sale of Property, Plant & Equipment 540,700 85,000 36,364 0 662,064 192,000 35,000 45,255 0 272,255 46,000 0 0 0 46,000 40,000 0 37,335 0 77,335 818,700 238,954 1,057,654 641,197
(Purchase of Property, Plant & Equipment) (13,578,848) (4,651,549) (1,018,872) (290,237) (19,539,506) (1,097,550) (581,303) 15,078 0 (1,663,775) (2,594,929) (313,558) (165,827) (210,000) (3,284,314) (1,825,699) (351,737) (175,053) 0 (2,352,489) (19,097,026) (7,743,058) (26,840,084) (14,374,224)
(Interest on Borrowings Allocated to Capital Works) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Proceeds from Sale of Real Estate 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
(Purchase/Development Real Estate) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
(Other Payments) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Net Cash Flow from Investing Activities (13,038,148) (4,566,549) (982,508) (290,237) (18,877,442) (905,550) (546,303) 60,333 0 (1,391,520) (2,548,929) (313,558) (165,827) (210,000) (3,238,314) (1,785,699) (351,737) (137,718) 0 (2,275,154) (18,278,326) (7,504,104) (25,782,430) (13,733,027)
Net Increase/(Decrease) in Cash (2,890,826) (4,112,981) 2,005,536 (290,243) (5,288,514) 474,745 (365,917) (33,348) 0 75,480 828,769 71,775 93,807 (240,000) 754,351 261,141 (193,269) (118,465) 0 (50,593) (1,326,171) (3,183,105) (4,509,276) 4,586,620
Cash at Beginning of Period 14,329,000 0 0 0 14,329,000 4,041,000 0 0 0 4,041,000 13,837,000 0 0 0 13,837,000 5,815,000 0 0 0 5,815,000 38,022,000 0 38,022,000
Cash at End of Period 11,438,174 (4,112,981) 2,005,536 (290,243) 9,040,486 4,515,745 (365,917) (33,348) 0 4,116,480 14,665,769 71,775 93,807 (240,000) 14,591,351 6,076,141 (193,269) (118,465) 0 5,764,407 36,695,829 (3,183,105) 33,512,724
EXTERNALLY RESTRICTED CASH
For the Financial Year Ended 30th June 2017
Ord. Services
Fund Original
Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Waste Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Water Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Sewer Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Consol. Fund
Original Budget
Consol. Fund
Reviews/ Supp
to 30/06/17
Consol. Fund
Revised
Included in Liabilities:
Unexpended Loans 0 0 0 0 0 0 0 0
Included in Revenue:
Developer Contributions 1,492,419 136,268 (38,522) 0 1,590,165 1,492,419 0 1,590,165
Specific Purpose Unexpended Grants 2,164,189 (2,164,189) 0 0 0 2,164,189 0 0
Required by Legislation:
Waste Services 4,515,745 (365,917) (33,348) 0 4,116,480 4,515,745 (399,265) 4,116,480
Water 14,665,769 71,775 93,807 (240,000) 14,591,351 14,665,769 165,582 14,591,351
Sewerage 6,076,141 (193,269) (118,465) 0 5,764,407 6,076,141 (311,734) 5,764,407
3,656,608 (2,027,921) (38,522) 0 1,590,165 4,515,745 (365,917) (33,348) 0 4,116,480 14,665,769 71,775 93,807 (240,000) 14,591,351 6,076,141 (193,269) (118,465) 0 5,764,407 28,914,263 (545,417) 26,062,403
CASH BALANCE AFTER FUNDING EXTERNAL
RESTRICTIONS
At end of Period: 7,781,566 (2,085,060) 2,044,058 (290,243) 7,450,321 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,781,566 (331,245) 7,450,321
INTERNALLY RESTRICTED CASH
For the Financial Year Ended 30th June 2017
Ord. Services
Fund Original
Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Waste Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Water Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Sewer Fund
Original Budget
Previous
Reviews
Current
Review
Recommended
Changes For
Council
Resolution
Revised
Budget
Consol. Fund
Original Budget
Consol. Fund
Reviews/ Supp
to 30/06/17
Consol. Fund
Revised
Employee Leave Entitlements Reserve 2,000,000 0 0 0 2,000,000 2,000,000 0 2,000,000
Urban Stormwater Management Reserve 645,000 (141,757) (140,000) 0 363,243 645,000 (281,757) 363,243
Griffith Health Facilities Ltd Reserve 2,981,955 (2,981,955) 0 0 0 2,981,955 (2,981,955) 0
Plant & Vehicle Replacement Reserve 1,000,000 0 0 0 1,000,000 1,000,000 0 1,000,000
Centenary Celebrations Reserve 103,000 (103,000) 0 0 0 103,000 (103,000) 0
CBD Implementation Reserve 250,000 (250,000) 150,000 0 150,000 250,000 (100,000) 150,000
Major Projects Reserve 718,000 150,000 250,000 0 1,118,000 400,000 1,118,000
Facilities Reserve 500,000 0 0 0 500,000 500,000 0 500,000
Parks & Gardens Infrastructure Reserve 250,000 (34,426) 0 0 215,574 250,000 (34,426) 215,574
Floodplain & Drainage Mitigation Reserve 500,000 (200,000) 200,000 0 500,000 500,000 0 500,000
Roads Reserve 446,000 (446,000) 0 0 0 446,000 (446,000) 0
Stuart McWilliam Beautification Reserve 0 100,000 0 0 100,000 0 100,000 100,000
Infrastructure Replacement (Buildings Reserve) 1,000,000 0 0 0 1,000,000 1,000,000 0 1,000,000
10,393,955 (3,907,138) 460,000 0 6,946,817 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,675,955 (3,447,138) 6,946,817
UNRESTRICTED CASH BALANCE
At end of Period: (2,612,389) 1,822,078 1,584,058 (290,243) 503,504 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (2,612,389) 3,115,893 503,504
Surplus/(Shortfall) (2,612,389) 1,822,078 1,584,058 (290,243) 503,504 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (2,612,389) 3,115,893 503,504
Page 18
(e) Budget Review Contracts at 31 March 2017
Contractor Contract Detail & Purpose Contract Value Awarded DateCommencement
Date
Duration of
Contract
Budgeted
(Y/N)
Paul & Carmen FaveroConstruction of Double & Single Vaults-Griffith
Cemetery203,971 24/01/2017 1/03/2017 30/06/2017 Y
Jardine Lloyd Thompson Provision of Insurance Services to Council Fee For Service 28/02/2017 1/07/2017 30/06/2020 Y
IXOM Operations Pty Ltd Supply & Delivery of Liquid Alum Unit Rate 14/03/2017 16/03/2017 30/11/2019 Y
Milbrae Quarry Crushing & Hauling of Gravel Unit Rate 14/03/2017 1/03/2017 1/01/2018 Y
Bellato Plumbing Pty LtdConstruction of new DN250 Potable Water Main-
Wilandra Ave to Sidlow Rd171,460 28/03/2017 15/05/2017 30/06/2017 Y
Page 19
(f) Budget Review Consultancy, Legal and Vandalism Expenses at 31 March 2017
GL Number Consultancy ExpensesExpenditure
YTD ($)
Budgeted
(Y/N)
012173/0111 Code Of Conduct Reviews-Consultants Fees 39,754.55 Y
012318/0111 Investment Advice-Consultants Fees 18,000.00 Y
012801/0111 Works Management Salaries & Wages-Consultants Fees 7,930.00 N
014186/0111 Integrated Planning & Reporting Framework-Consultants Fees 2,409.64 Y
022404/0111 Ranger Services-Consultants Fees 24,391.00 Y
064450/0111 Strategic Plan-Theatre-Consultants Fees 2,964.00 Y
072100/0111 Development Assessment Salaries & Wages-Consultants Fees 237,233.82 Y
072130/0111 Building Certification Salaries & Wages-Consultants Fees 124,555.32 Y
134135/0111 Strategic Business Plan Review:Sewer Fund-Consultants Fees 18,425.00 Y
134172/0111 Asset Valuations-Sewer Fund-Consultants Fees 5,000.00 Y
134190/0111 Sewer Flow Gauging Project-Consultants Fees 39,336.63 Y
135432/0111 Sewerage to Lake Wyangan & Nericon-Consultants Fees 739.94 Y
144118/0111 Strategic Business Plan Review:Water Fund-Consultants Fees 18,425.00 Y
144203/0111 Augmentation:Water Supply for Rural & Regional NSW-Consultants Fees 30,000.00 Y
155381.0111 New Transfer Station (YWMC)-Construction-Consultants Fees 4,730.00 Y
Total 569,164.90
GL Number Legal ExpensesExpenditure
YTD ($)
Budgeted
(Y/N)
012312/0057 Accounts Receivable Debt Recovery Expense-Legal Expenses 179.23 Y
012404/0057 Union-Industrial Relations Expenses-Legal Expenses 33,626.64 Y
022203/0057 Dog Control & Impounding Operating Expenses-Legal Expenses 4,335.40 Y
022407/0057 Compliance Fines-Legal Expenses 208.67 Y
022408/0057 Litter Fines-Expenses-Legal Expenses 174.76 Y
022409/0057 Parking Fines Expenses-Legal Expenses 18,368.88 Y
072103/0057 Development Assessment Working Expenses-Legal Expenses 44,186.50 Y
094309/0057 Land Development Operating Expenses-Legal Expenses 181.82 N
112001/0057 Rates Debt Recovery-Legal Expense 54,831.53 Y
142137/0057 Water Fund-Legal Expenses 24,841.48 Y
Total 180,934.91
Work Order
NumberVandalism & Graffiti Expenses
Expenditure
YTD ($)
Budgeted
(Y/N)
W4184 City Park 1,089.49 Y
W4155 Community Gardens 870.76 Y
W4156 CWA Park 176.41 Y
W4180 Jubilee Oval 149.33 Y
W4162 Lake Wyangan Reserve & Picnic Area 811.84 Y
W4163 Memorial Park Griffith 139.13 Y
W4175 Apex Park 594.15 Y
W4177 Dalton Park 0.00 Y
W4178 Hanwood Oval 0.00 Y
W4181 Ted Scobie Oval 1,123.75 Y
W4183 West End Oval 134.27 Y
W4172 Wade Park Griffith 0.00 Y
W5405 McKirdy Park 499.60 Y
W4528 Parks & Gardens Monument & Fountain Maintenance 356.49 Y
- Other Parks & Gardens 1,437.46 Y
Total 7,382.68
Page 20
Quarterly Review Report
Delivery Program & Operational Plan Actions
Q3, 2016/2017
Page 21
(g) Report on Operational Plan Review (Performance Measures)
3rd Quarter Review 2017
2
Civic Leadership
Provide clear and transparent communication to the local community on matters in which it is concerned.
Develop and implement a range of effective communication processes incorporating traditional and emerging technologies.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Utilise adopted communication
strategy which encompasses
community newsletters, media
releases, radio and television
segments, local print media and
electronic media.
C1.1.1.1 Utilise communication strategy
to incorporate social media
processes and emedia options.
Corporate
Communications
Officer
Community is able to access
information on Griffith City
Council activities electronically
24 hours a day.
Regular newsletters advising of
Council activities via print and
electronic means.
The Council Communication
Strategy undergoes continuous
development to ensure Council
information is released to the
broadest audience. Current
methods include COG, Council
Advertisements, Media
Releases and social media.
Council's weekly Council Catch
Up in The Area News has been
successful in keeping the
community up to date and
allows for each Councillor to
address the community. In
addition Facebook is a popular
tool across Council.
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3rd Quarter Review 2017
3
DP Action Action
Code
Action Responsibility Performance Measure Comment
Implementation and continued
monitoring of the communication
strategy – ongoing.
C1.1.2.1 Implementation and continued
monitoring of the communication
strategy.
Corporate
Communications
Officer
Communication strategy is
developed to incorporate
elements of social media.
Number of people visiting the
Council website.
Number of people signed to
Facebook. Number of hits.
Council is continuing to use
social media, website, COG,
consultation sessions, traditional
media (print, radio and
television) to communicate and
engage with the community.
Council's Facebook page
currently has 3,678 likes and
increases each week. The
weekly reach is 3,700 people on
average. 28 Media Releases
sent out with a 100% coverage
rate.
Retain a contemporary and
proactive website presence
allowing two way
communications into target
markets.
C1.1.3.1 Maintain a contemporary and
proactive website .
Corporate
Communications
Officer
Weekly review and update of
website data.
Social media commentary is
responded to within 48 hours.
Council's new website has been
developed and is in the process
of being finalised. The new site
is compliant with all new
legislation and is mobile
responsive. Following this, the
roll out will occur for the other
sites across Council.
Page 23
3rd Quarter Review 2017
4
Educate staff and community on the processes of Council’s adopted Community Engagement Strategy.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Program workshops for staff and
councillors to inform of options
for engaging the community eg
utilising resources such as
online consultation program.
C1.2.1.1 Workshops and community
engagement strategies
implemented as required.
Manager Executive
Services
Number of Workshops held for
staff and Councillors.
Community Engagement
strategy implemented for review
of Disability Inclusion Action
Plan and review of IP&R
documents.
Implement as part of the staff
and councillor induction
processes.
C1.2.2.1 Community engagement
methodologies incorporated into
Council decision making when
required.
Manager Executive
Services
Practice consistent with
strategy.
Number of facilitated community
forums for Councillors to engage
with community per quarter.
Staff implement Community
Engagement Strategy for
individual projects.
Adequately resource communication and engagement processes throughout the organisation.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Ensure adequate resources are
provided to staff and councillors.
C1.3.1.1 Information sessions provided to
councillors and staff on
communication and community
engagement strategies.
Manager Executive
Services
Community awareness of
Council activities is measured
through annual community
satisfaction surveys.
Increased participation in
Community Survey to be
scheduled in line with review of
CSP (180 in 2013).
Budget allocation provided for
review of strategy and included
in 2017/18 Budget.
Page 24
3rd Quarter Review 2017
5
DP Action Action
Code
Action Responsibility Performance Measure Comment
C1.3.1.2 A dynamic and proactive online
presence is created and
regularly updated.
Corporate
Communications
Officer
Councillors and staff understand
and utilise the processes and
options for communication and
community engagement.
Council's online presence is
strong and well maintained.
Website is updated daily, social
media used at least 5 days per
week. Communications Unit
looking at methods of
communicating throughout the
organisation and community as
methods evolve. Social media
monitored daily to resolve issues
within the community.
Ensure agenda and relevant information is reviewed prior to meetings.
DP Action Action
Code
Action Responsibility Performance Measure Comment
All Council meeting agendas to
be available by Thursday
preceding the Council meeting.
C1.4.1.1 Business papers prepared and
distributed electronically for
Councillors and available on
website for the public.
Manager Executive
Services
100% of business papers
available to public and
Councillors at least 5 days prior
to the Council meeting.
100% Business Papers
delivered via "Hub" app to
Councillor iPads and posted to
website by Thursday preceding
Meeting.
Page 25
3rd Quarter Review 2017
6
Be well informed about current issues that impact our community.
Council review the role of the proposed Community Reference Panel and existing community groups to garner information about
relevant issues.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Database of interested
community members is
developed.
C2.1.1.1 Community input achieved
through Committees and other
engagement processes.
Manager Executive
Services
Community Opinion Group
(COG) promoted and utilised.
Number of COGs per quarter.
Vacancies for community and
stakeholder members of
Committees are filled.
Special interest reference
groups established and active.
Council Committee structure
reviewed and adopted. New
community members of Council
Committee appointed and
Committee meetings
commenced.
Community Reference Panel is
consulted on a range of key
projects and issues impacting
the community. See C3.1
C2.1.2.1 Establish protocols for engaging
with community members
utilising the endorsed GCC
Community Engagement
Strategy.
Manager Executive
Services
Community Opinion Group
(COG) operating as a reference
panel.
A variety of community
engagement tools utilised.
Special interest reference and
discussion groups established.
Community Reference Panel -
not established. A number of
Working Groups and "Friends
of" Groups have been
established in 2017 to
complement Council Committee
Structure. Meetings of the
Committees, Working Groups
and "Friends" has commenced.
Page 26
3rd Quarter Review 2017
7
Regularly review local and national media.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Regularly monitor media
coverage by engaging media
monitoring service and provide
regular updates to staff and
councillors regarding media
policies and process.
C2.2.1.1 Access available to established
media monitoring service and
distributed to staff and
councillors.
Manager Executive
Services
Updates are provided to
Councillors and staff on media
coverage.
This activity is not resourced.
Council and committee agendas and minutes are prepared and distributed in a timely fashion in electronic and printed form.
DP Action Action
Code
Action Responsibility Performance Measure Comment
All Council agendas and
minutes distributed to councillors
via electronic means.
C2.3.1.1 Council meeting agendas and
minutes distributed to
Councillors electronically.
Manager Executive
Services
100% of agendas distributed by
Thursday preceding Council
meeting and minutes distributed
by Friday following meeting.
Council Agendas distributed by
Thursday preceding Council
meeting. Minutes distributed by
Friday following meeting.
All Council Committees and
minutes are available on public
website.
C2.3.2.1 Committee minutes published
on Council website
Manager Executive
Services
Council Minutes available on
website within 72 hours of
Council Meeting.
Committee meetings have
commenced. Minutes presented
to Council and available on
website following Council
Meeting.
All Council Meeting Agendas
and Minutes are available on
public website.
C2.3.3.1 Council meeting agendas and
minutes published on Council
website.
Manager Executive
Services
100% Council meeting agendas
and minutes available on
Council website.
100% Council meeting agendas
and minutes available on
Council website.
Page 27
3rd Quarter Review 2017
8
Mentor and support potential leaders from diverse backgrounds and age groups to ensure adequate community
representation.
Council review the role of the proposed Community Reference Panel as a ‘training ground’ for civic office.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Invite members of Community
Reference Panels to be involved
in Council’s Committees. See
also C2.1
C3.1.1.1 Vacancies on Council
committees are forwarded to
COG members according to
identified interests and
advertised as required.
Manager Executive
Services
N/A Community Reference Panel -
not established. Community
representation on Council
Committees sought by
advertisement in local media
and via contact with previous
Committee members.
Develop mentoring processes to encourage and guide involvement in Local Government activities.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Develop and implement a
volunteer information and
recruitment program.
C3.2.1.1 Review and update existing
processes for engaging with
volunteers. Volunteer training
workshops for committee
members.
Community
Development
Coordinator
Volunteer recruitment strategy is
developed and implemented.
Volunteer register is promoted to
community.
Community members register as
volunteers for Council and
community events.
Ongoing promotion and
recruitment of volunteers.
Page 28
3rd Quarter Review 2017
9
Council review the role of the Youth Advisory Committee and pursue alternative engagement practices.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Young people engaged via
forums at a variety of locations.
C3.3.1.1 Communities Committee
monitor youth engagement
strategies.
Community
Development
Coordinator
Youth Engagement Strategy
completed.
Youth Committee established.
Council staff and youth workers
mentoring young people in
leadership skills and project
management skills. April Youth
Week activities were organised
in partnership with agencies and
the Youth Committee.
To advocate on behalf of the community with State and Federal authorities.
Actively engage with State and Federal agencies/governments to develop and maintain ongoing dialogue on issues of local
importance.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Ongoing liaison with State and
Federal agencies through the
development and
implementation of a government
interagency process.
C4.1.1.1 Meetings attended with State
and Federal agencies delivering
services to the Griffith
community.
Community
Development
Coordinator
Information on current programs
being delivered is available to
Councillors and community.
Meetings are held and attended
by Council staff.
Ongoing engagement with State
and Federal agencies on priority
issues impacting the community.
For example Pioneer Housing
Estate, High School merger and
Council's Strategic plan.
Page 29
3rd Quarter Review 2017
10
Develop strategies to positively impact in the areas of education, health, employment, community safety, infrastructure, transport
and housing.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Actively seek and apply for
targeted external funding or
provide support to other local
agencies to deliver programs
relating to education, health,
employment, community safety,
infrastructure, transport and
housing.
C4.2.1.1 Funding opportunities are
explored with eligible
organisations to work in
partnership to deliver services to
the Griffith community.
Community
Development
Coordinator
Success in exploring funding
opportunities for the delivery of
services and programs.
Funding secured for Council and
in partnership with non
government agencies that target
education, health, community
safety and inclusion.
Council's Community Grant
program continues along with
ClubNSW local grant
opportunities.
Provide support and assistance, where possible, to organisations wishing to deliver services and programs locally to address
identified needs, such as the Community Working Party’s Social Action Plan.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Encourage greater involvement
for the Aboriginal Community.
C4.3.1.1 Aboriginal Liaison Officer to
promote opportunities for
involvement of Aboriginal
people.
Community
Development
Coordinator
Aboriginal people represented
on Communities Committee and
other advisory groups.
Representatives of Aboriginal
community consulted over
projects of common interest.
Working with the Community
Working Party to review the
Social Action Plan, deliver
NAIDOC Week and national
reconciliation Week activities,
the local War Memorial, Local
Area Command, employment
networks, Griffith Aboriginal
Medical Service and Griffith
Aboriginal Lands Council to
achieve priorities in the
Aboriginal Social Action Plan.
Page 30
3rd Quarter Review 2017
11
To provide a governance role in the continuous development of the City of Griffith
Provide efficient and contemporary internal services to ensure needs are met.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Customer focus review
implementation strategy in
place.
C5.1.1.1 Incomplete actions from
Customer Focus Review
Strategy finalised.
Director -
Sustainable
Development
Achievement of agreed service
level standards.
Front counter enquiry data
logger under trial. Customer
computer booth to be installed at
front foyer.
Council’s internal services are
delivered in line with Promoting
Better Practice guidelines as
issued by Division of Local
Government, Ombudsman and
in accordance with Council
policy. Services including
Information Technology,
Finance, Administration,
Governance, Human
Resources, Central supply,
Customer service Fleet
Management, Compliance, Fire
Protection.
C5.1.2.1 Implement recommendations
from Customer Focus Review.
Director -
Sustainable
Development
Recommendations implemented
by June 2017.
Continuous improvement
measured from telephone call
data. Improvements to staff
roster implemented. Customer
computer booth investigated and
ordered.
C5.1.2.2 Implement recommendations as
included in the external “Review
of Council Readiness for Best
Value Reviews” as adopted by
Council.
General Manager Finalise implementation of
recommendations by June 2017.
Council's Community Strategic
Plan "Guiding Griffith 2040"
adopted in February 2017.
Delivery Program 2017/18 -
2020/21 and Operational Plan
2017/18 currently on public
exhibition. Submissions to be
considered by Council in June
2017. Six monthly Delivery
Program Progress Report
presented to Council 28
February 2017.
Page 31
3rd Quarter Review 2017
12
DP Action Action
Code
Action Responsibility Performance Measure Comment
C5.1.2.3 Implement recommendations
from Roads Services Review.
Director -
Infrastructure &
Operations
Recommendations implemented
by June 2017.
Cooper Road preparations
completed and works
programmed for Q4. Trialed
additive product, on Pedley and
Beverly Road to assist with dust
suppression and holding gravel
surface together, not successful.
In discussion with the same
supplier about a different
product and a second supplier
about their product.
Ensure accountability measures for good governance are in place and adhered to.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Ensure appropriate Internal
Audit program is maintained at
Griffith City Council.
C5.2.1.1 Annual internal audit plan
developed each year.
Manager Executive
Services
Internal Audit Strategic Plan
identifies number of projects per
year.
Internal Audit recommendations
are communicated and actioned
within 12 months. Internal Audit
Plan adopted by Internal Audit
Committee on an annual basis.
Internal Audit Committee to re-
appointed March 2017. Audit
reports continuing according to
Internal Audit Strategic Plan.
New Committee to meet
following completion of reports
by Internal Auditor. New
Committee to review Internal
Audit Strategic Plan.
Page 32
3rd Quarter Review 2017
13
DP Action Action
Code
Action Responsibility Performance Measure Comment
Ensure statutory reporting eg
Annual Report, Internal Planning
and Reporting Framework
reporting complies within
statutory deadlines.
C5.2.2.1 Prepare all statutory reporting
requirements in accordance with
required timeframes.
Manager Executive
Services
Provide quarterly Key
Performance Indicators reports
to Council.
Integrated Planning and
Reporting Framework
requirements met annually.
Provide Annual Report to the
community based on the set
performance targets.
Annual Report to DLG by 30
November annually.
IP&R suite of documents
currently on exhibition for
adoption prior to 30 June 2017.
Ensure effective animal control
and regulate parking in key
areas such as school zones,
disabled zones and timed
parking areas.
C5.2.3.1 Undertake daily patrols of car
parking areas on a rotating
system.
Compliance
Coordinator
School Parking patrols
conducted daily.
Parking patrols conducted
systematically. Number of
parking PINS issued.
Number of school PINS and
number of animal PINS issued.
School Parking patrols
conducted daily. Parking patrols
conducted systematically. 351
parking PINS issued. 29 PINS
issued for Companion Animal
issues. Parking contractor is
also assisting with the parking
enforcement within our CBD.
C5.2.3.3 Provide compliant companion
animal handling facility.
Compliance
Coordinator
Construction of new animal
handling facility.
New Griffith Pound & Animal
Handling Facility opened in April
2017. Contracted Parking
Officer continuing on regular
monthly basis.
Page 33
3rd Quarter Review 2017
14
To partner with organisations to facilitate the delivery of required services to the Griffith community.
Identify opportunities for external funding for projects and programs that will positively impact the local community.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Ongoing research into grant
opportunities from appropriate
funding bodies that meet the
requirements of the Community
Strategic Plan.
C6.1.1.1 Maintain a grant information
library to assist in researching
and applying for appropriate
grants. Distribute grant
information and opportunities to
relevant staff on a regular and
systematic basis.
Finance Manager Prepare and distribute a monthly
grants report to Senior
Management Team and
distribute grant opportunities to
staff within seven working days
of becoming available.
Grants report presented
monthly, grant opportunities
distributed when identified.
Implement the strategies of the Strengthening Basin Communities Project (SBC) strategies.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Investigate and provide options
to implement projects from the
Economic Development
Strategy. See D2.7 and D5.2
C6.2.1.1 See D2.7 and D5.2 Manager, Tourism &
Economic
Development
Ongoing.
Page 34
3rd Quarter Review 2017
15
Integrate the core themes, to ensure realistic and achievable goals are set.
Provide adequate resources to plan and monitor activities and strategies across the organisation and the community.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Develop an Operational Plan
annually.
C7.1.1.1 Annual Operational Plan
(budget) prepared and adopted
by 30 June each year.
Director - Business,
Cultural & Financial
Services
Operational Plan (budget)
adopted by Council by 30 June
2015.
The preparation of the 2017/18
operating budget commenced in
November 2016 and the draft
budget was adopted by Council
in April and then placed on
public exhibition for 28 days.
The budget is on track to be
completed and adopted prior to
30 June 2017.
Page 35
3rd Quarter Review 2017
16
Love the Lifestyle
Create accessible and safe, liveable places.
Promote positive health aspects of Active Transport options.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Seek appropriate funding to
implement the actions and
priorities outlined in the
Pedestrian Access Mobility Plan
and footpaths/Cycleway
Strategy.
L1.1.1.1 Apply for relevant grant funding
opportunities to undertake
construction of footpaths and
cycleways.
Director -
Infrastructure &
Operations
Successful grant application.
Review of pedestrian access
and mobility plan. (PAMP).
2016/17 Construction program
extended to include a path in
Apex Park and planning for a
path on Noorebah Ave
commenced.
Develop and implement the strategies of the Hands Off Griffith Community Crime Prevention Plan
DP Action Action
Code
Action Responsibility Performance Measure Comment
Community Crime Prevention
Plan implemented.
L1.2.1.1 Community Crime Prevention
Plan implemented.
Community
Development
Coordinator
Actions from Community Crime
Prevention Plan implemented.
Community Crime Prevention
Plan implemented and reviewed
to align with current data.
Working with the local Domestic
Violence Group and Soroptimist
International Griffith on White
Ribbon initiatives.
Page 36
3rd Quarter Review 2017
17
Finalise and implement the recommendations of the Playground Strategy and Plans of Management for Parks and Reserves.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Implement the Playground
Strategy and seek funding for
implementation.
L1.3.1.1 Implement the Playground
Strategy. Apply for relevant
grants.
Planning &
Environment
Manager
Actions from Playground
Strategy implemented.
Implementation forms part of the
10 year financial year plan.
Maintain and renew playgrounds
to an agreed service standard.
L1.3.2.1 Manage and maintain
playgrounds to agreed service
standard.
Parks & Gardens
Manager
Playground Safety inspections
are carried out as per the
schedule and records are kept.
Maintenance and documented
inspections of Council
Playgrounds is ongoing. The
installation of a new playground
to replace the existing
playground at Mallee Park
Nericon will be installed over the
next 8 weeks.
L1.3.2.2 Implement Playground Strategy
where adopted in accordance
with the budget.
Parks & Gardens
Manager
Construct playgrounds to
available budget and in
accordance with playground
strategy.
The Playground Strategy is
being implemented Mallee Park
Playgrond -Nericon will be
replace within the next 8 weeks.
Page 37
3rd Quarter Review 2017
18
Further develop and implement the strategies of the Griffith Community Action Plan 2010 in partnership with State and Federal
government agencies.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Community Action Plan priorities
referenced in Council strategies.
L1.4.1.1 Liaise with stakeholders on
Council’s role in implementing
the Griffith Crime Prevention
Strategy.
Community
Development
Coordinator
Council’s obligations to the
Griffith Crime Prevention Plan
are progressed.
Funding applications in
progress, partnership with
PCYC and Police in addressing
youth crime and Midnight
Basketball program continuing.
Work with key stakeholders to develop realistic and achievable mechanisms to mitigate and alleviate safety issues from built and
natural impacts.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Ensure Council’s planning and
design account for safety issues.
L1.5.1.1 Council's planning recognises
natural impacts and Safer By
Design Principles.
Planning &
Environment
Manager
Project designs observe Safer
by Design and Crime Prevention
Through Environmental Design
principles.
This is ongoing and standard
procedure and should be viewed
as completed.
Page 38
3rd Quarter Review 2017
19
Provide, maintain and monitor safe assets, facilities and services.
Review the passive surveillance provided by CCTV throughout the Central Business District.
DP Action Action
Code
Action Responsibility Performance Measure Comment
CCTV requirements revised and
funding sought for
implementation.
L2.1.1.1 Costs estimated for CCTV
upgrades. Grant applications
submitted.
Planning &
Environment
Manager
Funding application made for
CCTV upgrades.
Contractor has been engaged
for City Park Project to
commence end of May 2017.
Develop and implement a detailed asset management and replacement program.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Implement Strategic
Maintenance Module for capital
road works and road asset
inspections.
L2.2.1.1 Implement Strategic Asset
Management module to enable
programming of inspection
programs and capital works.
Asset Management
Coordinator
Inspections and capital works
set within the Strategic
Maintenance Module of the
asset management system by
June 30 2016.
Development of an interface for
road inspections has been
completed. Still need to work on
actual data links with asset
system.
Predictive Model produced for
Road assets.
L2.2.2.1 A comprehensive predictive
model developed to assist Road
engineering staff with
development of the road sealing
program.
Asset Management
Coordinator
Road asset model set up to
assist operational staff by
September 2016.
Assets Assistant is attending
road condition rating training
course to ensure we incorporate
best practice in data collection.
Following this, will finalise and
issue road specification.
Page 39
3rd Quarter Review 2017
20
DP Action Action
Code
Action Responsibility Performance Measure Comment
Asset Valuations for all
infrastructure assets (not
including plant and equipment)
to be run from the corporate
asset register.
L2.2.3.1 All asset data for valuation
purposes to be loaded into the
corporate asset register and
configured to allow production of
Asset Valuations reporting for
the annual report.
Asset Management
Coordinator
Valuation reports successfully
produced from the asset register
by end July 2016.
Working on import for drainage
and building data.
Develop a Business Process
Manual for Asset Management.
L2.2.4.1 Develop a Business Process
Manual that specifies how we
will procure and maintain asset
inventory and spatial data and
processes to ensure our asset
data is kept relevant and up to
date.
Asset Management
Coordinator
Business Process Manual
developed by 30 June 2017.
Continuing with documentation
project.
In partnership with key stakeholders, implement strategies to mitigate the impact of built and natural events including but not limited
to flooding, fire and other natural disasters.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Retain formal relationships
through Council’s Committee
structure with appropriate
government agencies for
planning and response to
natural disasters. Continually
source funding options for
adopted flood mitigation
measures.
L2.4.1.1 Retain formal relationships
through Council’s Committee
structure with appropriate
government agencies for
planning, funding and response
to natural disasters.
Director - Utilities Provide report to Floodplain
Management Committee on
funding options for mitigation
measures.
OEH funding applications for
Design and Investigation of
Hanwood levee and pump and
the Construction of the
Automated Gates at the EMR
were submitted on Thursday 27
April 2017.
Page 40
3rd Quarter Review 2017
21
Develop partnerships to grow health and educational services and facilities.
Continue support of existing Memorandum of Understanding between Charles Sturt University and the NSW Riverina Institute of
TAFE.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Liaise and work with CSU and
NSW Riverina Institute of TAFE
– to develop increased higher
education opportunities at
Riverina Institute of TAFE
Griffith Campus. See also D5.4
L3.1.1.1 Develop and maintain programs
to increase higher education
opportunities including support
programs for distance education
students.
Director -
Sustainable
Development
Use of student outreach
programs.
Grow Our Own project
progressing well.
Continue support of existing medical students programs.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Liaise with program participants
to determine and implement
optimum support program.
L3.2.1.1 Investigate alternative options
for support for medical students
programs.
Community
Development
Coordinator
Support measures reviewed and
implemented.
No action this quarter.
Page 41
3rd Quarter Review 2017
22
Build on existing relationships to ensure the establishment of improved medical and health facilities and services.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Pursue with partners the
development of: Murrumbidgee
Teaching and Learning Facility
(Completed by June 2015).
Griffith Community Private
Hospital (by 2015).
L3.3.1.1 See D5.3.1 Director - Business,
Cultural & Financial
Services
Complete construction and
commissioning of St Vincents
Community Private Hospital and
co-located Murrumbidgee
teaching facility/student
accommodation by 30 June
2016.
Finalise fundraising for the
Community Private Hospital.
Project completed.
Build on the existing
relationships with the Griffith
Base Hospital, St Vincent’s and
Mater Private Health, University
of New South Wales Rural
Clinical School, NSW Riverina
Institute of TAFE, Department of
Education, Employment and
Workforce Relations.
L3.3.2.1 Liaise with stakeholders to
improve health and education
services and facilities in Griffith.
General Manager Participate in meetings with
Murrumbidgee Area Health
Service as required.
St Vincent's Private Community
Hospital Griffith operational.
Continuing to build relationship
with management of hospital
and encourage collaboration
with Murrumbidgee Local Health
District. (Griffith Base Hospital.)
Page 42
3rd Quarter Review 2017
23
Plan and provide a suitable range of sporting, recreation and cultural facilities.
Implement Plans of Management for public reserves/parks.
DP Action Action
Code
Action Responsibility Performance Measure Comment
A program of priorities for Plans
of Management identified and
implemented.
L4.1.1.1 High priority Plans of
Management undertaken as
resources become available
Planning &
Environment
Manager
Lake Wyangan Blue Green
Algae Strategy and Plan of
Management completed.
Program of priorities for Plans of
Management still to be finalised.
Maintain and improve recreational facilities eg. parks, Lake Wyangan, Skate Park.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain Council’s recreational
facilities as per adopted service
standard (inclusive of
playground equipment
replacement program and
installation of irrigation systems
at designated locations).
L4.2.1.1 Implementation and further
development of service
standards for sporting ovals,
parks and reserves.
Parks & Gardens
Manager
Service standards implemented. The development of service
standards for Sporting ovals and
Parks is ongoing.
Improve public safety by
provision of appropriate
information signage.
L4.2.2.1 Install signs per priority list for
signs as remote supervision.
Parks & Gardens
Manager
Reduction of public liability
claims as a result of improved
public safety.
Installation of signs as per
priority list is complete.
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24
Encourage increased utilisation of existing recreation and sporting facilities by regularly maintaining existing infrastructure.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain all current sporting
facilities (inclusive of
refurbishing sporting ovals,
upgrading toilet facilities and
lighting).
L4.3.1.1 Undertake annual sportsground
renovation.
Parks & Gardens
Manager
Number of improvements to
sportsgrounds completed.
Parks and sports facilities are
maintained as per maintenance
standards.
The sportsgrounds renovation is
on going Wade Park -Yenda
toilet facility has had the ceiling
and roof cladding replaced.
Investigate options to plan and develop facilities and services to meet the needs of the whole community – including young, ageing,
low socio economic and diverse community groups.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Communities committee of
Council actively planning and
developing integrated service
and facility plans.
L4.4.1.1 Communities Committee
develops a whole of community
integrated service and facility
plan.
Community
Development
Coordinator
Recommendations made to
Council on an integrated service
and facility plan.
Ongoing partnership between
Council staff are working with
Family and Community
Services, Dept of Priminster &
Cabinet, Education and non
government agencies to address
priority areas of tenants in
Pioneer Housing Estate
Utilise facilities and services for optimal participation.
Provide and promote accessibility to existing services and facilities, including sporting, education and cultural activities.
DP Action Action
Code
Action Responsibility Performance Measure Comment
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3rd Quarter Review 2017
25
DP Action Action
Code
Action Responsibility Performance Measure Comment
Library - Provide a fresh and
relevant collection of materials in
a variety of formats. Provide
community access to computers
and online information. Position
the Library as a community hub
for learning, networking and
leisure.
L5.1.1.1 Maintain collection development
according to industry standards
and community needs.
Library Manager -
Part Time
Turnover of the collection at 3 or
greater.
Circulation per capita greater
than 5.
48% stock purchased in the last
5 years.
New display formats have been
introduced for collections,
including a "pick me" stand
promoting classic titles, many of
which have been made into
films. The success of this trial
has meant that the collections
team will now provide a
dedicated classics collection.
Junior material has also recently
had a makeover, with our library
getting on board with the
Premier's Reading Challenge.
The recommended titles in the
challenge have been labeled
according to reading age, and
have their own shelving,
encouraging children to sign up
for the challenge and receive a
certificate from the Premier.
The January school holiday
summer reading challenge had
phenomenal success this year,
with over 100 children
participating and for the first time
there was a schools challenge.
There was also a writing activity
to devise a story about "Super
Library Mike" which stretched
young minds even further.
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26
DP Action Action
Code
Action Responsibility Performance Measure Comment
L5.1.1.2 Provide high speed internet and
ancillary services.
Library Manager -
Part Time
Public PCs less than 4 years
old.
Provision of public scanning,
printing, WiFi and power outlets.
Internet speed at acceptable
levels.
Internet speed has dramatically
improved with the installation of
an improved router.
Unfortunately, the self service
PC management system
provider went into liquidation in
December and there has been
no support for our equipment
and software since, with
frequent failures. This has
meant that this equipment will
be shortly replaced. The
existing system had been
funded by State grants. The
new system will separate the
printing and scanning functions
and hopefully reduce the wait
time for customers.
L5.1.1.3 Help improve digital literacy in
the community.
Library Manager -
Part Time
Technology demonstrations
held.
The Library has been fortunate
to receive additional funding
from Telstra to run more of the
popular Tech Savvy Seniors
courses. These courses run for
4 weeks, 2 hours per week.
They will run continually through
till July. This is in addition to the
weekly Tech Talks run by our
library. All courses are
extremely popular and are often
booked out.
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27
DP Action Action
Code
Action Responsibility Performance Measure Comment
L5.1.1.4 Provide programs and services
to empower the community.
Library Manager -
Part Time
Number of visits per annum.
Deliver a minimum of 20
programs annually reflecting the
population demographic.
The library was delighted to be
informed of a successful grant
bid for $150,000 to undertake
modifications to the building to
improve our capacity to run
programs. The size of our
meeting room has long been a
hindrance to expanding our
programs and this funding will
allow for a room nearly double
the size with a kitchenette and
screening equipment. To date
this year the programs team
have presented an amazing
array of programs for all ages,
children's holiday activities,
teens author talks, game clubs,
adult author talks, seniors
movies, seniors week concert,
tech talks, challenges and
competitions, presented both in
our library, in Coleambally, and
online. There are so many ways
to get involved.
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28
DP Action Action
Code
Action Responsibility Performance Measure Comment
L5.1.1.5 Promote the Library's collections
and services through a broad
range of media.
Library Manager -
Part Time
Number of visits to the website. Western Riverina Libraries was
fortunate to receive some
additional funding from the State
Library to use in a collaborative
project. The regional managers
have agreed to have a television
commercial produced to inform
the public of services that our
libraries offer which they may
not be aware of. This will
supplement the many other
forms of promotion which the
library does on a regular basis,
including Facebook, WRL
webpage, media releases,
monthly newsletters and
posters.
Visitor’s Centre - Continue to
promote Griffith via Griffith
Tourism Marketing, PR,
promotions, Griffith Brochure,
Visit Griffith website,
Advertising. Continue to be part
of the NSW Accredited Visitor
Information Centres.
L5.1.2.1 See D1.5.1 Manager, Tourism &
Economic
Development
New promotional DVD about to
be released.
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29
DP Action Action
Code
Action Responsibility Performance Measure Comment
Griffith Regional Theatre -
Entrepreneurial season, Film
Festival, Sponsorship, Music
and movies matinees, Hire of
facilities, maintain Theatre
facilities as per adopted service
standard.
L5.1.3.1 Completion of the season
launch.
Theatre & Art
Gallery Manager
Season Launch was a major
success. Held on 18th
November it included a separate
Education Program Launch, VIP
and Sponsor Event, Season
Program Launch and Rockabilly
AfterParty. We have received
many education bookings for
2017 events, as well as a good
number of member and
subscription sign ups.
L5.1.3.2 Marketing strategy developed
and implemented.
Theatre & Art
Gallery Manager
Increase audience by 3-5%. Marketing strategy has been
developed and is being
implemented for current shows.
Updated promotion program,
including targeted promotion of
particular events eg Oddysea is
being developed for upcoming
events.
L5.1.3.3 Entrepreneurial season to be
delivered as schedule.
Theatre & Art
Gallery Manager
Minimum of 8 shows per
calendar year.
Seas on is progressing as
planned. Only one event -
Donatella Parise's Theatre
Sports night - has been
cancelled. All others have been
delivered as planned within this
quarter. Based on program and
current progress 12 shows will
be delivered within the first 6
months of 2017 - 50% more
than the entire projected number
of shows (8) for the full year.
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DP Action Action
Code
Action Responsibility Performance Measure Comment
Art Gallery - Local artist
exhibitions, community
exhibitions, exhibitions
celebrating cultural diversity,
youth exhibitions, touring
exhibitions and public programs.
Maintain Gallery facilities as per
adopted service standard.
L5.1.4.1 Exhibition season for Art Gallery
to be delivered as scheduled.
Theatre & Art
Gallery Manager
Minimum of 6 exhibitions per
year.
Provide a schedule of
exhibitions to the Cultural
Facilities Committee for
adoption by 30 September 2016.
Provide a quarterly report to the
cultural Facilities Committee on
the performance of the Art
Gallery with a view to having
year on year increased
participation to Art Gallery
exhibitions and public programs
by the wider community.
The program of exhibitions for
2017 has been developed and
promoted. 3 exhibitions have
already been presented in the
first 4 months of 2017 (half of
the entire projected number for
the calendar year). A further 2
shows are programmed to be
exhibited before the end of the
financial year.
L5.1.4.2 ArtSpace - minimum of 4
programs per year.
Theatre & Art
Gallery Manager
Minimum of 4 exhibitions per
year with local artists.
A total of 6 shows are
programmed for this calendar
year. Two have already been
delivered within the first 4
months of this calendar year,
and another is programmed to
be delivered before the end of
the financial year.
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DP Action Action
Code
Action Responsibility Performance Measure Comment
L5.1.4.3 Marketing strategy for Art
Gallery developed.
Theatre & Art
Gallery Manager
Increase audience by 3-5% over
calendar year.
Marketing for the art gallery has
been ramped up during the first
quarter of 2017 with outstanding
results. Over 300 people
attended the Free Family Fun
Day in February to launch the
2017 Gallery Program and
intensive marketing programs on
Facebook, Area News and radio
have secured good numbers for
public programs. A large crowd
of around 150 people also
attended the opening of Kerry
Weymouth's exhibition.
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DP Action Action
Code
Action Responsibility Performance Measure Comment
L5.1.4.4 Public programs for Art Gallery Theatre & Art
Gallery Manager
Minimum of 4 programs per
year.
A strong program of activities
targetting different market
segments has resulted in a
diverse and vibrant public
programs start to 2017. In the
first quarter (First Term) we
have already delivered ongoing
kids art classes (as well as
holiday workshops), weaving
workshops with Aboriginal
women, polymer clay workshops
with general public and
Aboriginal girls, printmaking and
portraiture classes. We have
already completed more than
the 4 programs required for the
entire calendar year, and have a
whole new program starting in
Term 2.
Griffith Regional Aquatic Leisure
Centre - General swimming,
Swimming Carnivals, Swim
School, Gymasium classes and
programs, Creche, Swimming
Squad, maintain Aquatic centre
facilities as per adopted service
standard.
L5.1.5.1 Ensure facility is clean,
functional and available to
participants of each of the
nominated programs or events
throughout the year.
Leisure Services
Manager
Provide quarterly report to
Cultural Facilities Committee
outlining attendance and
performance of each department
within the facility.
A decrease in cost/entry of 5%
year on year.
Increase attendances by 5%
year on year.
GRALC has opened and
remained open for all advertised
opening times with only short
periods where specific areas
have been closed to undertake
necessary maintenance or
upgrading.
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DP Action Action
Code
Action Responsibility Performance Measure Comment
Westend Sports Stadium -
Cultural events such as Islander
Craft Fair, Wheelchair
basketball, State Basketball and
Junior State Basketball, School
sports, Community Events,
badminton, volleyball, general
sports activities, maintain
stadium facilities as per adopted
service standard.
L5.1.6.1 Ensure stadium is clean,
functional and available to
participants of each of the
nominated programs or events
throughout the year.
Leisure Services
Manager
Develop a schedule of
improvements for the stadium to
facilitate the maximisation of
attendance and utilisation of the
facility.
Quarterly use statistics provided
to Cultural Facilities Committee.
The stadium has remained open
for the vast majority of
advertised and agreed hours.
Water leaking through the roof
onto the courts has resulted in
the postponement of one
afternoon of basketball during
this period. Grant funding has
been sort to facilitate the
replacement of the leaking roof.
Pioneer Park Pioneer Park
Museum will continue to
coordinate the existing major
events such as, Australia Day
Brekkie, Good Friday Action
Day, Local Government Week
Schools Day and Festa Della
Salsicce (Salami Day). These
annual activities will be
supported by introducing new
initiatives highlighting the
museum's extensive collection
and encouraging community
participation.
L5.1.7.1 Pioneer Park Management
Committee to plan and conduct
new and existing events.
Manager, Tourism &
Economic
Development
Increased visitation at Pioneer
Park Museum.
Successfully held another action
day with an increase of
crowds....3000.
Actively promote, via
implementation of
communication strategy,
Council’s services and facilities.
L5.1.8.1 Councillors and staff are
informed of communication
strategy.
Manager Executive
Services
Councillors and staff understand
and utilise the processes and
options for communication and
community engagement.
Regular media releases and
weekly two page spread in Area
News highlighting Council
services and facilities. Reviewed
"Statements to the Media Policy"
adopted by Council in April
2017.
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DP Action Action
Code
Action Responsibility Performance Measure Comment
L5.1.8.2 Relevant staff are trained in web
content management system
and social media applications.
Manager Executive
Services
Web information is maintained
and regularly update.
Website review of all facility
websites undertaken. Retraining
of department "champions" to be
undertaken. Regular Facebook
updates and weekly two page
spread in Area News.
Liaise with local agencies and
user groups to ascertain their
requirements.
L5.1.9.1 Liaise with local agencies and
user groups to ascertain their
requirements.
Community
Development
Coordinator
Council informed of community
issues.
Regular meetings and
attendance at various
interagency network meeting
and agency committee meetings
by staff.
Promote pathways into alternative education and training where appropriate.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Promote local and advocate to
State and Federal governments
the need for alternative
education options within our
community.
L5.2.1.1 Provide support to organisations
delivering services locally by
way of advocating to State and
Federal governments.
Community
Development
Coordinator
Continued involvement with the
Western Riverina Higher
Education Project.
Continue survey of school leaver
intentions.
Letters of support provided for
local services applying for
funding to continue/expand
service delivery programs.
Ongoing support provided to
local agencies, working with
Deakin University and Western
Riverina Community College.
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Promote the benefits of life-long learning.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Support local providers of
educational and skills programs.
L5.3.1.1 Provide ongoing advocacy
support to existing organisations
delivering services locally.
Community
Development
Coordinator
Continued support to Grow Your
Own Griffith program and Centre
of Excellence in Irrigation.
Ongoing. Investigation options
for promotion of Aboriginal
languages.
Integrate cultural and community groups and address issues faced by minority groups.
Promote the implementation of Ethnic Affairs Priority Statement programs throughout the community.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Council staff raise awareness of
Ethnic Affairs Priorities on an
ongoing basis.
L6.1.1.1 Council staff raise awareness of
Ethnic Affairs Priorities on an
ongoing basis.
Community
Development
Coordinator
N/A Not progressing.
Deliver diversity awareness training and support to new arrivals and community.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Council staff raise awareness of
diversity on an ongoing basis.
L6.2.1.1 Council staff raise awareness of
diversity on an ongoing basis.
Community
Development
Coordinator
N/A ongoing. Council organised
Cultural Awareness training
local TAFE campus for staff and
agencies. Council staff work with
the Multicultural Committee to
deliver services, National
celebrations and annual
festivals.
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Promote, celebrate and build on our cultural diversity cosmopolitan identity.
Encourage participation in established activities celebrating community diversity.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Promote community events via
Events Calendar, Council
Website.
L7.1.1.1 Provide methods for community
groups to promote activities
online.
Community
Development
Coordinator
Community Directory
maintained.
Ongoing.
Encourage local organisations to
celebrate cultural diversity eg La
Festa, Refugee Week, Harmony
Day.
L7.1.2.1 Ongoing liaison with local
organisations to encourage local
organisations to celebrate
cultural diversity.
Community
Development
Coordinator
Number of events held. Ongoing. Staff working with
Aboriginal Working Party and
with the Multicultural
Interagency to organise events,
promote and celebrate cultural
diversity.
Successfully deliver externally funded programs designed to increase community engagement by those from Culturally and
Linguistically Diverse communities.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Investigate opportunities for
collaboration with other
agencies in support of CALD
community.
L7.2.1.1 Strategies developed in
conjunction with Communities
Committee in support of CALD
community.
Community
Development
Coordinator
Strategies identified are
delivered subject to external
funding.
Working with local members of
the Multicultural NSW Regional
Advisory Board, Centacare
Settlement Services and
Multicultural Interagency to
identify barriers and improve
engagement strategies.
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37
Increase and improve promotion of existing arts and cultural events and facilities.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Work with Council facilities to
promote relevant arts and
cultural events as per
Communication Strategy
including use of Council’s
website, media releases, weekly
radio program.
L7.3.1.1 Ongoing role of Council’s
Marketing and Promotions
function.
Manager, Tourism &
Economic
Development
Marketing strategies to be
developed.
Ongoing.
Acknowledge and be responsive to issues which have an impact upon the community’s wellbeing and harmony.
Maintain and build on current programs being delivered by local agencies and Council.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Encourage community to
participate in programs and
utilise facilities provided.
L8.1.1.1 Ongoing function of Council -
encourage community to
participate in programs and
utilise facilities provided.
Community
Development
Coordinator
N/A Ongoing.
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3rd Quarter Review 2017
38
Increase awareness of existing support services and programs.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Regular updates of community
service information.
L8.5.1.1 Community services map
created and available.
Community Directory review
undertaken 6 monthly.
Community
Development
Coordinator
N/A Ongoing promotion and updates
of Community Service Directory.
Establish and promote an on-line process for information gathering and dissemination to address community safety issues.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Liaise with local service
providers to develop best
method for information
dissemination.
L8.6.1.1 Work with interagencies to
identify communications
processes.
Community
Development
Coordinator
Community information is readily
available online.
Ongoing. Monthly information
exchange at interagencies to
assist in the promotion of
community activities and events.
L8.6.1.2 Investigate options for a central
information hub or online links to
be incorporated on to
community web sites.
Community
Development
Coordinator
Agency information is readily
available to community.
Ongoing.
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39
Valuing our Environment
To reduce consumption and loss of water.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for water.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Monitor district metered and
pressure zones for variations,
anomalies and flow patterns.
E1.1.1.1 Monitor district metered and
pressure zones for variations,
anomalies and flow patterns.
Senior Engineer - W
& S Operations
To reduce water loss in the
water distribution system to
10%.
Pressure and flow patterns are
monitored per zone via SCADA
– ongoing.
Improve water distribution
management knowledge.
E1.1.2.1 Provide regular reports on water
usage data to Utilities
Committee.
Senior Engineer - W
& S Operations
Water usage reports provided to
Utilities Committee on a
quarterly basis.
Director Utilities used to
reported to the Utilities
Committee (now defunct).
Consumption figures available
on Treatment Plant Operational
Logs.
Develop and implement a detailed asset management and replacement program for water infrastructure.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Replace all water meters on
scheduled program – ongoing.
E1.2.1.1 Manage and maintain Griffith
and villages water meters
annual replacement program.
Senior Engineer - W
& S Operations
Target of 800 replacements per
annum.
No meter age greater than 20
years.
Meters replaced 243: 8 in Jan,
71 in Feb, 164 in Mar. Awaiting
a Water Directorate investigation
and report on remote metering
before going that way.
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3rd Quarter Review 2017
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DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain an annual water mains
replacement program – ongoing.
E1.2.2.1 Manage and maintain Griffith
and villages water mains
replacement program.
Senior Engineer - W
& S Operations
100% of capital works for water
mains completed by June 2017.
Sergi Rd & Kooyoo St planned
mains replacement completed,
Tranter Pl main renewal in
progress.
Utilise water reuse from GWRP
for livestock marketing centre.
E1.2.3.1 Monitor effluent re-use scheme
at Griffith Livestock Marketing
Centre.
Director - Utilities Provide report on the amount of
effluent re-use to Utilities
Committee.
Technical problems with the
Ultra Violet (UV) treatment
process of the recycled water
has prevented the effluent re-
use being used at the Griffith
Livestock Marketing Centre. Due
to having to deal with the
American suppliers of the UV
system, the technical solution is
delaying the process but is
slowly getting fixed.
Offer rebates for water efficient
devices – ongoing.
E1.2.4.1 Rebate program for water
efficient devices provided.
Director - Utilities Number of rebates provided. No water saving rebate
applications received and this
quarter.
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3rd Quarter Review 2017
41
To increase reuse/recycling of wastewater and stormwater.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for water.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Explore biosolids reuse options
as outlined in 2016 Biosolids
Strategy.
E2.1.1.1 Continue to monitor Griffith
Wastewater Reclamation Plant
biosolids disposal.
Senior Engineer - W
& S Operations
Report biosolids handling and
disposal to Utilities Committee.
GWRP's biosolids transported to
Tharbogang Landfill site every
day. Weighbrigde records
biosolids deliveries for billing
purposes. Summary in Trim
16/85712 – ongoing.
Investigate options for
stormwater reuse.
E2.1.2.1 Not in 2016/17. Director - Utilities Stormwater reuse not applicable
Develop and implement a detailed asset management and replacement program for sewerage infrastructure.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain sewer infrastructure
network including mains, pump
stations and treatment
processes.
E2.2.1.1 Manage and maintain sewer
infrastructure network.
Senior Engineer - W
& S Operations
Annual Sewer mains
replacement program completed
by 30 June each year.
New flow gauges instaled on
sewer rising mains: 300mm from
G3, 600mm from G4, 200mm
out of G1, Inspection of sewer
pumps in pump wells completed.
G3 Sewer rising main
replacement added into
2017/2018 budget.
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To protect and enhance water quality.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for water.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Prepare and implement water
quality management plan in
accordance with State
Government requirements.
E3.1.1.1 Implement and monitor Water
Quality Management Plan
(WQMP).
Senior Engineer - W
& S Operations
100% compliance with
Australian Drinking Water
guidelines.
Ongoing scheduled monitoring
and reporting in place. Water
Quality test results published on
Council's website. WQMP in
review process.
Develop and implement a detailed asset management and replacement program for water infrastructure.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain water infrastructure
network including reservoirs,
mains, treatment processes.
E3.2.1.1 Manage and maintain water
infrastructure network.
Senior Engineer - W
& S Operations
Works completed as per 10 year
capital works plan.
New and to be renewed mains
included in 2017/2018 budget.
Longer term projects list
updated. Tender for new 250
water main on Willandra Ave,
Merrigal Ave & Sidlow Rd
awarded. Investigation for
GWTP filter rehabilitation
progressing.
E3.2.1.2 Complete annual mains
replacement program.
Director - Utilities Annual water mains
replacement program completed
by 30 June each year.
Capital works program for mains
replacement commenced and
progressing. Contractor has
been engaged and work has
commenced on the Willandra
Avenue potable trunk main.
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To reduce energy consumption and greenhouse gas emissions.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for energy and climate change.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Implement the short to medium
term objectives of the Griffith
City Council Environmental
Sustainability Strategy. Eg
streetlight lamp replacement
program, use of energy efficient
vehicles in Council’s Fleet
program, reducing office
consumables such as paper,
water saving initiatives such as
homeowner rebate scheme for
water efficient devices, recycling
services to be extended to
appropriate Council facilities,
development of the transfer
station and landfill facilities,
energy audits of Council
facilities.
E4.1.1.2 Maintain Council’s energy
efficient initiative with Fleet
Management.
Fleet Manager Ongoing review of energy
efficient plant and vehicles.
Plant program for this financial
year almost completed.
Continually monitoring idling
times of plant to reduce overall
fuel consumption and excessive
emissions output.
E4.1.1.3 Introduction of more electronic
communication media to reduce
reliance on paper.
Manager Executive
Services
Website redesigned to increase
ease of user accessibility.
Implement Councillor
Dashboard to Ipads.
100% business papers delivered
electronically to Senior
Management Team and
Councillors.
Electronic forms software to be
rolled out to staff. Councillors
utilise iPads and "Hub" app.
E4.1.1.4 Initiate alternative energy saving
initiatives.
Environment, Health
& Sustainability
Coordinator
Energy and water saving
initiatives promoted.
Undertook brief discussion with
Northmore Gordon re
opportunities for biomass and
biomass energy production for
GCC and the surrounding
region.
Page 63
3rd Quarter Review 2017
44
DP Action Action
Code
Action Responsibility Performance Measure Comment
Seek funding to promote the
objectives contained within the
Environmental Sustainability
Strategy.
E4.1.2.1 Seek funding to promote the
objectives contained within the
Environmental Sustainability
Strategy.
Environment, Health
& Sustainability
Coordinator
Funding applications lodged. LW&CMS Public Exhibition
period closed 27th Jan 2017.
Three Public Exhibition
responses were received,
reviewed and forwarded onto
consultants Water Technology
P/L. Water Technology P/L
further reviewed the Public
Submissions and considered
their comment for inclusion into
both the next drafts of the
LW&CMS Technical and
Strategy Reports.
Page 64
3rd Quarter Review 2017
45
DP Action Action
Code
Action Responsibility Performance Measure Comment
Facilitate renewable energy
options (provide education,
increase use of renewable
energy options at Council
facilities).
E4.1.3.1 Work with Council’s facility
managers to explore
opportunities on renewable
energy use.
Environment, Health
& Sustainability
Coordinator
Renewable energy options
identified.
Both GWRP and GRALC
Energy Audit site visits (3 x days
each) were arranged by GCC
and undertaken by Northmore
Gordon (NMG) during early Jan.
2017. Both sites were
comprehensively inspected and
audited during this period by two
NMG Electrical Engineers. Prior
to, during and after these site
visits GCC site staff and EH&S
Coordinator were active in
sourcing all site data as
requested by the auditors.
(Interval Data, Flow Meter Data,
Equipment Spec's). All this work
was undertaken as a precursor
to the next stage delivery of the
Interim Energy reports for both
the GWRP and GRALC back to
Council.
Page 65
3rd Quarter Review 2017
46
To improve air quality by reducing exposure to air pollution.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for energy, air and climate change.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Implement the actions and
objectives of the Environmental
Sustainability Strategy relating
to air quality.
E5.1.1.1 Develop programs to make the
community aware of issues
surrounding air quality.
Environment, Health
& Sustainability
Coordinator
Awareness programs
developed.
Met with Ricegrowers
Association representative re
forthcoming rice stubble burning.
Discussed and the need for a
Media Release outlining BMP
rice stubble burning, air quality
impact reduction and impacts on
human health. Made
recommendations as to the
content of a prospective Media
Release. Contributed and proof
read joint MR prior to release.
E5.1.1.2 Investigate options for bio
energy/bio mass utilisation from
agricultural bi-products.
Environment, Health
& Sustainability
Coordinator
Options investigated. Meetings and teleconferences
with OEH, Industry Capability
Network (ICN) and Riverina
Regional Development Australia
(RD) in lieu of organising and
running a Bioenergy for Industry
and Business Workshop in
Griffith during June 2017. GCC
will be a sponsor of this event.
Page 66
3rd Quarter Review 2017
47
To minimise the environmental, social and financial costs of new development.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for land and the built environment.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Provide water and sewerage
services that meet growth
demands - ongoing.
E6.1.1.1 Ensure adequate infrastructure
plans in place for future
demand.
Senior Engineer - W
& S Operations
All applicable developments are
adequately provided with water
and sewerage services. Number
of new tenements added to
water and sewerage
infrastructure.
Ongoing - future projects list
gets reviewed and adjusted as
new information on
developments becomes
available. Performance of
existing infrastructure feeds into
replacement programs.
Incorporate environmental
sustainability principles into
Council planning policies.
E6.1.2.1 As policies are reviewed,
principles of environmental
sustainability will be
incorporated.
Environment, Health
& Sustainability
Coordinator
N/A Recommendation stands. No
further action required.
Provide development assessment and building certification services to the Griffith Community.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Assess and determine
development applications,
construction and building
certificates and section 149
certificates.
E6.2.1.1 Manage and maintain an
efficient Development
Application process as per
legislative requirements.
Planning &
Environment
Manager
Development is compliant with
Local Environment Plan and
Development Control Plans.
Number of applications
assessed within legislative
timeframe.
This an ongoing process which
receives high priority in the
Directorates day to day
operational responsibilities and
ratings compared to other
councils confirms that a very
high standard is maintained.
Page 67
3rd Quarter Review 2017
48
DP Action Action
Code
Action Responsibility Performance Measure Comment
Investigate and regulate
unauthorised building works and
land use.
E6.2.2.1 Implement protocol to deal with
unauthorised building works and
land use.
Planning &
Environment
Manager
Number of matters investigated
and successfully resolved.
Protocols in place and
operational.
Provide guidance on potential
development, construction and
planning issues.
E6.2.3.1 Hold an annual forum with
developers, consultants and
stakeholders.
Planning &
Environment
Manager
Annual forum held. Number of
meetings addressed. Reference
Group engaged.
Annual forum for 2017 still to be
held.
To preserve our natural and built heritage for future generations.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for land and the built environment.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Reduce possible groundwater
pollution from residential septic
systems by constructing
reticulated sewerage systems to
unserviced areas.
E7.1.1.1 Septic SMART program
ongoing.
Environment, Health
& Sustainability
Coordinator
Maintain septic tank awareness.
Reduction of tenements utilising
septic systems as development
occurs.
Improved quality of stormwater
runoff.
As per previous comments from
Q2, 2016/2017.
Adhere to Street Tree
preservation policy.
E7.1.2.1 Process Tree Preservation
Orders according to Street Tree
preservation policy.
Parks & Gardens
Manager
Number of Tree Preservation
Orders processed.
All received Tree Preservation
Orders have been processed
within the guidelines of the Tree
Preservation Policy.
E7.1.2.2 Operate within the adopted
Street Tree policy guidelines.
Parks & Gardens
Manager
Compliance with the Street Tree
policy.
Maintenance to Street Trees is
ongoing in accordance with the
Policy.
Page 68
3rd Quarter Review 2017
49
DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain street sweeping
program to improve quality of
stormwater runoff.
E7.1.3.1 Manage and maintain street
sweeping program.
Works Engineer -
Maintenance
Street sweeping undertaken as
per program.
Street sweeping program for
16/17 have been developed and
implemented. Program is to be
review at end of each quarter to
ensure street sweeping
undertaken as per program. The
quarter two sweeping is on track
as per the program.
Provide gravel from the
Tharbogang quarry to a
standard required for roadworks.
E7.1.4.1 Gravel extraction be carried out
as per licence and development
application requirements.
Waste Operations
Manager
Gravel extracted meets the
demand and quality required for
Council roadworks whilst
maintaining full compliance with
NSW Planning licence regarding
landfill and quarry operations.
Since the last reporting period
there has been approx 21k tns
of gravel used out of the
Tharbogang Quarry.
Develop biodiversity strategy
and management plans for the
Griffith LGA.
E7.1.5.1 Work with Environment and
Sustainability Committee to
finalise Biodiversity Strategy.
Environment, Health
& Sustainability
Coordinator
Work with Local Land Services
on Biodiversity strategies.
As per previous comments from
Q2, 2016/2017.
Monitor and review heritage
listed buildings in the Griffith
LGA.
E7.1.6.1 Heritage matters considered as
they arise.
Planning &
Environment
Manager
Number of heritage matters
considered.
Completed as part of the LEP
and listed as such. Any matters
arising will be dealt with.
Page 69
3rd Quarter Review 2017
50
To plan effectively and consider health issues within planning sustainable development frameworks.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for land and the built environment.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Implement the objectives of the
Pedestrian Access Mobility Plan
(PAMP) and Bicycle Plan.
E9.1.1.1 Apply for relevant grants to
implement the objectives of the
Pedestrian Access Mobility Plan
(PAMP) and Bicycle Plan.
Director -
Infrastructure &
Operations
Implement PAMP and Bicycle
Plan recommendations as per
the 5 year priority table.
PAMP Review progressing to
include new works and adjust
the priorities according to
standard ranking prior to
consultation with Councillors.
To improve biodiversity by preserving and protecting existing biodiversity.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for biodiversity.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Develop biodiversity strategy
and management plans for the
Griffith LGA.
E10.1.1.1 Finalise the Biodiversity
Strategy.
Planning &
Environment
Manager
Adoption of Biodiversity
Strategy.
Draft document to be finalised
and implemented pending public
consultation and council
endorsement.
Page 70
3rd Quarter Review 2017
51
To ensure and maintain the conservation of the natural environment.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for biodiversity
DP Action Action
Code
Action Responsibility Performance Measure Comment
Improve sustainable landuse by
continuation of the noxious
weeds eradication and control
programs.
E11.1.1.1 Manage and maintain Council’s
ongoing noxious weeds
program.
Parks & Gardens
Manager
Noxious weeds – report on
noxious weed infestation on
rural properties annually.
Noxious weeds budget fully
expended.
Extensive work is being
undertaken to address and
control the Prickly Pear
infestations on Crown & Private
owned land.
To improve knowledge and
understanding of the issues
surrounding biodiversity.
E11.1.2.1 Biodiversity education program
developed and implemented.
Planning &
Environment
Manager
Biodiversity education program
developed.
No action this quarter.
Seek funding to further promote
biodiversity.
E11.1.3.1 Apply for relevant grants to
further promote biodiversity.
Planning &
Environment
Manager
Number of grants applied for. Applications to be lodged if
funding becomes available.
Investigate creation of a
Significant Tree Register.
E11.1.4.1 Significant Tree Register
investigated.
Planning &
Environment
Manager
Significant Tree Register
investigated.
A priority would be Banna Ave
and Yambil Street as part of a
more comprehensive review. A
Tree policy is planned will be
finalised during 2017.
Page 71
3rd Quarter Review 2017
52
To deal with waste more effectively, including using it as a resource.
Implement the Griffith City Council Environmental Sustainability Strategy’s action plan for waste.
DP Action Action
Code
Action Responsibility Performance Measure Comment
Continually upgrade the existing
landfill facility at Tharbogang to
provide waste handling to
accommodate the needs of the
community up until 2035.
E12.1.1.1 Continue construction of landfill
cells at existing site.
Waste Operations
Manager
Report to Utilities Committee on
the remaining capacity of
existing landfill facility.
There is a project underway that
is designing the leachate/Storm
water for the void that is
between the new Landfill road
and the existing Landfill.
This will provide a design for a
contractor to construct the
infrastructure for the new cell.
Encourage resource recovery
(transfer station) and continue to
improve kerbside recycling
participation.
E12.1.2.1 Promote use of Transfer
Stations and improved usage of
domestic recycling.
Waste Operations
Manager
Report collection information
from Transfer Stations and
update usage of domestic
recycling to Utilities Committee.
All loads from the WTS are
weighed off over the WB before
the go to landfill. There has
been a average of 125 tns of
domestic recycling collected so
far this fin year.
Maintain waste collection and
disposal from domestic,
commercial, street and park
areas.
E12.1.3.1 Provide domestic, commercial,
street and park bin collections.
Waste Operations
Manager
Domestic, commercial, street
and park waste collected at
least weekly.
Replace 90% stolen or broken
garbage bins within 3 working
days of being notified.
100% urban rate payers have
access to a kerbside recycling
service of plastic, paper, glass.
Respond to non collection within
24 hours.
All the bin stands and some
additional ones were replaced at
Jubilee Oval in late March 2017.
There are 8,923 properties that
have a domestic or commercial
kerbside collection. All the other
targets are met.
Page 72
3rd Quarter Review 2017
53
DP Action Action
Code
Action Responsibility Performance Measure Comment
Maintain a comprehensive litter
control program.
E12.1.4.1 Additional street bins to be
provided when requested and
according to budget allocation.
Waste Operations
Manager
Additional street bins provided
within one month of application.
When budgeted for new street
bins will be installed.
Page 73
3rd Quarter Review 2017
54
Growing our City
Develop Griffith as a centre of choice for trade, business, health, recreation and employment.
Advocate for the early installation of National Broadband Network in the Griffith LGA.
DP Action Action Code Action Responsibility Performance Measure Comment
Consider NBN rollout
in Council’s strategies
and plans. See also
D5.1, D2.2
D1.1.1.1 Liaise with National
Broadband Network on
issues related to NBN rollout
in Griffith.
Manager, Tourism &
Economic
Development
N/A 99% completed.
Ensure development is planned and strategic, incorporating principles of sustainability and triple bottom line of being financially,
socially and environmentally measured.
DP Action Action Code Action Responsibility Performance Measure Comment
Sustainability
principles
incorporated into
Council’s planning
policies.
D1.2.1.1 Planning instruments reflect
sustainability principles.
Planning &
Environment Manager
Ongoing. DCP Draft almost completed for
public participation.
Page 74
3rd Quarter Review 2017
55
Increase local access to further education options.
DP Action Action Code Action Responsibility Performance Measure Comment
Continue Council’s
commitment to further
education options and
pathways.
D1.4.1.1 Ongoing commitment to
Western Riverina Higher
Education Project.
Director - Sustainable
Development
Interaction with Charles Sturt
University, Deakin
University, Riverina Institute
NSW TAFE and other
providers on higher
education pathways.
On going interaction with CSU and
Deakin and Grow Our Own
programs.
Promote the value of tourism and its economic benefits to the community.
DP Action Action Code Action Responsibility Performance Measure Comment
Implement the
strategies within the
Tourism Business
Plan.
D1.5.1.1 Implement the strategies
within the Tourism Business
Plan.
Manager, Tourism &
Economic
Development
Increase visitor numbers,
visitor expenditure and
visitor satisfaction.
Constantly being actioned via
securing events, promotions and
working with local stakeholder.
Also working with media and
DNSW, RRT and the new
Destination Riverina Murray
Network.
Attract and develop new value–adding industries.
Encourage the establishment of diversified industries.
DP Action Action Code Action Responsibility Performance Measure Comment
Seek funding to attract
new business and
industry.
D2.1.1.1 Promote employment
opportunities.
Manager, Tourism &
Economic
Development
Number of new business
enquiries.
Continue to work with government
agencies and stakeholders.
Page 75
3rd Quarter Review 2017
56
Improve the physical appearance of city and village entrances.
DP Action Action Code Action Responsibility Performance Measure Comment
Develop a design
proposal for
beautifying the city
and village entrances.
D2.3.1.1 Prepare master plans for city
and village entrances.
Planning &
Environment Manager
Completion of entrance
strategy.
Community consultation to start
next quarter.
Encourage planned development in Griffith LGA villages and the wider region.
DP Action Action Code Action Responsibility Performance Measure Comment
Create planning
instruments that
encourage
development in these
areas.
D2.4.1.1 Create planning instruments
that encourage development
in these areas.
Planning &
Environment Manager
Incorporate in Planning
instruments.
The LUS and LEP encourage
growth in these areas and new
development proposals and on
going growth of existing industries
and business is proof. Residential
development ongoing, expansion
in wine industries and chicken
industries and growth in local
transport industry occurring.
Page 76
3rd Quarter Review 2017
57
Promote opportunities for small businesses to establish in our community.
DP Action Action Code Action Responsibility Performance Measure Comment
Liaise with Business
Enterprise Centre and
Griffith Business
Chamber, Trade and
Investment NSW to
develop resources
and programs to
assist small business
to establish in the
area.
D2.5.1.1 Regular meetings held with
Business Enterprise Centre
Griffith Business Chamber,
Trade and Investment NSW.
Manager, Tourism &
Economic
Development
Number of meetings held. Ongoing.
D2.5.1.2 Present local and regional
economic profile.
Manager, Tourism &
Economic
Development
Local and regional economic
profile available on Council
website.
Ongoing.
Attract and host
international trade
delegations to further
promote business
opportunities within
the region.
D2.5.2.1 Promote business
opportunities to overseas
investor groups.
Manager, Tourism &
Economic
Development
Number of meetings with
agencies dealing with trade
and investment.
Number of trade delegations
to Griffith.
Ongoing....attended Ports Of
Melbourne update in Wagga
Wagga.
Monitor industry
assistance package
program.
D2.5.3.1 Monitor industry assistance
program.
Director - Sustainable
Development
Success of Griffith Local
Economic Assistance
Program.
To be reported to Business,
Development and Major Projects
Committee in June.
Page 77
3rd Quarter Review 2017
58
Implement Economic Development Strategies to assist in filling vacant commercial spaces and consider location of shopping
centres.
DP Action Action Code Action Responsibility Performance Measure Comment
Liaise with Business
Enterprise Centre and
Griffith Business
Chamber, Trade and
Investment NSW to
develop resources
and programs to
assist small business
to establish in the
area.
D2.6.1.1 See D2.5.1 Manager, Tourism &
Economic
Development
See D2 5.1
Invest in and implement the strategies identified by the Strengthening Basin Communities Project.
DP Action Action Code Action Responsibility Performance Measure Comment
Investigate and
provide options to
implement projects
from the Economic
Development
Strategy.
D2.7.1.1 Project options identified.
See C6.2
Manager, Tourism &
Economic
Development
Number of economic
development opportunities
investigated.
See C6.2
D2.7.1.2 Seek funding for delivery of
projects from the Economic
Development Strategy.
Manager, Tourism &
Economic
Development
Number of grant
applications. Number of
recommendations
implemented.
Ongoing.
Page 78
3rd Quarter Review 2017
59
Develop Griffith as regional transport hub and inter-modal transport centre.
Relocate freight terminal from Central Business District.
DP Action Action Code Action Responsibility Performance Measure Comment
Planning and
assistance for freight
terminal and logistics
park progressed.
D3.1.1.1 Continue to liaise with
stakeholders regarding
Widgelli Freight Intermodal
and Logistics Park.
Manager, Tourism &
Economic
Development
Ongoing. Continue to work with the Col Rees
Group.
Improve facilities at existing Griffith transport infrastructure, ie: airport, bus interchange, railway station.
DP Action Action Code Action Responsibility Performance Measure Comment
Maintain Griffith
Airport. See also D8.2
D3.2.1.1 Manage and maintain Griffith
Airport in accordance with
Civil Aviation Safety
Authority (CASA) standards.
Airport Coordinator Monthly report to Transport
Committee.
Airport maintained to CASA
requirements.
The Airport is being managed in
accordance with Civil Aviation
Safety Authority guidelines and
legislation. Monthly reports
provided to Transport Committee.
Drainage works have been
completed.
Page 79
3rd Quarter Review 2017
60
Maintain and develop public roads, paths, cycleways and transport corridors.
Develop and implement a detailed asset management and replacement program for public roads, paths, cycleways and transport
corridor infrastructure.
DP Action Action Code Action Responsibility Performance Measure Comment
Maintain road
infrastructure network
as per adopted
service standard
including sealed and
gravel roads,
footpaths, kerb &
gutter, signage,
drainage culverts,
carparks, bridges and
other associated
infrastructure.
D4.1.1.2 Maintain regional and local
roads and traffic facilities to
adopted service standards.
Works Engineer -
Maintenance
Implement Service
Standards for roads and
pathways adopted by
Council.
Rural roads have been completed.
Urban Roads and Carpark reseal
has commenced.
K&G has been replaced in a
number of streets. K&G
programme will continue until all
funds are spent for 16/17.
Number of drains have been
cleaned.
Rural Roads heavy patching
programme has commenced.
Heavy Patching on RMS and
Regional Roads have been
completed.
Construct roads in
accordance with
available funding and
Asset Management
Plans.
D4.1.2.1 Construct roads in
accordance with Capital
Works program.
Works Engineer -
Construction
Roads to Recovery and
Council own source
expenditure budgets fully
expended.
1. Oakes Rd was opened to traffic
on 13/01/2017
2. Bagtown Roundabout completed
around 40%
3. Works on Cooper Rd scheduled
to commence on 26/04/2017
4. Thorne Rd (East) Vegetation
Clearing and Power Pole
Relocation planned for 2016/2017
5. Gravel Resheeting Works
commenced on 23/03/2017
Page 80
3rd Quarter Review 2017
61
DP Action Action Code Action Responsibility Performance Measure Comment
Rehabilitate sealed
roads in accordance
with available funding
and Asset
Management plans.
D4.1.3.1 Sealed roads rehabilitation
program implemented in
accordance with Asset
Management Plans.
Works Engineer -
Maintenance
Sealed roads rehabilitation
program reported in
accordance with the Asset
Management Plans (plans
yet to be finalised and
adopted).
Rehabilitation of Oakes Road has
been completed in January 2017 .
Extend and improve kerb and guttering in the CBD.
DP Action Action Code Action Responsibility Performance Measure Comment
Maintain and renew
kerb and guttering in
accordance with Asset
Management Plan
and available funding.
D4.2.1.1 Asset Management Plan to
be developed and
implemented.
Director -
Infrastructure &
Operations
Implement and report on
Asset Management Plan
when finalised.
Yambil Street Design nearing
completion to be implemented in
2017/18.
Install path/cycleways in residential areas.
DP Action Action Code Action Responsibility Performance Measure Comment
Seek funding to
implement the
outcomes of the
completed Cycleway
and Footpath Strategy
for residential areas.
D4.3.1.1 Apply for relevant grants to
implement the outcomes of
the completed Cycleway and
Footpath Strategy for
residential areas.
Director -
Infrastructure &
Operations
Successful grant application. Final works completed with
Pathways installed in Yenda,
Yoogali and additional works in
Apex Park, Griffith proposed for
Q4.
Page 81
3rd Quarter Review 2017
62
Install path/cycleways to connect suburbs and villages.
DP Action Action Code Action Responsibility Performance Measure Comment
Seek funding to
implement the
outcomes of the
completed Cycleway
and Footpath Strategy
to connect suburbs
and villages.
D4.4.1.1 Apply for relevant grants to
implement the outcomes of
the completed Cycleway and
Footpath Strategy to connect
suburbs and villages.
Director -
Infrastructure &
Operations
Successful grant application. RMS active transport program
guidelines not conducive to suburb
and village connectivity.
Improve and maintain street lighting in residential and central business areas.
DP Action Action Code Action Responsibility Performance Measure Comment
Liaise with local
energy provider and
community to review
and improve street
lighting.
D4.5.1.1 Ongoing review of street
lighting in residential and
central business areas.
Works Engineer -
Maintenance
Street lighting issues
identified and reported to
Essential Energy.
Energy supply contract
reviewed.
Two new street lights were
installed on Lakes Road.
All allocated fund for 2016/17 been
spent.
Declined the option from Essential
Energy to convert all Streetlights to
LED at our cost estimated to be
$730,000.
Page 82
3rd Quarter Review 2017
63
Provide infrastructure in partnership with service providers.
Facilitate the construction of appropriate accommodation for the delivery of additional health services.
DP Action Action Code Action Responsibility Performance Measure Comment
Complete lease
arrangements over
the St Vincents
Private Community
hospital and
Murrumbidgee
Taching and Learning
Centre medical and
Allied health to be
located at Animoo
Avenue. See L3.3
D5.3.1.1 Finalise lease of St Vincents
Community Private Hospital
and Murrumbidgee Teaching
and Learning Facility along
with identified student
accommodation.
Director - Business,
Cultural & Financial
Services
St Vincents Community
Private Hospital and co-
located Murrumbidgee
teaching facility/student
accommodation are
operational by 30 Sep 2016.
Waiting on registration
confirmation.
Recommit to the Memorandum of Understanding between GCC, Charles Sturt University and NSW Institute of TAFE – Riverina to
expand tertiary education options delivered locally.
DP Action Action Code Action Responsibility Performance Measure Comment
Charles Sturt
University and
Riverina Institute will
continue to provide
flexible and innovative
educational models in
tertiary education in
Griffith and the
Western Riverina.
D5.4.1.1 Continue to offer Pathways
programs including the
formalised pathway
programs in nursing, early
childhood education and
management/human
resources.
Director - Sustainable
Development
Number of TAFE Diploma
Students who enrol at CSU
(actual figures not available -
anecdotal evidence only).
Pathways programs remain in
place. Resignation of CSU Project
Officer has prevented a more
detailed report.
D5.4.1.2 Investigation into the
demand for other pathway
programs of unmet needs.
Director - Sustainable
Development
Investigations undertaken. Investigation of further Pathway
programs on hold following
resignation of CSU Project Officer.
Page 83
3rd Quarter Review 2017
64
DP Action Action Code Action Responsibility Performance Measure Comment
Investigations will
continue into the
demand for running
other pathway
programs.
D5.4.2.1 Continue to investigate
alternative higher education
pathways.
Director - Sustainable
Development
Investigations undertaken
with higher education
providers.
Investigations on hold following
resignation of CSU Project Officer.
Develop policies that encourage sustainable growth.
Progress the development of new and existing Griffith Cemeteries to incorporate elements that accommodate the diverse cultural
groups within our community.
DP Action Action Code Action Responsibility Performance Measure Comment
Complete detailed
design phase of new
cemetery and ensure
design accommodates
the various cultural
groups as approved
by General Facilities
Committee.
D6.2.1.1 Planning for new cemetery
continues leading to
adoption of concept plan.
Planning &
Environment Manager
New Cemetery concept plan
adopted.
Posibility of a new site has been
mentioned, as has the possibility of
a crematorium, and these need to
be clarified in order to progress
further.
Manage and maintain
all developed
cemetery facilities.
D6.2.2.1 Manage and maintain Griffith
and Yenda cemeteries within
allocated budgets.
Parks & Gardens
Manager
Cemetery managed
efficiently and to agreed
service standards.
The Griffith & Yenda cemeteries
are operating within the allocated
budget. Maintenance at the
Bagtown Cemetery is ongoing.
Awarded tender for the
construction of vaults at the Griffith
Cemetery.
Reporting to Councillor workshop
in Q4 on the proposed cemetery
site on Rifle Range Road.
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65
Implement the strategies identified in the Land Use Strategy.
DP Action Action Code Action Responsibility Performance Measure Comment
Strategies underpin
Local Environment
Plan.
D6.3.1.1 City wide DCP prepared. Planning &
Environment Manager
DCP adopted. Working on the final Draft prior to
council report and notification.
Provide a suitable livestock marketing centre to facilitate buying and selling of livestock.
DP Action Action Code Action Responsibility Performance Measure Comment
To maintain and
develop infrastructure
and services to bring
together willing buyers
and sellers of
livestock in the
Western Riverina
region.
D6.4.1.1 Manage and maintain Griffith
Livestock Marketing Centre
within allocated budgets.
Director - Utilities Griffith Livestock Marketing
Centre maintained to
facilitate and maximise the
buying and selling of
livestock with a target of
400,000 head of sheep and
ability to sell cattle when
required.
Griffith Livestock Marketing Centre
is maintaining a positive financial
position at the end of March 2017.
Sheep sales are ahead of target
with 383,147 sheep being sold as
of the end of March 2017, no cattle
being sold this quarter.
D6.4.1.2 Improve selling conditions
for sheep yards.
Director - Utilities Complete concreting floor of
sheep pens by June 2017.
Install additional shade
structure by June 2017.
Concreting of sheep pens has
been completed and additional
shade structures have been
ordered and will be erected before
the end of June 2017.
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66
Promote Griffith as a “centre of excellence”.
Develop and sufficiently resource a cross-organisational marketing and promotion strategy that presents a unified and cohesive
image of Griffith.
DP Action Action Code Action Responsibility Performance Measure Comment
Develop and
implement Marketing
and Promotion
Strategy.
D7.1.1.1 See L7.3.1 Manager, Tourism &
Economic
Development
looking at new Visitor Guide as
well as Kidman Touring Brochure.
Successfully held Griffith Easter
Party and inaugural Vintage
Festival.
Develop “easy access links” with key regional and capital centres (eg Rex link to Melbourne).
Improve facilities at existing Griffith transport infrastructure, ie: airport, bus interchange, railway station.
DP Action Action Code Action Responsibility Performance Measure Comment
Maintain Griffith
Airport infrastructure
eg runways, taxiways,
apron, etc.
D8.2.1.1 Manage and maintain Griffith
Airport in accordance with
Civil Aviation Safety
Authority (CASA) standards.
Airport Coordinator Successful completion of
annual CASA audit.
Griffith Airport signage on front
gate installed. Garden completed
5/5 2017. Additional works for
carpark on hold awaiting funding
allocation. Ongoing update of
procedures and manuals.
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3rd Quarter Review 2017
67
DP Action Action Code Action Responsibility Performance Measure Comment
Plan and develop
Heavy Vehicle
Strategy and seek
available funding.
D8.2.2.1 Seek available funding to
implement the Heavy
Vehicle Strategy.
Engineering Design &
Approvals Manager
Funding applications to be
reported to the Transport
Committee.
Construction of the 5-Legged
Roundabout (now named the
BagTown Roundabout by Council
resolution) at the intersection of
Thorne Rd and Old Wilbriggie
Road has commenced and is
ongoing with estimated completion
of works for end of June 2017.
Design drawings for the
construction of Thorne Road
between Old Willbriggie Road and
the Kidman Way is estimated to be
completed by mid June 2017, with
construction due to commence by
end of June 2017. Design
drawings for the roundabout at the
intersection of Thorne Road and
the Kidman Way are progressing in
consultation with the Roads and
Maritime Services (RMS) input.
Construction for the roundabout at
the intersection of Thorne Road
and the Kidman Way will
commence by end of June 2017
with relocation of services and tree
removal only; to comply with
funding requirements. The
remainder of the roundabout
construction will be completed
once all works associated with
Thorne Road construction are
completed.
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3rd Quarter Review 2017
68
Establish social and commercial infrastructure for the betterment of community wellbeing and natural resource
management.
Improve local access to affordable and appropriate housing – through rental or purchase options.
DP Action Action Code Action Responsibility Performance Measure Comment
Investigate options for
development of
Council’s existing land
stock. Eg Lake
Wyangan.
D9.1.1.1 Investigate options for
development of Council’s
existing land stock. Eg Lake
Wyangan.
Planning &
Environment Manager
Ongoing Council to call for new submissions
of interest.
Investigate options for
development of
affordable housing.
D9.1.2.1 Investigate incentives for
private development of
affordable housing.
Planning &
Environment Manager
Discussions with affordable
housing providers.
Will engage with providers as and
when opportunities arise.
Investigate the development of an outdoor pool facility.
DP Action Action Code Action Responsibility Performance Measure Comment
Establish a 50 metre
outdoor pool facility at
the Griffith Regional
Aquatic Leisure
Centre in line with
master plan and
maintenance program
for the facility.
D9.2.1.1 Secure sufficient funding to
enable construction of a 50
m pool facility.
Director - Business,
Cultural & Financial
Services
Adoption of masterplan for
the staged redevelopment of
the Griffith Regional Aquatic
Leisure Centre by 31
December 2015 include
capital expenditure program
in Council's 10 year long
term financial plan.
An application has been lodged
under the Building Better Regions
Fund with notification on whether
the application has been
successful or not due in July 2017.
Council has included the 50 M pool
project in its long term financial
plan should the grant funding be
successful.
Page 88
3rd Quarter Review 2017
69
Maintain and improve services to villages and rural areas of Griffith LGA.
DP Action Action Code Action Responsibility Performance Measure Comment
Maintain dialogue with
Progress Associations
and other community
groups on service
levels.
D9.4.1.1 Maintain dialogue with
Progress Associations and
other community groups on
service levels.
Manager Executive
Services
Attendance at Combined
Progress Association.
Yenda Progress Association only
PA in operation - correspondence
received regularly. GM and Mayor
attend CPSA Meetings when
requested.
Facilitate the development of a multi-purpose community centre that provides for all cultures and ages and incorporates a range of
facilities ie: meeting rooms, office space, wet areas, family friendly.
DP Action Action Code Action Responsibility Performance Measure Comment
Investigate the
functions and
feasibility of a
multipurpose space
that meets the
community’s needs.
D9.5.1.1 Collaborate with other
agencies for delivery of a
multipurpose facility.
Community
Development
Coordinator
N/A ongoing - GNHCC is in discussions
with Council and Councillors about
he location of a new centre.
Review existing
Council community
facilities to be utilised
for such purposes.
D9.5.2.1 Collaborate with other
agencies for delivery of a
multipurpose facility.
Community
Development
Coordinator
N/A No action this quarter.
Support and advocate
for external funding to
construct a
multipurpose
community centre.
D9.5.3.1 Collaborate with other
agencies for delivery of a
multipurpose facility.
Community
Development
Coordinator
N/A No action this quarter.
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70
Implement the actions of the CBD Enhancement Strategy.
DP Action Action Code Action Responsibility Performance Measure Comment
Seek grant funding to
implement the actions
in the CBD Strategy.
D9.6.1.1 CBD Strategy
implementation plan
completed.
Planning &
Environment Manager
CBD Strategy
implementation plan
adopted.
Funding has been comitted by
council towards the approved
strategy and projects will be rolled
out in accordance with the strategy
and funding.
Ensure buildings are accessible in accordance with disability access requirements.
DP Action Action Code Action Responsibility Performance Measure Comment
Part of ongoing role of
Building Certifiers.
D9.7.1.1 Part of ongoing role of
Building Certifiers.
Planning &
Environment Manager
N/A Part of every application approval
that needs access and is ongoing.
KPI NEEDS TO CHANG (Ensure
buildings are accessible in
accordance with disability access
requirements).
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Ordinary Meeting of Council | 23 May 2017 91
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Ordinary Meeting of Council | 23 May 2017 92
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Ordinary Meeting of Council | 23 May 2017 93
BPB Rec No.
Status reported Q2 2017 Additional Status Reported Q3 2017
1.
Status: Complete
Comment: Council has prepared a Building Certification Standard Operating Procedures (SOP) which has been implemented. This document details the procedures relating to construction certificates, occupation certificates, complying development certificates and inspections.
Status: Complete
2.
Status: Complete Status: Complete
3.
Status: In progress
Building Certification Coordinator (BCC), lodged an application for A3 accreditation on 9 Feb 2017.
Status: In progress
Comment: Application remains with BPB under assessment
4.
Status: In progress
A draft contract has been sent to Building Certification Contract Company, Council is yet to receive a response. Expected completion: April 2017.
Status: Still to be finalised.
Comment: Template documents presented to supplier for concurrence.
Expected completion June 2017.
5.
Status: Complete
Comment: Included in Building Certification SOP.
Status: Complete
6.
Status: In progress.
Comment: Delegation to BCC finalised. Draft amendments to delegations for most other positions have been completed. Expected completion: April 2017.
Status: In progress
Comment: Awaiting final authorisation.
Expected completion June 2017.
7.
Status: Complete
Comment: Building Certification SOP has been developed and implemented.
Status: Complete
8.
Status: Complete
Comment: Building Certification SOP has been drafted in such a way that concurrence must be given by the Coordinator/Manager before any Part 4A Certificate can be issued.
Status: Complete
9.
Status: Complete Status: Complete
CL02 Attachment (i) Building Professionals Board Recommendations Update
Ordinary Meeting of Council | 23 May 2017 94
10.
Status: Complete Status: Complete
11.
Status: Complete
Comment: Covered in Building Control Unit (BCU) form which is completed by the Coordinator/Manager.
Status: Complete
12.
Status: Complete
Comment: Occupation Certificate (OC) checklist updated to include a checkbox to ensure that the application form has been submitted.
Status: Complete
13.
Status: Complete
Comment: Building Certification Authority (BCA) Assessment Checklist details what the critical stage inspections are for the different classes of building. The certifier has the option on the form to specify additional mandatory inspections which may be required. The Development Administrator uses the BCA Assessment Checklist to populate the Notice of Critical Stage Inspections. This is detailed within the SOP.
Status: Complete
14.
Status: In progress
Comment: Contract has been prepared ready for implementation. Implementation will require further training for Customer Service Officers in administering the contract and organising for the contract to be signed the appropriate delegated employee. It is likely implementation will coincide with the new revenue policy for 2017/18 where fees and charges related to certification work have been simplified.
Expected completion: August 2017.
Status: In progress
15.
Status: In progress
Comment: Two independent certifiers were nominated by Council with the Building Professionals Board (BPB) on 13 February 2017 seeking BPB concurrence as required by this recommendation. Awaiting response.
Expected completion: July 2017.
Status: In progress
Still awaiting response from BPB despite a number of requests for BPB advice.
Expected completion: Uncertain
16.
Status: Complete
Comment: Council has adapted the template from the BPB website for use with future Complying Development Certificates (CDCs).
Status: Complete
CL02 Attachment (i) Building Professionals Board Recommendations Update
Ordinary Meeting of Council | 23 May 2017 95
17.
Status: Complete Status: Complete
18.
Status: Complete Status: Complete
19.
Status: Complete Status: Complete
20.
Status: Complete Status: Complete
21.
Status: Complete Status: Complete
22.
Status: In progress
Comment: Continuing Professional Development (CPD) Training has been engaged to conduct training on 5 April 2017.
Status: Complete.
23.
Status: Complete
Comment: Development Control Unit (DCU) form updated.
Status: Complete
24.
Status: Complete
Comment: Construction Certificates (CC) are only being issued for building and subdivision works. Development Engineers will be issuing Construction Approvals – Civil Works.
Status: Complete
25.
Status: Complete Status: Complete
26.
Status: Complete. No action required. Status: Complete
27.
Status: All matters raised in the 2012 Review are complete.
Status: Complete